Strategic Management : An Integrated Approach

by Unknown
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  • Edition: 6th
  • Format: Paperback
  • Copyright: 2003-03-03
  • Publisher: South-Western College Pub
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Table of Contents

Note: Each chapter includes an Overview, a Summary, Discussion Questions, and Practicing Strategic Management
ntroduction to Strategic Management
he Strategic Management Process Opening Case: Dell Computer Superior Performance and Competitive Advantage Strategic Managers Strategic Planning Strategy in Action
Strategic Planning at Microsoft Strategy as an Emergent Process Strategy in Action
A Strategic Shift at Microsoft Strategy in Action
The Genesis of Autonomous Action at 3M Strategic Planning in Practice Strategy in Action
Scenario Planning at Duke Energy Strategic Leadership and Decision Making Closing Case: The Evolution of Strategy at Yahoo
External Analysis: The Identification of Industry Opportunities and Threats Opening Case: Boom and Bust in Telecommunications Defining an Industry Porter's Five Forces Model Strategy in Action
Entry Barriers into the Japanese Brewing Industry Strategy in Action
Price Wars in the Breakfast Cereal Industry Strategic Groups within Industries Running Case: Dell--Changing Rivalry in the Personal Computer Industry Industry Life Cycle Analysis Limitations of Models for Industry Analysis The Macro-environment
The Global and National Environments Strategy in Action
Finland's Nokia Closing Case: How the Internet Revolutionized the Stockbrokerage Industry
The Nature of Competitive Advantage
Internal Analysis: Distinctive Competencies, Competitive Advantage, and Profitability Opening Case: BJ's Wholesale-Competitive Advantage Distinctive Competencies and Competitive Advantage
The Value Chain Strategy in Action
Value Creation at Pfizer The Generic Building Blocks of Competitive Advantage Strategy in Action
Southwest Airlines' Low Cost Structure Strategy in Action
Continental Airlines Goes from Worst to First Analyzing Competitve Advantage and Profitability
The Durability of Competitive Advantage Running Case: Drivers of Profitability for Dell Computer and Compaq Avoiding Failure and Sustaining Competitive Advantage Strategy in Action
The Road to Ruin at DEC Strategy in Action
Bill Gates's Lucky Break Closing Case: Cisco Systems
Building Competitive Advantage Through Functional-Level Strategy Opening Case: CSX: Getting the Trains to Run on Time Achieving Superior Efficiency Strategy in Action
Too Much Experience at Texas Instruments Efficiency, Flexible Manufacturing, and Mass Customization Strategy in Action
Toyota's Lean Production System Strategy in Action
Supply Chain Management at Office Superstores Running Case: Dell's Utilization of the Internet Achieving Superior Quality Strategy in Action
General Electric's Six Sigma Quality Improvement Process Strategy in Action
Improving Quality in Health Care Achieving Superior Innovation Achieving Superior Responsiveness to Customers Closing Case: Reinventing Levi's
Building Competitive Advantage Through Business-Level Strategy Opening Case: Toyota's Goal?
A High-Value Vehicle to Match Every Customer Need What Is Business-Level Strategy?
Choosing a Generic Business-Level Strategy Strategy in Action
Levi Strauss's Big Challenge Strategy in Action
Why So Many American Express Cards? Strategy in Action
Finding a Niche in the Outsourcing Market Strategy in Action
Holiday Inns on Six Continents Competitive Positioning and Business-Level Strategy Strategy in Action
Coca-Cola and PepsiCo Go Head to Head Closing Case: How E*Trade Uses the Internet to Gain a Low-Cost Advantage
Competitive Strategy and the Industry Environment Opening Case: Information Technology, the Internet, and Changing Strategies in the Fashion World Strategies in Fragmented Industries Strategy in Action
Clear Channel Creates a National Chain of Local Radio Stations Strategies in Embryonic and Growth Industries
The Changing Nature of Market Demand Strategic Implications: Crossing the Chasm Strategic Implications of Market Growth Rates Strategy in Action
How Prodigy Fell into the Chasm Strategy in Mature Industries Strategies to Deter Entry: Product Proliferation, Pricing Games, and Maintaining Excess Capacity Strategy in Action
Toys "R" Us's New Competitors Strategy in Action
Fast Food Is a Ruthless Business Running Case: Compaq and Dell Go Head-to-Head in Customer Service Strategies in Declining Industries Strategy in Action
How to Make Money in the Vacuum Tube Business Closing Case: How eBay Revolutionized the Auction Business
Strategy in High-Technology Industries Opening Case: Extending the Wintel Monopoly to Wireless Technical Standards and Format Wars Strategy in Action
Where Is the Standard for DVD Recorders? Strategy in Action
How Dolby Became the Standard in Sound Technology Strategies for Winning a Format War Costs in High-Technology Industries Strategy in Action
Lowering Costs Through Digitalization Managing Intellectual Property Rights Capturing First-Mover Advantages Technological Paradigm Shifts Strategy in Action
Disruptive Technology in Mechanical Excavators Closing Case: The Evolution of IBM
Strategy in the Global Environment Opening Case: MTV Has to Sing a New Song as It Expands Globally Increasing Profitability Through Global Expansion Strategy in Action
McDonald's Is Here, There, and Everywhere Strategy in Action
Hewlett-Packard in Singapore Pressures for Cost Reductions and Local Responsiveness Choosing a Global Strategy Strategy in Action
IKEA's Swedish Ways Basic Entry Decisions Strategy in Action
Merrill Lynch in Japan The Choice of Entry Mode Running Case: Dell's Global Business Global Strategic Alliances Making Strategic Alliances Work Closing Case: Global Strategy at General Motors
Corporate Strategy: Horizontal Integration, Vertical Integration, and Strategic Outsourcing Opening Case: The Rise of WorldCom Horizontal Integration Running Case: Beating Dell: Why Hewlett-Packard Wanted to Acquire Compaq Strategy in Action
Horizontal Integration in Health Care Strategy in Action
Specialized Assets and Vertical Integration in the Aluminum Industry Alternatives to Vertical Integration: Cooperative Relationships Strategy in Action
DaimlerChrysler's U.S. Keiretsu Strategy in Action
Cisco's $2 Billion Blunder Closing Case: AOL Time Warner: Horizontal and Vertical Integration
Corporate Strategy: Diversification, Acquisitions, and Internal New Ventures Opening Case: Tyco International Expanding Beyond a Single Industry Increasing Profitability Through Diversification Strategy in Action
Diversification at 3M--Leveraging Technology Types of Diversification Strategy in Action
Related Diversification at Intel The Limits of Diversification Entry Strategy: Internal New Ventures Entry Strategy: Acquisitions Strategy in Action
Postacquisition Problems at Mellon Bank Strategy in Action
JDS Uniphase's $40 Billion Error Entry Strategy: Joint Ventures Restructuring Closing Case: The Changing Boundaries of AT&T, 19952002
Implementing Strategy
Corporate Performance, Governance, and Business Ethics Opening Case: The Fall of Enron
The Causes of Poor Performance Strategic Change: Improving Performance Stakeholders and Corporate Performance Strat
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