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Strategic Management

Book Description

Organizational success crucially depends on having a superior strategy and effectively implementing it. Companies that outperform their rivals typically have a better grasp of what customers value, who their competitors are, and how they can create an enduring competitive advantage. Successful strategies re ect a solid grasp of relevant forces in the external and competitive environment, a clear strategic intent, and a deep understanding of a company’s core competencies and assets. Generic strategies rarely propel a rm to a leadership position. Knowing where to go and nding carefully considered, creative ways of getting there are the hallmarks of successful strategy.

Table of Contents

  1. Cover
  2. Half Title Page
  3. Title Page
  4. Copyright
  5. Contents
  6. Acknowledgments
  7. Preface
  8. Chapter 1 What Is Strategy?
    1. Introduction
    2. Strategy Formulation: Concepts and Dimensions
    3. The Strategy Formulation Process
  9. Chapter 2 Strategy and Performance
    1. Introduction
    2. Strategy and Performance: A Conceptual Framework
    3. Evaluating Strategic Options
  10. Chapter 3 Analyzing the External Strategic Environment
    1. Introduction
    2. Globalization
    3. The Technology Revolution
    4. Corporate Social Responsibility—A New Business Imperative
    5. Risk and Uncertainty
  11. Chapter 4 Analyzing an Industry
    1. Industry Influences a Company’s Options and Outcomes
    2. What Is an Industry?
    3. Industry Evolution
    4. Methods for Analyzing an Industry
  12. Chapter 5 Analyzing a Company’s Strategic Resource Base
    1. Introduction
    2. Strategic Resources
    3. Global Supply-Chain Management
    4. Forces for Change
    5. Stakeholder Analysis
    6. Creating a Green Corporate Strategy
  13. Chapter 6 Formulating Business Unit Strategy
    1. Introduction
    2. SBU Disruptions Come from Myriad Sources
    3. Foundations
    4. Formulating a Competitive Strategy
    5. Porter’s Generic Business Unit Strategies
    6. Value Disciplines
    7. Designing a Profitable Business Model
  14. Chapter 7 Business Unit Strategy: Contexts and Special Dimensions
    1. Introduction
    2. One Cause to Reconsider an SBU Strategy
    3. Emerging, Growth, Mature, and Declining Industries
    4. Fragmented, Deregulating, Hypercompetitive, and Internet-Based Industries
    5. Business Unit Strategy: Special Dimensions
  15. Chapter 8 Global Strategy: Fundamentals
    1. Introduction
    2. Global Strategy as Business Model Change
    3. Ghemawat’s Generic ”AAA” Global Strategy Framework
    4. Which ”A” Strategy Should a Company Choose?
    5. The Need for Global Strategic Management
  16. Chapter 9 Global Strategy: Adapting the Business Model
    1. Introduction
    2. Globalizing the Value Proposition
    3. Globalizing the Sourcing Dimension
  17. Chapter 10 The Board’s Role in Strategic Management
    1. Introduction
    2. What is the Proper Role of the Board in Strategy Development?
    3. Creating a Meaningful Role for the Board
    4. Dealing with Special Situations
    5. Monitoring Strategy Implementation: Choosing Metrics
    6. Creating a Strategy Focused Board
  18. Notes
  19. Index