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| Preface | |
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| Managing Strategically | |
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| Strategy Basics | |
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| Introduction | |
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| Sustained Competitive Advantage | |
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| Winning Moves | |
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| Analysis | |
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| Moves | |
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| Understanding Management Strategy | |
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| Chess | |
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| War | |
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| Sports | |
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| Keeping Score: Performance Measurement | |
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| The Balanced Scorecard | |
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| Measures of Overall Dominance | |
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| Industry Boundaries | |
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| Summary | |
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| Endnotes | |
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| External Analysis | |
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| Introduction | |
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| Industry Analysis | |
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| Industrial Organization Economics | |
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| The Five Forces | |
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| Industry Differences: Examples of Five-Force Analysis | |
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| The Strategist's Role in Industry Analysis | |
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| Long-Term Industry Attractiveness | |
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| Macroenvironmental Analysis | |
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| Components of the External Environment | |
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| Systems and Scenarios | |
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| Uncertainty | |
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| An Enacted Environment: The Industry and Its Boundaries | |
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| Cooperation or Competition? | |
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| Stakeholder Analysis | |
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| Stakeholder Theory | |
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| Agency Theory | |
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| Summary | |
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| Endnotes | |
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| Internal Analysis | |
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| Introduction | |
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| Management Theory | |
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| The Human Relations Approach | |
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| Contingency Theory | |
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| The Seven-S Framework | |
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| Value Chain Analysis | |
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| Value Chain Linkages | |
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| Benefits of Value Chain Linkages: An Example | |
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| The Resource-Based View | |
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| RBV versus IO Economics | |
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| Resources, Capabilities, and Competencies | |
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| From Resources to Capabilities | |
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| Examples of Company Capabilities | |
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| From Capabilities to Competencies | |
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| The Process of Acquisition | |
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| Summary | |
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| Endnotes | |
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| Making Moves | |
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| Timing and Positioning | |
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| Introduction | |
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| Timing | |
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| The Value of Rapid Adjustment | |
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| Obstacles to Quick Action | |
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| Game Theory | |
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| Learning from Game Theory | |
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| Positioning | |
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| Are Low Cost and Differentiation Incompatible? | |
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| The New Alternative: Best Value | |
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| Repositioning | |
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| Strategic Groups: Company Segmentation | |
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| Segmentation by Product or Service | |
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| Summary | |
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| Endnotes | |
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| Mergers, Acquisitions, and Divestitures | |
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| Introduction | |
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| Different Forms a Firm Can Take | |
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| Mergers, Acquisitions, and Divestitures: The Record Thus Far | |
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| A Poor Record of Past Performance | |
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| A Shifting Landscape | |
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| Motivations Behind M&As | |
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| The Role of Deregulation | |
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| Examples of Good Deal Making | |
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| M&As and the Global Economic Meltdown | |
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| Pharmaceuticals | |
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| Why Do M&As Fail? | |
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| Why Do Mergers Succeed? | |
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| Mergers of Equals | |
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| Effective Management | |
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| Breaking Down the Corporate Hierarchy | |
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| Is Vertical Integration the Answer? | |
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| The Entertainment Industry | |
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| Summary | |
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| Endnotes | |
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| Globalization | |
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| Introduction | |
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| Reasons for Globalization | |
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| Product Maturity: Soft Drinks | |
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| Industry Evolution | |
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| Global Analysis | |
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| Where to Invest | |
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| An Example: Soft Drinks | |
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| Does Globalization Pay? | |
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| Which Regions in the World? | |
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| The Comparative Development of Nations | |
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| Labor, Capital, and Technology | |
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| Open Economies | |
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| Parallels Between Global and Domestic Moves | |
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| Business Strategy | |
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| Corporate Strategy | |
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| Globalization's Challenges | |
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| Economic Imbalances | |
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| Insecurity | |
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| Youth Violence | |
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| Government Incapacity | |
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| Summary | |
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| Endnotes | |
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| Innovation and Entrepreneurship | |
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| Introduction | |
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| Challenges of Succeeding in New Business Ventures | |
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| Success Stages | |
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| Commitment | |
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| Overcoming Barriers | |
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| Technological Opportunities | |
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| Trends | |
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| Experts | |
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| Alternative Scenarios | |
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| Leading-Edge Industries | |
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| Postindustrialism | |
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| Biotechnology | |
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| The Environment as a Business Opportunity | |
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| Environmental Innovation | |
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| Low-Emissions vehicles | |
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| Obstacles to Exploiting New Technologies | |
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| Risk | |
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| Uncertainty | |
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| Technology Push and Market Pull | |
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| Difficulties of Successful Innovation | |
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| Understanding the Innovation Process | |
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| Summary | |
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| Endnotes | |
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| Repositioning | |
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| Continuous Reinvention | |
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| Introduction | |
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| Judo Strategy | |
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| Rapid Movement and Agility: An Example | |
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| Defense and Exploitation | |
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| Sweet Spots and SCA: Company Analysis | |
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| Reinvention | |
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| The Dilemma of Change | |
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| A Strategic Approach to the Dilemma | |
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| Innovations in Strategy | |
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| An Example: Retail Food Industry | |
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| Competing via Strategic Innovation | |
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| Summary | |
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| Endnotes | |
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| Implementation | |
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| Introduction | |
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| The Probability and Anatomy of Failure | |
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| Home Depot: Performance-Enhancing Moves versus an Engrained Culture | |
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| Circuit City: "Me Too" Moves versus Faster, More Savvy Foes | |
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| United Airlines: A Low-Cost Segmentation Move versus Lack of Internal Commitment | |
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| Swissair: Empire-Building Moves versus Resource Limitations and EU Law | |
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| The Root Causes of Failure | |
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| A Comprehensive Implementation Framework | |
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| Assess Change Readiness | |
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| Install Integrative Leadership | |
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| Create a Consistent Message | |
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| Appoint Cross-Functional Program Teams | |
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| Solicit Change Program Proposals | |
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| Select and Prioritize Proposed Change Programs | |
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| Assign Process Owners and Align Resources | |
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| Secure Funding, Formalize Operational Objectives, and Design Incentives | |
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| Advance and Continually Monitor Initiatives | |
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| Fortify Gains and Refine the Implementation Process | |
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| Summary | |
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| Endnotes | |
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| Glossary | |
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| Index | |