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Strategic Management With Infotrac: Competitiveness and Globalization

ISBN: 9780324017311 | 0324017316
Edition: 4th
Format: Paperback
Publisher: South-Western College Pub
Pub. Date: 7/18/2000

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Table of Contents
... MORE
PART 1 STRATEGIC MANAGEMENT INPUTS
Strategic Management and Strategic Competitiveness
2(44)
E-Commerce Strategy: Changing the Nature of Competition
3(4)
The Challenge of Strategic Management
7(2)
The 21st Century Competitive Landscape
9(12)
The Impermanence of Success
10(2)
The Global Economy
12(2)
The March of Globalization
14(3)
Technology and Technological Changes
17(2)
Compaq Is Flailing against Internet Technological Trends
19(2)
The I/O Model of Above-Average Returns
21(2)
The Resource-Based Model of Above-Average Returns
23(3)
Strategic Intent and Strategic Mission
26(2)
Strategic Intent
26(1)
Strategic Mission
27(1)
Stakeholders
28(6)
Classification of Stakeholders
28(4)
Both Qwest Communication and Global Crossing Make Offers for U.S. West
32(2)
Organizational Strategists
34(3)
The Work of Effective Strategists
36(1)
The Strategic Management Process
37(2)
Summary
39(1)
Review Questions
40(1)
Application Discussion Questions
40(1)
Ethics Questions
41(1)
Internet Exercise
41(1)
Notes
41(5)
The External Environment: Opportunities, Threats, Industry Competition, and Competitior Analysis
46(46)
The Globalization of General Electric
47(3)
The General, Industry, and Competitor Environments
50(2)
External Environmental Analysis
52(3)
Scanning
53(1)
Monitoring
54(1)
Forecasting
54(1)
Assessing
54(1)
Segments of the General Environment
55(13)
The Demographic Segment
56(2)
The Economic Segment
58(2)
The Political/Legal Segment
60(1)
The Sociocultural Segment
61(2)
The Technological Segment
63(2)
The Global Segment
65(2)
Dell's Direct Business Model Leads to Strategic Success in China
67(1)
Industry Environment Analysis
68(12)
Threat of New Entrants
70(3)
Bargaining Power of Suppliers
73(1)
Bargaining Power of Buyers
73(1)
Threat of Substitute Products
74(1)
Intensity of Rivalry among Competitors
75(1)
Amazon.com and Barnesandnoble.com: A Continuing Rivalry
76(4)
Interpreting Industry Analyses
80(1)
Strategic Groups
80(1)
The Value of Strategic Group Analysis
81(1)
Competitor Analysis
81(5)
Competitive Intelligence and the Internet
84(2)
Summary
86(1)
Review Questions
87(1)
Application Discussion Questions
87(1)
Ethics Questions
87(1)
Internet Exercise
87(1)
Notes
88(4)
The Internal Environment: Resources, Capabilities, and Core Competencies
92(48)
Brands as a Source of Competitive Advantage
93(6)
The Importance of Internal Analysis
99(6)
The Challenge of Internal Analysis
103(2)
Resources, Capabilities, and Core Competencies
105(9)
Resources
105(3)
Capabilities
108(2)
Knowledge Management and Sustainable Competitive Advantage
110(3)
Core Competencies
113(1)
Building Core Competencies
114(13)
Criteria of Sustainable Competitive Advantage
114(4)
Trust: Is it Valuable, Rare, Costly to Imitate, and Nonsubstitutable?
