Strategic Management Building and Sustaining Competitive Advantage

Name: Strategic Management Building and Sustaining Competitive Advantage
Price: 11.99 USD
Availability: InStock
ISBN: 9780314061133

ISBN-10: 0314061134

ISBN-13: 9780314061133

Edition: N/A

Authors: Robert A. Pitts, David Lei

List price: $36.50

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Book details

List price: $36.50
Publisher: West Publishing Company, College & School Division
Binding: Hardcover
Pages: 450
Language: English

Preface	p. x
Building Competitive Advantage	p. 1
The Strategic Management Process	p. 3
Strategic Snapshot: Evolution of the Restaurant Industry	p. 4
Introduction	p. 8
The Strategy Concept	p. 10
The Basis of Strategy	p. 11
The Strategic Management Process	p. 12
Business and Corporate Strategies	p. 14
Strategic Imperatives	p. 15
The Role of Strategic Competencies in Crafting an Effective Strategy	p. 18
Vision Competency: Determining and Setting Strategic Goals	p. 19
Value Creation Competency: Defining What We Do Best	p. 21
Planning and Administration: Getting Everything to Fit	p. 21
Planning and Administration: Charles Schwab	p. 22
Global Awareness Competency: Competing in a Smaller World	p. 23
Competing in Global Markets: Philips Electronics	p. 24
Leveraging Technology Competency: Staying on the Cutting Edge	p. 25
Leveraging Technology: Innovation at Sony	p. 26
Stakeholder Competency: What Decision Criteria Are Used?	p. 27
Balancing Stakeholders: IBM and Job Creation	p. 29
Responsibility for Strategic Management	p. 30
Who Are Strategic Managers?	p. 30
Characteristics of Strategic Decisions	p. 31
Difficulties in Reconciling Stakeholders' Needs	p. 33
Why Study Strategy?	p. 35
Candidate Seeking Employment	p. 35
Employee or Manager	p. 35
Summary	p. 36
Endnotes	p. 37
Assessing Industry Attractiveness and the Competitive Environment	p. 39
Strategic Snapshot: The Personal Computer Industry in 2004	p. 40
Introduction	p. 45
The Macroenvironment	p. 46
The Demographic Environment	p. 46
The Political Environment	p. 48
The Social/Cultural Environment	p. 50
Technological Developments	p. 51
The Global Environment	p. 52
Balancing Stakeholders: The Outsourcing Wave	p. 53
Assessing the Impact of the General Environment	p. 55
The Competitive Environment	p. 56
The Five Forces Model of Industry Attractiveness	p. 56
Threat of New Entrants	p. 57
Bargaining Power of Buyers	p. 60
Planning and Administration: Agile Supply Chains	p. 62
Bargaining Power of Suppliers	p. 63
The Nature of Rivalry in the Industry	p. 64
Threat of Substitutes	p. 66
Strategic Groups and the Industry Environment	p. 67
Defining the Strategic Group	p. 68
Strategic Groups in the Personal Computer Industry	p. 68
Implications of Strategic Group Analysis	p. 71
Strategic Application of Five Forces Analysis to the Personal Computer Industry	p. 73
New Entrants	p. 73
Direct Competitors	p. 73
Buyers	p. 74
Suppliers	p. 74
Substitutes	p. 74
Alternative Ways to Examine Industry Structure and Dynamics	p. 75
Techniques to Monitor the Environment	p. 77
Ethical Dimensions	p. 77
Legal Requirements	p. 78
Long-Run Consequences	p. 78
Summary	p. 78
Exercises and Discussion Questions	p. 79
Endnotes	p. 79
Matching Firm Capabilities with Opportunities	p. 83
Strategy Snapshot 1: Pizza Hut and Domino's Pizza	p. 84
Strategic Snapshot 2: General Motors Corporation	p. 85
Introduction	p. 87
The Value Chain	p. 87
Primary Activities	p. 89
Support Activities	p. 94
Pizza Industry Value Chain	p. 96
Primary Activities	p. 97
Support Activities	p. 97
Automobile Industry Value Chain	p. 97
Primary Activities	p. 97
Support Activities	p. 98
The Value Chain as Part of a Business System	p. 99
Pizza Hut	p. 99
Domino's Pizza	p. 100
General Motors	p. 101
Capability Drivers	p. 103
First-Mover Status	p. 103
Scale of Operation	p. 105
