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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 | |