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| Preface | |
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| What Is Business About? | |
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| What Is Business? | |
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| The New Competition | |
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| The Intelligent Enterprise | |
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| Understanding Business Ecosystems | |
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| The Internet | |
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| Implications | |
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| For Further Reading | |
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| The Future | |
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| The Millennium Problem | |
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| Elements of Developing Scenarios | |
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| Macrotrends | |
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| For Further Reading | |
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| Managing People | |
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| A Brief Tour Through Business History | |
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| The Role of Individuals and Relationships | |
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| Groups and Teams | |
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| The Organizational Level | |
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| Human Resources Management (HRM) Systems | |
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| Some Practical Principles | |
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| For Further Reading | |
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| Business Ethics | |
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| What Constitutes an Ethical Issue? | |
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| The Tools of Moral Reasoning | |
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| A Method for Understanding Capitalism in Ethical Terms | |
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| Ethical Challenges to Business | |
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| For Further Reading | |
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| Economics | |
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| Microeconomics | |
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| Macroeconomics | |
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| Balance of Payments | |
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| Productivity and the New Economy | |
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| For Further Reading | |
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| The Functions of Business | |
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| Marketing Management: Leveraging Customer Value | |
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| The Marketing Concept | |
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| Marketing Strategy's Role in Corporate Strategy | |
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| The Importance of Customer Selection | |
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| Marketing Activity Pervading the Organization | |
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| Managing Customer Relationships and the Internet | |
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| Customer Value Creation and the Role of Employees | |
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| Value Creation through Alliances and Partnerships | |
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| Summary | |
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| For Further Reading | |
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| Operations Management: Implementing and Enabling Strategy | |
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| What Is an Operations Manager? | |
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| Measures of Process Performance: What is Improvement? | |
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| Achieving Process Improvement: Principles of Operations Management | |
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| Operations Strategy Is the Selection and Building of Capabilities | |
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| For Further Reading | |
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| Entrepreneurship: Creating Something New and Enduring with Very Limited Resources | |
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| What Is an Entrepreneurial Opportunity and Where Does It Come From? | |
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| Individuals and Macroforces and Trends: The Nexus of Opportunity and the Individual | |
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| Problems in Pursuing an Opportunity with Limited Resources | |
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| For Further Reading | |
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| Accounting | |
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| Double-Entry Bookkeeping Captures the Systemic Nature of the Firm | |
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| The Truth About Accounting: It Precisely Gives an "Approximate" View | |
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| How to Read an Annual Report | |
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| Assessing the Financial Health of a Firm | |
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| Assessing Performance against a Plan: Managerial Accounting | |
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| Conclusion | |
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| For Further Reading | |
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| Finance | |
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| Think like an Investor | |
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| Invest When the Intrinsic Value of an Asset Equals or Exceeds the Outlay | |
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| Sell Securities (Raise Funds) When the Cash Received Equals or Exceeds the Value of Securities Sold | |
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| Ignore Options at Your Peril: They Are Pervasive, Tricky to Value, and Can Strongly Influence a Decision | |
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| If You Become Confused, Return to Principle 1 | |
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| For Further Reading | |
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| Strategy: Defining and Developing Competitive Advantage | |
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| What Is Strategy? | |
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| The Strategy Development Process | |
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| Industry Analysis: Industry Profitability Today and Tomorrow | |
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| Positioning: Sources of Competitive Advantage | |
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| Competitor Analysis: Past and Predicted | |
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| Current Strategy Assessment: Relative Position and Sustainability | |
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| Option Generation: A Creative Look at New Customers and Positions | |
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| Development of Capabilities: Positioning for Future Opportunities | |
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| Choose or Improve Strategy: Uniqueness, Trade-Offs, Fit | |
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| Strategy: Commitment or Flexibility? | |
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| For Further Reading | |
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| New Horizons | |
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| Leading from the Middle: A New Leadership Paradigm | |
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| Introduction | |
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| Fundamental Shifts | |
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| Partial Solutions | |
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| Reinventing the Practice of Management | |
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| Leading from the Middle: Some Conclusions | |
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| For Further Reading | |
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| Strategic Alliances | |
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| What is a Strategy Alliance? | |
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| The Rationale for Alliances | |
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| Core Dimensions of Alliances | |
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| A Life Cycle Approach to Strategic Alliances | |
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| The Alliance Manager | |
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| Interimistic Alliances | |
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| Alliance Performance and Balanced Scorecards | |
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| Summary | |
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| For Further Reading | |
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| International Business | |
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| Motives for International Investment | |
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| Sources of Divergence | |
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| Political and Operating Risk | |
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| Foreign Exchange Rates | |
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| Organizing the Multinational Firm | |
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| For Further Reading | |
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| Some Final Thoughts | |
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| Chapter Notes | |
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| Index | |
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| About the Authors | |