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Management Strategy : Achieving Sustained Competitive Advantage,9780078137129
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Management Strategy : Achieving Sustained Competitive Advantage

by
Edition:
2nd
ISBN13:

9780078137129

ISBN10:
0078137128
Format:
Paperback
Pub. Date:
12/28/2009
Publisher(s):
McGraw-Hill/Irwin
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Summary

The Second Edition of Management Strategy is designed to provide employees of an organization with the tools needed to participate in the process of crafting and implementing an organization's strategy.

Table of Contents

Prefacep. ix
Managing Strategicallyp. 1
Strategy Basicsp. 2
Introductionp. 2
Sustained Competitive Advantagep. 4
Winning Movesp. 7
Analysisp. 7
Movesp. 7
Understanding Management Strategyp. 9
Chessp. 9
Warp. 13
Sportsp. 17
Keeping Score: Performance Measurementp. 19
The Balanced Scorecardp. 19
Measures of Overall Dominancep. 20
Industry Boundariesp. 21
Summaryp. 22
Endnotesp. 23
External Analysisp. 25
Introductionp. 25
Industry Analysisp. 26
Industrial Organization Economicsp. 27
The Five Forcesp. 27
Industry Differences: Examples of Five-Force Analysisp. 28
The Strategist's Role in Industry Analysisp. 32
Long-Term Industry Attractivenessp. 34
Macroenvironmental Analysisp. 35
Components of the External Environmentp. 35
Systems and Scenariosp. 45
Uncertaintyp. 46
An Enacted Environment: The Industry and Its Boundariesp. 47
Cooperation or Competition?p. 48
Stakeholder Analysisp. 49
Stakeholder Theoryp. 49
Agency Theoryp. 49
Summaryp. 50
Endnotesp. 51
Internal Analysisp. 53
Introductionp. 53
Management Theoryp. 55
The Human Relations Approachp. 56
Contingency Theoryp. 56
The Seven-S Frameworkp. 58
Value Chain Analysisp. 60
Value Chain Linkagesp. 61
Benefits of Value Chain Linkages: An Examplep. 62
The Resource-Based Viewp. 62
RBV versus IO Economicsp. 63
Resources, Capabilities, and Competenciesp. 64
From Resources to Capabilitiesp. 66
Examples of Company Capabilitiesp. 69
From Capabilities to Competenciesp. 71
The Process of Acquisitionp. 74
Summaryp. 74
Endnotesp. 75
Making Movesp. 77
Timing and Positioningp. 78
Introductionp. 78
Timingp. 79
The Value of Rapid Adjustmentp. 81
Obstacles to Quick Actionp. 82
Game Theoryp. 83
Learning from Game Theoryp. 87
Positioningp. 89
Are Low Cost and Differentiation Incompatible?p. 92
The New Alternative: Best Valuep. 93
Repositioningp. 95
Strategic Groups: Company Segmentationp. 97
Segmentation by Product or Servicep. 99
Summaryp. 100
Endnotesp. 101
Mergers, Acquisitions, and Divestituresp. 103
Introductionp. 103
Different Forms a Firm Can Takep. 104
Mergers, Acquisitions, and Divestitures: The Record Thus Farp. 105
A Poor Record of Past Performancep. 106
A Shifting Landscapep. 107
Motivations Behind M&Asp. 107
The Role of Deregulationp. 108
Examples of Good Deal Makingp. 111
M&As and the Global Economic Meltdownp. 112
Pharmaceuticalsp. 112
Why Do M&As Fail?p. 114
Why Do Mergers Succeed?p. 116
Mergers of Equalsp. 116
Effective Managementp. 117
Breaking Down the Corporate Hierarchyp. 120
Is Vertical Integration the Answer?p. 121
The Entertainment Industryp. 122
Summaryp. 124
Endnotesp. 125
Globalizationp. 127
Introductionp. 127
Reasons for Globalizationp. 128
Product Maturity: Soft Drinksp. 129
Industry Evolutionp. 130
Global Analysisp. 131
Where to Investp. 132
An Example: Soft Drinksp. 132
Does Globalization Pay?p. 134
Which Regions in the World?p. 135
The Comparative Development of Nationsp. 136
Labor, Capital, and Technologyp. 136
Open Economiesp. 138
Parallels Between Global and Domestic Movesp. 139
Business Strategyp. 141
Corporate Strategyp. 143
Globalization's Challengesp. 145
Economic Imbalancesp. 145
Insecurityp. 145
Youth Violencep. 147
Government Incapacityp. 148
Summaryp. 149
Endnotesp. 149
Innovation and Entrepreneurshipp. 151
Introductionp. 151
Challenges of Succeeding in New Business Venturesp. 152
Success Stagesp. 152
Commitmentp. 153
Overcoming Barriersp. 153
Technological Opportunitiesp. 159
Trendsp. 159
Expertsp. 160
Alternative Scenariosp. 160
Leading-Edge Industriesp. 160
Postindustrialismp. 161
Biotechnologyp. 162
The Environment as a Business Opportunityp. 164
Environmental Innovationp. 165
Low-Emissions vehiclesp. 167
Obstacles to Exploiting New Technologiesp. 168
Riskp. 169
Uncertaintyp. 169
Technology Push and Market Pullp. 173
Difficulties of Successful Innovationp. 173
Understanding the Innovation Processp. 174
Summaryp. 176
Endnotesp. 176
Repositioningp. 179
Continuous Reinventionp. 180
Introductionp. 180
Judo Strategyp. 182
Rapid Movement and Agility: An Examplep. 182
Defense and Exploitationp. 183
Sweet Spots and SCA: Company Analysisp. 183
Reinventionp. 185
The Dilemma of Changep. 186
A Strategic Approach to the Dilemmap. 187
Innovations in Strategyp. 189
An Example: Retail Food Industryp. 189
Competing via Strategic Innovationp. 190
Summaryp. 195
Endnotesp. 196
Implementationp. 197
Introductionp. 197
The Probability and Anatomy of Failurep. 198
Home Depot: Performance-Enhancing Moves versus an Engrained Culturep. 198
Circuit City: "Me Too" Moves versus Faster, More Savvy Foesp. 199
United Airlines: A Low-Cost Segmentation Move versus Lack of Internal Commitmentp. 199
Swissair: Empire-Building Moves versus Resource Limitations and EU Lawp. 200
The Root Causes of Failurep. 200
A Comprehensive Implementation Frameworkp. 201
Assess Change Readinessp. 202
Install Integrative Leadershipp. 203
Create a Consistent Messagep. 204
Appoint Cross-Functional Program Teamsp. 204
Solicit Change Program Proposalsp. 205
Select and Prioritize Proposed Change Programsp. 205
Assign Process Owners and Align Resourcesp. 206
Secure Funding, Formalize Operational Objectives, and Design Incentivesp. 208
Advance and Continually Monitor Initiativesp. 209
Fortify Gains and Refine the Implementation Processp. 211
Summaryp. 211
Endnotesp. 212
Glossaryp. 214
Indexp. 221
Table of Contents provided by Ingram. All Rights Reserved.


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