118(2)
Value Chain Analysis
120(3)
Creating Value at FedEx and UPS
123(4)
Outsourcing
127(2)
Core Competencies: Cautions and Reminders
129(2)
Strategic Inputs and Strategic Actions
131(1)
Summary
131(1)
Review Questions
132(1)
Application Discussion Questions
133(1)
Ethics Questions
133(1)
Internet Exercise
134(1)
Notes
134(6)
PART 2 STRATEGIC ACTIONS: STRATEGY FORMULATION
Business-Level Strategy
140(44)
The Internet, Customer (Buyer) Power, and Business-Level Strategy
141(6)
Customers: Who, What, and How
147(6)
Who: Determining the Customers to Serve
149(3)
What: Determining the Customer Needs to Satisfy
152(1)
How: Determining Core Competencies Necessary to Satisfy Customers' Needs
153(1)
Types of Business-Level Strategy
153(26)
Cost Leadership Strategy
155(5)
Competitive Risks of the Cost Leadership Strategy
160(1)
Differentiation Strategy
161(1)
Sony Corporation's Use of the Differentiation Business-Level Strategy
162(4)
Gap's Success and the Risk of Cannibalization by Its Own Offspring
166(1)
Competitive Risks of the Differentiation Strategy
167(1)
Focus Strategies
168(3)
Competitive Risks of Focus Strategies
171(1)
Integrated Cost Leadership/Differentiation Strategy
172(3)
Competitive Risks of the Integrated Cost Leadership/Differentiation Strategy
175(1)
Merrill Lynch Compromises Its Differentiation Strategy by Implementing an On-line Strategy
176(3)
Summary
179(1)
Review Questions
180(1)
Application Discussion Questions
180(1)
Ethics Questions
180(1)
Internet Exercise
181(1)
Notes
181(3)
Competitive Dynamics
184(44)
The Global Competitive Landscape Is Changing: Wal-Mart Is on the Move
185(2)
Increased Rivalry in the New Competitive Landscape
187(3)
Model of Competitive Dynamics and Rivalry
190(6)
Market Commonality
192(1)
Air Wars: Competitive Rivalry among Airlines
193(2)
Resource Similarity
195(1)
Likelihood of Attack
196(4)
First, Second, and Late Movers
197(3)
Likelihood of Response
200(5)
Type of Competitive Action
200(1)
Actor's Reputation
201(1)
Car Wars: The Battle for Survival
202(1)
Dependence on the Market
203(2)
Firms' Abilities to Take Action and Response
205(8)
Relative Size of Firm
205(2)
Cola Wars, Water Wars, and Going for the Jugular Vein
207(1)
Speed of Competitive Actions and Competitive Responses
208(1)
Innovation
209(1)
Quality
210(3)
Outcomes of Interfirm Rivalry
213(8)
Competitive Market Outcomes
214(2)
Competing in Fast-Cycle Markets
216(2)
Competitive Dynamics and Industry Evolution Outcomes
218(3)
Summary
221(1)
Review Questions
222(1)
Application Discussion Questions
223(1)
Ethics Questions
223(1)
Internet Exercise
223(1)
Notes
224(4)
Corporate-Level Strategy
228(44)
CMGI: A Diversified Internet Conglomerate
229(4)
History of Diversification
233(1)
Levels of Diversification
234(3)
Low Levels of Diversification
235(1)
Moderate and High Levels of Diversification
236(1)
Reasons for Diversification
237(2)
Related Diversification
239(9)
Operational Relatedness: Sharing Activities
240(2)
Corporate Relatedness: Transferring of Core Competencies
242(1)
Williams Companies Transfers Its Skills from Natural-Gas Pipelines to Internet Pipelines
243(1)
Market Power
244(4)
Unrelated Diversification
248(6)
Efficient Internal Capital Market Allocation
249(1)
Refocusing Large Diversified Business Groups in Emerging Economies
250(3)
Restructuring
253(1)
Diversification: Incentives and Resources
254(7)
Incentives to Diversify
254(6)
Resources and Diversification
260(1)
Extent of Diversification
261(1)
Managerial Motives to Diversify
261(5)
AOL's Diversification Merger with Time Warner
264(2)
Summary
266(1)
Review Questions
267(1)
Application Discussion Questions
267(1)
Ethics Questions
267(1)
Internet Exercise
268(1)
Notes
268(4)
Acquisition and Restructuring Strategies
272(40)
The Internet: Diving Mergers and Acquisitions in the Global Economy
273(2)
The Increasing Use of Merger and Acquisition Strategies
275(21)
Mergers, Acquisitions, and Takeovers: What Are the Differences?
