Strategy and the Business Landscape : Core Concepts

by Ghemawat, Pankaj E

Edition:

3rd

ISBN13:

9780131430358

ISBN10:

0131430351

Format:

Paperback

Pub. Date:

1/1/2010

Publisher(s):

Prentice Hall

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Summary

Audience: MBA and Executive MBA strategy courses Approach: Pankaj Ghemawat, in collaboration with Bruno Cassiman, David Collis and Jan Rivkin, has prepared the second edition of an introductory strategy textbook that adopts a value-focused, firm-centered perspective on strategy. The book is meant to be rigorous in its research base, pragmatic in its focus, and concise. The second edition includes new, full-length chapters on competitive dynamics (with Bruno Cassiman) and on corporate strategy (with Jan Rivkin). Competitors: de Kluyver (PH)

Preface

The Origins of Strategy

(16)

Background

(2)

Academic Underpinnings

(3)

The Rise of Strategy Consultants

(4)

BCG and the Experience Curve

(1)

From the Experience Curve to Portfolio Planning

(2)

Strategic Business Units and Portfolio Planning

(1)

Problems and Promise

(3)

Summary

(1)

Glossary

(1)

Notes

(3)

Mapping the Business Landscape

(27)

Supply-Demand Analysis

(2)

The ``Five Forces'' Framework

(7)

Force 1: The Degree of Rivalry

(1)

Force 2: The Threat of Entry

(1)

Force 3: The Threat of Substitutes

(1)

Force 4: Buyer Power

(1)

Force 5: Supplier Power

(1)

The Value Net and Other Generalizations

(3)

The Process of Mapping Business Landscapes

(9)

Step 1: Gathering Information

(1)

Step 2: Drawing the Boundaries

(1)

Step 3: Identifying Groups of Players

(1)

Step 4: Understanding Group-Level Bargaining Power

(1)

Step 5: Thinking Dynamically

(3)

Step 6: Adapting to/Shaping the Business Landscape

(2)

Summary

(1)

Glossary

(1)

Notes

(3)

Creating Competitive Advantage

(25)

The Development of Concepts for Competitive Positioning

(9)

Cost Analysis

(1)

Differentiation Analysis

(2)

Costs versus Differentiation

(3)

Added Value

(2)

A Process for Analysis

(8)

Step 1: Using Activities to Analyze Relative Costs

(3)

Step 2: Using Activities to Analyze Relative Willingness to Pay

(3)

Step 3: Exploring Different Strategic Options and Making Choices

(1)

The Whole versus the Parts

(1)

Summary

(1)

Glossary

(1)

Notes

(4)

Anticipanting Competitive Dynamics

(26)

Simple Games

(4)

Dynamic Games

(5)

Competitor Profiling

(7)

An Application: Accenture's India Strategy

(2)

Integration

(2)

Opening Up the Analytical Process

(6)

Principle 1. Think Broadly about the Set of Strategic Options

(3)

Principle 2. Augment the Toolkit for Dynamic Analysis

(2)

Principle 3. Match the Analytics to the Industry and Company Context

(1)

Summary

(1)

Glossary

(1)

Notes

(2)

Sustaining Superior Performance

(29)

Sustainability and Resources

(3)

The Threat of Imitation

100

(5)

Private Information

101

(1)

Switching Costs / Relationships

101

(1)

Size Economies

102

(1)

Threats of Retaliation

102

(1)

Imitation Lags

102

(1)

Upgrading

103

(2)

The Threat of Substitution

105

(3)

Migrating/Harvesting

106

(1)

Defending

107

(1)

Straddling

107

(1)

Switching

107

(1)

Recombining

107

(1)

Leapfrogging

108

(1)

The Threat of Holdup

108

(4)

Contracting

109

(1)

Integrating

109

(1)

Increasing (and Using) Bargaining Power

110

(1)

Building Mutual Dependence

110

(1)

Developing Trust

111

(1)

The Threat of Slack

112

(4)

Generating Information

114

(1)

Monitoring Behavior

114

(1)

Offering Performance Incentives

115

(1)

Shaping Norms

115

(1)

Bonding Resources

115

(1)

Changing Governance

115

(1)

Mobilizing for Change

115

(1)

An Integrative Example: Wal-Mart

116

(3)

Summary

119

(1)

Glossary

120

(1)

Notes

120

(4)

Choosing Corporate Scope

124

(27)

The Practice of Corporate Strategy Over Time

125

(2)

Two Tests

127

(3)

The Better-Off Test

130

(7)

Industry Attractiveness

130

(1)

Competitive Advantage

131

(5)

Risk Considerations

136

(1)

The Best-Alternative Test

137

(5)

Transactions Costs and Ownership

137

(3)

Models of Corporate Management

140

(2)

An Application: Merrill Lynch's Analysis of the AOL Time Warner Merger

142

(4)

Summary

146

(1)

Glossary

147

(1)

Notes

147

(4)

Name Index

151

(2)

Company Index

153

(2)

Subject Index

155

Strategy and the Business Landscape : Core Concepts

9780131430358

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