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Introduction and Overview | |
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Business Strategy: The Concept and Trends in Its Management | |
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What is a Business Strategy? | |
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Strategic Options | |
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Strategic Market Management: A Historical Perspective | |
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Strategic Market Management: Characteristics and Trends | |
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Why Strategic Market Management? | |
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Strategic Market Management: An Overview | |
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External Analysis | |
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Internal Analysis | |
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Creating a Vision for the Business | |
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Strategy Identification and Selection | |
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Selecting among Strategic Alternatives | |
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The Process | |
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Strategic Analysis | |
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External and Customer Analysis | |
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External Analysis | |
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The Scope of Customer Analysis | |
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Segmentation | |
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Customer Motivations | |
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Unmet Needs | |
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Competitor Analysis | |
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Identifying Competitors--Customer-Based Approaches | |
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Identifying Competitors--Strategic Groups | |
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Potential Competitors | |
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Competitor Analysis--Understanding Competitors | |
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Competitor Strengths and Weaknesses | |
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Obtaining Information on Competitors | |
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Market/Submarket Analysis | |
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Dimensions of a Market Analysis | |
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Actual and Potential Market Size | |
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Market and Submarket Growth | |
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Market and Submarket Profitability Analysis | |
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Cost Structure | |
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Distribution Systems | |
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Market Trends | |
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Key Success Factors | |
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Risks in High-Growth Markets | |
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Environmental Analysis and Strategic Uncertainty | |
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Dimensions of Environmental Analysis | |
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Dealing with Strategic Uncertainty | |
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Impact Analysis--Assessing the Impact of Strategic Uncertainties | |
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Scenario Analysis | |
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Internal Analysis | |
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Financial Performance--Sales and Profitability | |
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Performance Measurement--Beyond Profitability | |
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Determinants of Strategic Options | |
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From Analysis to Strategy | |
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Business Portfolio Analysis | |
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Case Challenges for Part II | |
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The Energy Bar Industry | |
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Competing against Wal-Mart | |
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Alternative Business Strategies | |
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Creating Advantage--Synergy and Vision versus Opportunism | |
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The Sustainable Competitive Advantage | |
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The Role of Synergy | |
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Strategic Vision versus Strategic Opportunism | |
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A Dynamic Vision | |
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Strategic Options | |
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Business Strategy Challenges | |
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Strategic Options | |
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The Quality Option | |
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Strategic Options: Value, Focus, and Innovation | |
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The Value Option | |
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Focus | |
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Innovation | |
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Global Strategies | |
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Motivations Underlying Global Strategies | |
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Standardization versus Customization | |
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Global Brand Management | |
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Strategic Alliances | |
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Strategic Positioning | |
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The Role of the Strategic Position | |
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Strategic Position Options | |
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Developing and Selecting a Strategic Position | |
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Case Challenges for Part III | |
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Hobart Corporation | |
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Xerox: the Early Days | |
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Growth Strategies | |
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Growth Strategies: Penetration, Product-Market Expansion, Vertical Integration, and the Big Idea | |
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Growth in Existing Product Markets | |
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Product Development for the Existing Market | |
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Market Development Using Existing Products | |
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Vertical Integration Strategies | |
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The Big Idea | |
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Diversification | |
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Related Diversification | |
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The Mirage of Synergy | |
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Unrelated Diversification | |
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Entry Strategies | |
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Strategies in Declining and Hostile Markets | |
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Creating Growth in Declining Industries | |
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Be the Profitable Survivor | |
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Milk or Harvest | |
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Divestment or Liquidation | |
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Selecting the Right Strategy for the Declining Environment | |
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Hostile Markets | |
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Case Challenges for Part IV | |
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Dove | |
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Intel | |
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Implementation | |
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Organizational Issues | |
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A Conceptual Framework | |
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Structure | |
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Systems | |
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People | |
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Culture | |
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Obtaining Strategic Congruence | |
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Organizing for Innovation | |
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A Recap of Strategic Market Management | |
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Case Challenges for Part V | |
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Samsung Electronics | |
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Planning Forms | |
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Index | |