Planning and Administration: Samsung Electronics	p. 107
Experience	p. 108
Creating Distinctive Value: Toyota Motor of Japan	p. 109
Interrelationships	p. 111
Assessing Competitive Advantage	p. 112
First-Mover Advantages	p. 112
Scale and Experience Advantages	p. 114
The Growth of the Internet and Competitive Advantage	p. 116
Compressing the Value Chain	p. 116
Building Extended, Internet-Driven Supply Chains	p. 117
Competitive Dynamics and the Internet	p. 117
Diagnosing Pizza Hut's Capabilities	p. 118
First-Mover Advantages	p. 118
Scale Advantages	p. 119
Experience Benefits	p. 120
Interrelationships	p. 120
Achilles' Heel of Established Firms	p. 120
Assessing the Financial Position of Competitors	p. 122
Ethical Issues	p. 123
Examining Competitors' Products	p. 123
Questioning Competitors' Employees	p. 123
Using Consultants	p. 124
Engaging in Industrial Espionage	p. 124
"Pirating" Employees	p. 124
Conclusion	p. 125
Summary	p. 125
Exercises and Discussion Questions	p. 126
Endnotes	p. 126
Building Competitive Advantage through Distinction	p. 131
Strategic Snapshot: Nordstrom, Inc.	p. 132
Introduction	p. 135
Routes to Building Competitive Advantage	p. 135
Low-Cost Leadership Strategies	p. 136
Building a Low-Cost Advantage	p. 137
A Vision of Industry Dominance: Nike	p. 140
Benefits and Costs of Low-Cost Leadership Strategies	p. 141
Differentiation Strategies	p. 144
Building a Differentiation-Based Advantage	p. 145
Benefits and Costs of Differentiation Strategies	p. 150
Focus Strategies	p. 152
Building a Focus-Based Advantage	p. 153
Benefits and Costs of Focus Strategies	p. 155
Strategic Application to Nordstrom	p. 157
An Emerging View of Strategy: Mass Customization for Best Value	p. 158
Advanced Manufacturing Technology	p. 159
Modular Product Designs	p. 160
Internet-Driven Distribution Systems	p. 162
New Market Segmentation Techniques	p. 162
The Internet's Impact on Cost and Responsiveness to Customer Needs	p. 163
Wide Product Selection	p. 163
Well-Understood Products	p. 163
Fluctuating Product Availability	p. 164
Leveraging Technology: Reinventing Amazon.com	p. 165
Strategy and Competitive Advantage over the Life Cycle	p. 166
Introductory Stage	p. 168
Growth Stage	p. 170
Mature Stage	p. 171
Decline Stage	p. 172
Life Cycle Dynamics and Competitive Advantage	p. 173
Ethical Dimension	p. 174
Worthy Need	p. 174
Safe Product	p. 175
Ample Information	p. 175
Summary	p. 176
Exercises and Discussion Questions	p. 177
Endnotes	p. 177
Responding to Shifts in Competitive Advantage	p. 185
Delivery of Online Music	p. 186
Eastman Kodak and Digital Photography	p. 191
Introduction	p. 194
New Developments Affecting Competitive Advantage	p. 194
New Technology	p. 195
New Distribution Channels	p. 196
Economic Shifts	p. 199
Changes in Related or Neighboring Industries	p. 199
Changes in Government Regulation	p. 200
Response Options	p. 201
Prospecting	p. 201
Planning and Administration: Prospecting at Texas Instruments	p. 203
Defending	p. 204
Harvesting	p. 205
Generic Change Situations	p. 206
Magnitude of Threat	p. 206
Ability to Adjust	p. 207
Common Change Situations	p. 208
Uncertainty	p. 213
Impact of Environmental Development	p. 213
Ability to Adjust	p. 215
Creating Distinctive Value: Whole Foods Market	p. 216
Future Scenarios and Applications-Distributing Films on the Internet	p. 217
Shareholder Considerations and Dilemmas	p. 218
Risk Preference	p. 219
Return Preference	p. 219
Summary	p. 220
Exercises and Discussion Questions	p. 220
Endnotes	p. 221
Extending Competitive Advantage	p. 227
Corporate Strategy: Leveraging Resources	p. 229
Strategic Snapshot: The Kellogg Company	p. 230
Introduction	p. 233
The Concept of Resources in Corporate Strategy	p. 234
Alternative Routes of Corporate Strategy	p. 235
New Stages	p. 235
New Businesses and Industries	p. 236
