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| The Strategic Management Process | |
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| Strategy in Focus: IBM | |
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| What is Strategic Management? | |
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| External and Internal Environmental Analysis | |
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| Strategic Leadership and Strategic Direction | |
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| Business and Corporate Strategy Formulation | |
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| Strategy Implementation and Control | |
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| Strategy Restructuring | |
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| Alternative Perspectives on Strategy Development | |
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| Determinism versus Enactment | |
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| Deliberate versus Emergent Strategy Formulation | |
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| The Resource-Based View of the Firm | |
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| Stakeholder Analysis and Management | |
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| Global Strategic Management | |
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| A Combined Approach | |
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| Strategic Thinking and Entrepreneurship | |
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| Key Points Summary | |
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| References | |
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| The External Environment | |
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| Strategy in Focus: China | |
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| The Broad Environment | |
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| Sociocultural Forces | |
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| Economic Forces | |
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| Technological Forces | |
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| Political/Legal Forces | |
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| The Task Environment | |
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| Competitive Forces | |
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| Customers | |
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| Suppliers | |
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| Existing Competitors | |
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| Potential Competitors/Entry Barriers | |
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| Indirect Competitors/Substitutes | |
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| Other Factors | |
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| Using the Five Forces Analysis | |
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| Partnerships and Social Networks | |
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| Global Business Environments | |
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| Evaluating a Foreign Investment Environment | |
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| Competitive Advantages of Nations | |
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| Key Points Summary | |
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| References | |
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| Organizational Resources and Competitive Advantage | |
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| Strategy in Focus: Amazon.com | |
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| The Strategic Value of Internal Resources and Capabilities | |
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| Sustainable Competitive Advantage | |
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| Resource Interconnectedness | |
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| Human Resources | |
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| Physical Resources | |
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| Financial Resources | |
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| Knowledge and Learning Resources | |
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| General Organizational Resources | |
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| Resource Analysis and the Development of Strategy | |
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| Value Chain Analysis | |
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| Key Points Summary | |
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| References | |
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| Strategic Leadership and Strategic Direction | |
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| Strategy in Focus: Colgate-Palmolive | |
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| Strategic Leadership | |
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| Primary leadership Responsibilities | |
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| Effective Strategic Leaders | |
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| Top Management Teams | |
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| Corporate Governance and Agency | |
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| Strategic Direction | |
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| Influences on Strategic Direction | |
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| Organizational Mission and Vision Statements | |
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| Business Definition | |
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| Organizational Values and Purpose | |
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| Key Points Summary | |
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| References | |
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| Business-Level Strategies | |
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| Strategy in Focus: Wal-Mart | |
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| Generic Business-Level Strategies | |
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| Differentiation | |
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| Low-Cost Leadership | |
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| High Capacity Utilization | |
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| Economies of Scale | |
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| Technological Advances | |
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| Experience Effects | |
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| Best Cost | |
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| Focus | |
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| Competitive Tactics | |
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| Growth Strategies | |
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| Offensive Tactics | |
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| Aggressive Competition | |
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| First-Mover Advantages | |
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| Defensive Tactics | |
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| Threat of Retaliation | |
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| Barriers to Imitation | |
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| Collaborative Tactics | |
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| Political Tactics | |
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| Avoidance (Blue Ocean) Tactics | |
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| Strategic Flexibility | |
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| Interdependence of Generic and Competitive Strategies | |
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| Strategies in an International Context | |
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| International Growth Tactics | |
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| Busines-Level Strategies in Multiple International Markets | |
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| Changes in Strategy Over Time | |
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| Key Points Summary | |
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| References | |
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| Corporate Strategies | |
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| Strategy in Focus: Tata Group | |
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| Development of Corporate Strategy | |
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| Single Business/Concentration | |
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| Vertical Integration | |
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| Diversification Strategies | |
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| Unrelated Diversification | |
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| Related Diversification | |
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| Diversification Methods | |
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| Internal Ventures | |
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| Mergers and Acquisitions | |
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| Strategic Alliances and Joint Ventures | |
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| Portfolio Management | |
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| Boston Consulting Group Matrix | |
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| The General Electric Business Screen | |
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| Key Points Summary | |
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| References | |
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| Strategy Implementation | |
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| Strategy in Focus: Hewlett-Packard | |
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| Functional Strategies | |
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| Marketing Strategy | |
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| Operations Strategy | |
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| Research and Development Strategy | |
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| Human Resources Strategy | |
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| Financial Strategy | |
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| Information Systems Strategy | |
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| Organizational Structure | |
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| Standard Structural Forms | |
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| More Complex Structures | |
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| Foreign Subsidiaries | |
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| Organizational Culture and Energy | |
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| Fostering Innovation and Entrepreneurship | |
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| Key Points Summary | |
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| References | |
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| Strategic Control and Restructuring | |
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| Strategy in Focus: U.S. Bank Regulation | |
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| Strategic Control Systems | |
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| Feedback Controls | |
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| Establishment of Broad Goals | |
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| Identification of Key Result Areas | |
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| Establishment of Specific Targets and Time Frames | |
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| Assignment of Responsibility | |
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| Development of an Action Plan | |
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| Accountability and Review | |
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| Concurrent Controls | |
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| Feedforward Controls | |
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| Comprehensive Strategic Control Systems | |
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| Strategic Restructuring | |
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| Refocusing Corporate Assets | |
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| Retrenchment | |
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| Reorganization | |
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| Leveraged Buyouts | |
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| Structural Reorganization | |
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| Dealing with Economic Cycles | |
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| Key Points Summary | |
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| References | |
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| Appendix Preparing a Strategic Analysis | |
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| Structuring an Environmental Analysis | |
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| Industry Analysis | |
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| External Stakeholders and the Broad Environment | |
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| Factors that Influence Demand and Cost Structures | |
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| Strategic Issues Facing the Industry | |
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| Structuring an Organizational Analysis | |
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| Evaluation of the Internal Environment | |
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| Identification of Resources and Capabilities | |
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| Evaluation of Strategies | |
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| Identification of Sources of Competitive Advantage | |
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| Developing a Strategic Plan | |
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| Strategic Direction and Major Strategies | |
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| Evaluation of Opportunities and Recommendations | |
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| Implementation and Control | |
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| A Note to Students | |
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| Index | |