Essentials of Strategic Management Concise

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  • Edition: 1st
  • Format: Package
  • Copyright: 2008-01-01
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Supplemental Materials

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  • The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any access cards, study guides, lab manuals, CDs, etc.


Essentials of Strategic Management is a brief version of the authors' market-leading text, Strategic Management: An Integrated Approach, 7/e. The Essentials text follows the same framework as the larger book, helping students to identify and focus on core concepts in the field in a more concise, streamlined format. Based on real-world practices and current thinking, the text's presentation of strategic management features an increased emphasis on the "business model" concept as a way of framing the issues of competitive advantage. Cutting-edge research, new strategic management theory, and a hands-on approach allow students to explore major topics in management, including corporate performance, governance, strategic leadership, technology, and business ethics. In addition, a high quality/variety case program examines small, medium, and large companies, both domestic and international.

Table of Contents

Note: Each chapter begins with an Overview and concludes with a Summary of Chapter, Discussion Questions, Practicing Strategic Management, and Test Prepper
Introduction to Strategic Management
The Strategy-Making Process
Competitive Advantage and Superior Performance
Running Case: Dell''s Superior Performance Strategic Managers
The Strategy-Making Process
Strategy as an Emergent Process
Strategy in Action: A Strategic Shift at Microsoft Strategic
Planning in Practice Strategic
Decision Making Strategic Leadership
Closing Case: Shattered Dreams: Level 3 Communications
Stakeholders, the Mission, Governance, and Business Ethics Stakeholders
The Mission Statement Corporate
Governance and Strategy
Strategy in Action: The Agency Problem at Tyco
Ethics and Strategy
Running Case: Dell''s Code of Ethics
Closing Case: The Collapse of Enron
The Nature of Competitive Advantage
External Analysis: The Identification of Opportunities and Threats
Analyzing Industry Structure
Strategy in Action: Circumventing Barriers to Entry into the Soft Drink Industry
Strategic Groups Within Industries
Running Case: Dell: Changing Rivalry in the PC Industry
Industry Life Cycle Analysis
The Macroenvironment
Closing Case: Plane Wreck: The Airline Industry in 2001-2005
Building Competitive
Advantage Competitive
Advantage: Value Creation, Low Cost, and Differentiation
Strategy in Action: Competitive Advantage in the U.S. Retail Industry
The Generic Building Blocks of Competitive Advantage
The Value Chain Functional Strategies and the Generic Building
Blocks of Competitive Advantage
Running Case: Dell''s Utilization of the Internet Distinctive
Competencies and Competitive Advantage
Closing Case: Google
Building and Sustaining Long-Run Competitive Advantage
Business-Level Strategy and Competitive Positioning
The Nature of Competitive Positioning
Choosing a Business-Level Strategy
Running Case: Dell''s Business-Level Strategies
Competitive Positioning in Different Industry Environments
Strategy in Action: How to Make Money in the Vacuum Tube Business
Closing Case: Liz Claiborne, Inc.
Strategy in the Global Environment
The Global Environment
Increasing Profitability Through Global Expansion
Cost Pressures and Pressures for Local Responsiveness
Strategy in Action: MTV Goes Global, with a Local Accent
Choosing a Global Strategy
Running Case: Dell''s Global Strategy Choice of Entry Mode
Closing Case: Planet Starbucks
Corporate-Level Strategy and Long-Run Profitability
Concentration on a Single Industry
Running Case: Beating Dell: Why HP Wanted to Acquire Compaq
Vertical Integration Entering New Industries Through Diversification
Strategy in Action: Diversification at 3M: Leveraging Technology
Restructuring and Downsizing
Closing Case: Thermo Electron
Strategy Implementation
Strategic Change: Implementing Strategies to Build and Develop a Company
Strategic Change Analyzing a Company as a Portfolio of Core Competencies
Implementing Strategy Through Internal New Ventures
Implementing Strategy Through Acquisitions
Strategy in Action: AOL and Time Warner
Implementing Strategy Through Strategic Alliances
Running Case: Dell and Lexmark''s Strategic Alliance
Closing Case: eBay Acquires Skype
Implementing Strategy Through Organizational Design
The Role of Organizational Structure
Vertical Differentiation
Horizontal Differentiation
Strategy in Action: How to Flatten and Decentralize Structure
Integration and Organizational Control
The Nature of Organizational Control
Closing Case: Chrysler''s Cross-Functional Product Teams
Cases in Strategic Management
The Music Industry in the Age of the Internet: From Napster to Apple''s iPod
Toyota: Origins, Evolution, and Current Prospects
Satellite Radio: XM Versus Sirius
Table of Contents provided by Publisher. All Rights Reserved.

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