A New Corporate Vision: Transforming DuPont	p. 237
Broad Types of Corporate Strategies	p. 238
Vertical Integration	p. 238
Related Diversification	p. 240
Unrelated Diversification	p. 243
Corporate Strategies Compared	p. 246
More Attractive Terrain	p. 247
Growth	p. 247
Profitability	p. 248
Stability	p. 249
Access to Resources	p. 249
Scarce Assets	p. 249
Technologies	p. 250
Creating Distinctive Value: The 3M Company	p. 251
Expertise	p. 252
Sharing Activities	p. 254
Costs of Diversification	p. 255
Cost of Ignorance	p. 255
Cost of Neglect	p. 256
Costs of Cooperation	p. 257
Maximizing Benefits, Minimizing Costs	p. 259
Achieving Powerful Diversification Benefits	p. 260
Limiting Diversification Costs	p. 262
Alternatives to Diversification: Corporate Restructurings	p. 264
Selective Focus	p. 265
Divestitures and Spin-offs	p. 266
Strategic Application to Kellogg	p. 269
Summary	p. 271
Exercises and Discussion Questions	p. 272
Endnotes	p. 272
Global Strategy: Harnessing New Markets	p. 285
Strategic Snapshot: Building Global Capabilities at Nokia	p. 286
Introduction	p. 289
Environmental Factors That Accelerate Globalization	p. 289
Narrowing of Demand Characteristics Across Markets	p. 290
Escalating Costs of Research and Development	p. 292
Rising Economies of Scale and Cost Pressures	p. 292
Role of Government Policy	p. 293
Creating Distinctive Value: China's TCL	p. 294
Change in Factor Costs Around the World	p. 297
Leveraging Technology: Using Advanced Technology to Keep It Made in the U.S.A.	p. 299
Rise of New Distribution Channels	p. 300
Overall Reduction in Transportation, Communication, and Storage Costs	p. 300
Strategies for Global Expansion	p. 302
Global Strategy	p. 303
Multidomestic Strategy	p. 309
Benefits of Global Expansion	p. 314
Market Growth and Expansion	p. 315
Recovery of Investment Costs	p. 316
Creation of a Strong Image	p. 316
Accelerated Learning	p. 317
Costs of Globalization	p. 317
Cost of Strategic Leverage	p. 319
Loss of Flexibility	p. 320
Costs of Cooperation	p. 321
Balancing Global and Multidomestic Approaches	p. 322
Automobiles: Combining Global Scale with Local Response	p. 323
Personal Care Products: Matching Local Response to Global Development	p. 325
Strategic Application to Nokia	p. 326
Ethical Dimensions	p. 327
Summary	p. 330
Exercises and Discussion Questions	p. 330
Endnotes	p. 331
Strategic Alliances: Partnering for Advantage	p. 337
IBM's Microelectronics Alliance Strategy	p. 338
The Global Airline Industry	p. 342
Introduction	p. 347
Key Strategic Alliance Objectives	p. 347
New Market Entry	p. 348
Vertical Integration	p. 349
Shaping Industry Evolution	p. 350
Learning and Applying New Technologies	p. 352
Rounding Out the Product Line	p. 354
Creating Distinctive Value: GE Honda Aero Engines	p. 355
Types and Benefits of Strategic Alliances	p. 356
Simple, Arms-Length Relationships	p. 358
Highly Coordinated Alliances	p. 359
Tightly Integrated Alliances	p. 364
Risks and Costs of Strategic Alliances	p. 367
Rising Incompatibility of Partners	p. 367
Risk of Knowledge/Skill Drain	p. 368
Risk of Dependence	p. 369
Costs of Alliance Control and Operations	p. 371
Balancing Cooperation and Competition	p. 374
Understand the Firm's Knowledge and Skill Base	p. 375
Choose Complementary Partners	p. 376
Keep Alliance Personnel Long Term	p. 377
Planning and Administration: Fuji Xerox	p. 377
Ethical Dimension	p. 378
Cooperation and Competition in Alliances	p. 379
Alliance Personnel Issues	p. 379
Summary	p. 380
Exercises and Discussion Questions	p. 381
Endnotes	p. 381
Organizing for Sustainable Advantage	p. 389
Designing Organizations for Advantage	p. 391
Strategic Snapshot: Cisco Systems	p. 392
The Key Role of Strategic Implementation	p. 395
A Framework for Designing Organizational Structure	p. 395
Basic Ingredients of Organizational Structure	p. 396
