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Strategic Management: Conceptsby Rothaermel, Frank
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Table of Contents
Chapter 1 What Is Strategy and Why Is It Important?
Chapter 2 The Strategic Management Process
Chapter 3 External Analysis: Industry Structure, Competitive Forces, and Strategic Groups
Chapter 4 Internal Analysis: Resources, Capabilities, and Activities
Chapter 5 Competitive Advantage and Firm Performance
Part Two: Strategy Formulation
Chapter 6 Business Strategy: Differentiation, Cost Leadership, and Integration
Chapter 7 Business Strategy: Innovation and Strategic Entrepreneurship
Chapter 8 Corporate Strategy: Vertical Integration and Diversification
Chapter 9 Corporate Strategy: Acquisitions, Alliances, and Networks
Chapter 10 Global Strategy: Competing Around the World
Part Three: Strategy Implementation
Chapter 11 Organizational Design: Structure, Culture, and Control
Chapter 12 Corporate Governance, Business Ethics, and Strategic Leadership
Part Four: MINICASES
MINICASE 1 Michael Phelps: Strategizing for Gold
MINICASE 2 Strategy and Serendipity: A Billion-Dollar Bonanza
MINICASE 3 The Home Depot’s Eco Options Boost Profit Margins
MINICASE 4 Starbucks: Re-creating Its Uniqueness
MINICASE 5 GE under Jack Welch vs. Jeffrey Immelt
MINICASE 6 JetBlue: Losing the Magic Touch?
MINICASE 7 Which Automotive Technology Will Win?
MINICASE 8 Core Competencies: From Circuit City to CarMax
MINICASE 9 P&G’s New Corporate Strategy: “Connect+Develop”
MINICASE 10 The Wonder from Sweden: Is IKEA’s Success Sustainable?
MINICASE 11 Sony’s Silos Prevent Collaboration Across Divisions
MINICASE 12 PepsiCo’s Indra Nooyi: “Performance with a Purpose”