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Strategy and the Business Landscape : Core Concepts,9780131430358
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Strategy and the Business Landscape : Core Concepts

by
Edition:
3rd
ISBN13:

9780131430358

ISBN10:
0131430351
Format:
Paperback
Pub. Date:
1/1/2010
Publisher(s):
Prentice Hall
List Price: $71.33
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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)

Table of Contents

Preface ix
The Origins of Strategy
1(16)
Background
2(2)
Academic Underpinnings
4(3)
The Rise of Strategy Consultants
7(4)
BCG and the Experience Curve
8(1)
From the Experience Curve to Portfolio Planning
8(2)
Strategic Business Units and Portfolio Planning
10(1)
Problems and Promise
11(3)
Summary
14(1)
Glossary
14(1)
Notes
14(3)
Mapping the Business Landscape
17(27)
Supply-Demand Analysis
19(2)
The ``Five Forces'' Framework
21(7)
Force 1: The Degree of Rivalry
24(1)
Force 2: The Threat of Entry
25(1)
Force 3: The Threat of Substitutes
26(1)
Force 4: Buyer Power
27(1)
Force 5: Supplier Power
28(1)
The Value Net and Other Generalizations
28(3)
The Process of Mapping Business Landscapes
31(9)
Step 1: Gathering Information
32(1)
Step 2: Drawing the Boundaries
33(1)
Step 3: Identifying Groups of Players
34(1)
Step 4: Understanding Group-Level Bargaining Power
35(1)
Step 5: Thinking Dynamically
35(3)
Step 6: Adapting to/Shaping the Business Landscape
38(2)
Summary
40(1)
Glossary
41(1)
Notes
41(3)
Creating Competitive Advantage
44(25)
The Development of Concepts for Competitive Positioning
46(9)
Cost Analysis
47(1)
Differentiation Analysis
48(2)
Costs versus Differentiation
50(3)
Added Value
53(2)
A Process for Analysis
55(8)
Step 1: Using Activities to Analyze Relative Costs
56(3)
Step 2: Using Activities to Analyze Relative Willingness to Pay
59(3)
Step 3: Exploring Different Strategic Options and Making Choices
62(1)
The Whole versus the Parts
63(1)
Summary
64(1)
Glossary
65(1)
Notes
65(4)
Anticipanting Competitive Dynamics
69(26)
Simple Games
70(4)
Dynamic Games
74(5)
Competitor Profiling
79(7)
An Application: Accenture's India Strategy
82(2)
Integration
84(2)
Opening Up the Analytical Process
86(6)
Principle 1. Think Broadly about the Set of Strategic Options
86(3)
Principle 2. Augment the Toolkit for Dynamic Analysis
89(2)
Principle 3. Match the Analytics to the Industry and Company Context
91(1)
Summary
92(1)
Glossary
92(1)
Notes
93(2)
Sustaining Superior Performance
95(29)
Sustainability and Resources
97(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


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