Specialization	p. 396
Standardization	p. 397
Centralization	p. 398
Planning and Administration: The Home Depot	p. 398
Broad Forms of Organizational Structure	p. 399
Functional Structures	p. 400
Product Divisions	p. 402
Geographic Division Structures	p. 407
Matrix Structures	p. 409
Special Organizational Structures for Global Operations	p. 412
Building Global Businesses: Organizational Realignment at Procter & Gamble	p. 415
Balancing Flexibility and Stability: Moving to a Networked Organization	p. 416
Semipermeable Boundaries	p. 418
Reliance on External Alliances	p. 419
Organizational Focus on Core Processes and Technologies	p. 419
Moving to a Virtual Organization	p. 420
High Specialization of Knowledge	p. 421
Rapid Assembly/Disassembly of Project Teams	p. 422
Ability to Interconnect Quickly with Other Firms	p. 424
Strategic Application to Cisco Systems	p. 425
No Single Structure Is Perfect	p. 426
An Overview of Organizational Structure	p. 428
Summary	p. 429
Exercises and Discussion Questions	p. 430
Endnotes	p. 430
Organizing and Learning to Sustain Advantage	p. 437
Strategic Snapshot: The Transformation of General Electric	p. 438
Organization Design Practices	p. 442
Reward and Performance Measurement Systems	p. 443
Hierarchy-Based Systems	p. 443
Performance-Based Systems	p. 445
Performance Measurement at the Corporate Level	p. 447
Shared Values and Corporate Culture	p. 448
Balancing Stakeholders: Cultural Change at Southwest Airlines	p. 449
Characteristics of Shared Values That Define Culture	p. 450
Creating a Unifying Corporate Vision: Johnson & Johnson	p. 452
Methods of Transmitting Shared Values	p. 453
Corporate Culture and Strategy Implementation	p. 454
Building the Learning Organization	p. 458
Frequent Rotation of Managers	p. 459
Continual Training of Personnel	p. 460
Decentralization of Decision Making	p. 460
Encouragement of Multiple Experiments	p. 461
High Tolerance for Failure	p. 461
Openness and Diversity of Viewpoints	p. 462
Implementing Change in Static Organizations	p. 463
Resistance to Change in Static Organizations	p. 465
Lack of Awareness	p. 466
Lack of Interest	p. 466
Incompatibility with Cherished Values	p. 466
Fear of Cannibalization	p. 467
Fear of Personal Loss	p. 467
Change Steps	p. 468
Sense the Need for Strategic Change	p. 469
Build Awareness of Need to Change and Learn	p. 469
Foster Debate	p. 470
Create Consensus	p. 470
Assign Responsibility	p. 471
Allocate Resources	p. 471
Embracing Change as a Way of Life	p. 472
Summary	p. 473
Exercises and Discussion Questions	p. 473
Endnotes	p. 474
Corporate Governance	p. 481
Corporate Governance: Instilling Long-Term Value	p. 483
Strategic Snapshot: Morrison Knudsen	p. 484
Introduction	p. 486
The Board of Directors	p. 487
Why Directors Often Neglect Shareholder Interests	p. 487
Time Constraints	p. 488
CEO Factors	p. 488
Weak Shareholder Power	p. 489
Early Forces of Change	p. 489
Public Criticism	p. 490
Rising Director Liability	p. 490
Increased Institutional Ownership	p. 490
Prospect for Corporate Takeover	p. 491
Catastrophic Corporate Failures	p. 492
The Sarbanes-Oxley Act of 2002	p. 493
Leveraging Technology: Complying with Sarbanes-Oxley	p. 496
Recent Trends in Board Operation	p. 496
Smaller Board Size	p. 497
Greater Board Independence with Outside Directors	p. 497
Greater Education and Involvement of Board Members	p. 498
Strategic Vision: Board Reform at General Electric	p. 499
Greater Diversity Among Directors	p. 500
Agenda for the Future	p. 500
Multiple Board Responsibilities	p. 500
Interlocking Relationships	p. 501
CEO Presence on the Board	p. 501
CEO/Chairperson Combination	p. 501
Director Share Holdings	p. 502
Corporate Governance Issues in Other Nations	p. 502
Summary	p. 504
Endnotes	p. 504
Glossary	p. 507
Name Index	p. 515
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