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| Photo credits | |
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| Preface | |
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| Case list | |
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| The concept of strategy | |
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| The role of strategy in success | |
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| A brief history of strategy | |
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| Strategy today | |
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| Strategy: whose interests should be prioritised? | |
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| The approach taken in this book | |
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| Industry analysis | |
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| From environmental analysis to industry analysis | |
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| The determinants of industry profit: demand and competition | |
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| Analysing industry attractiveness | |
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| Applying industry analysis | |
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| Key issues and challenges | |
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| From industry attractiveness to competitive advantage: identifying key success factors | |
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| Resources and capabilities | |
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| The role of resources and capabilities in strategy formulation | |
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| Identifying the organisation's resources | |
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| Identifying the organisation's capabilities | |
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| Appraising resources and capabilities | |
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| Putting resource and capability analysis to work: a practical guide | |
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| Developing resources and capabilities | |
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| Approaches to capability development | |
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| The nature and sources of competitive advantage | |
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| The emergence of competitive advantage | |
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| Sustaining competitive advantage | |
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| Types of competitive advantage: cost and differentiation | |
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| Strategy and cost advantage | |
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| Strategy and differentiation advantage | |
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| Business strategies in different industry and sectoral contexts | |
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| The industry life cycle | |
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| Strategy at different stages of the life cycle | |
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| Strategy in public-sector and not-for-profit contexts | |
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| Stakeholder analysis | |
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| Scenario planning | |
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| Technology-based industries and the management of innovation | |
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| Competitive advantage in technology-intensive industries | |
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| Strategies to exploit innovation: how and when to enter | |
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| Competing for standards | |
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| Creating the conditions for innovation | |
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| Corporate strategy | |
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| The scope of the firm | |
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| Key concepts for analysing firm scope | |
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| Diversification | |
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| Vertical integration | |
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| Managing the corporate portfolio | |
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| Global strategies and the multinational corporation | |
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| Patterns of internationalisation | |
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| Analysing competitive advantage in an international context | |
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| Applying the framework: international location of production | |
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| How should a firm enter foreign markets? | |
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| Multinational strategies: global integration vs. national differentiation | |
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| Strategy and organisation within the multinational corporation | |
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| Realising strategy | |
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| The organisational challenge: reconciling specialisation with coordination and cooperation | |
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| Organisational design | |
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| Management systems | |
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| Corporate culture | |
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| Current trends in strategic management | |
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| The new external environment of business | |
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| Managing in the aftermath of the global financial crisis | |
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| New directions in strategic thinking | |
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| Redesigning the organisation | |
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| Glossary | |
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| Index | |