276(1)
Reasons for Acquisitions
277(3)
BP Amoco and Atlantic Richfield Co.: A Case of Intentions and Realities in the World of Acquisitions
280(4)
Daimler-Benz and Chrysler Corporation: Will It Be a Successful Union?
284(4)
Problems in Achieving Acquisition Success
288(8)
Effective Acquisitions
296(2)
Restructuring
298(8)
Successful Acquisitions the Cisco Systems Way
299(1)
Downsizing
300(1)
Downscoping
301(1)
Leveraged Buyouts
302(1)
Restructing Outcomes
303(3)
Summary
306(1)
Review Questions
307(1)
Application Discussion Questions
307(1)
Ethics Questions
307(1)
Internet Exercise
308(1)
Notes
308(4)
International Strategy
312(46)
Technology and Globalization: A Changing Landscape in the 21st Century
313(4)
Identifying International Opportunities: The Incentive to Pursue an International Strategy
317(6)
Increased Market Size
320(1)
Return on Investment
321(1)
Economies of Scale and Learning
322(1)
Location Advantages
323(1)
International Strategies
323(11)
International Business-Level Strategy
323(1)
The Decade of Europe: 2000-2010
324(7)
International Corporate-Level Strategy
331(3)
Environmental Trends
334(3)
Awakening of the Asian Tiger
335(2)
Regionalization
337(1)
Choice of International Entry Mode
337(6)
Exporting
338(1)
Licensing
339(1)
Strategic Alliances
340(1)
Acquisitions
340(2)
New Wholly Owned Subsidiary
342(1)
Dynamics of Mode of Entry
342(1)
Strategic Competitiveness Outcomes
343(2)
International Diversification and Returns
343(1)
International Diversification and Innovation
344(1)
Complexity of Managing Multinational Firms
345(1)
Risks in an International Environment
345(6)
Political Risks
345(1)
LAU: Is There an Opportunity for a Latin American Union?
346(3)
Economic Risks
349(1)
Limits to International Expansion: Management Problems
350(1)
Other Management Problems
351(1)
Summary
351(1)
Review Questions
352(1)
Application Discussion Questions
353(1)
Ethics Questions
353(1)
Internet Exercise
353(1)
Notes
354(4)
Cooperative Strategy
358(42)
Using Cooperative Strategies in the Global Automobile Industry
359(3)
Types of Cooperative Strategies
362(6)
Reasons Firms Develop Strategic Alliances
364(4)
Business-Level Cooperative Strategies
368(10)
Complementary Alliances
369(2)
Horizontal Alliances Among Airline Companies: A Route to Increased Strategic Competitiveness?
371(3)
Competition Reduction Strategies
374(2)
Competition Response Strategies
376(1)
Uncertainty Reduction Strategies
377(1)
Assessment of Competitive Advantage for Business-Level Cooperative Strategies
378(1)
Corporate-Level Cooperative Strategies
378(4)
Diversifying Strategic Alliances
378(1)
Synergistic Strategic Alliances
379(1)
Franchising
380(1)
Assessment of Competitive Advantage for Corporate-Level Cooperative Strategies
381(1)
International Cooperative Strategies
382(2)
Strategic Intent of Partner
384(1)
Network Cooperative Strategies
384(4)
The Relationship between Partner Selection and Strategic Alliance Success
385(2)
Alliance Networks: Benefits and Issues
387(1)
Competitive Risks with Cooperative Strategies
388(2)
Trust as a Strategic Asset
390(1)
Strategic Approaches to Managing Alliances
391(1)
Summary
392(1)
Review Questions
393(1)
Application Discussion Questions
394(1)
Ethics Questions
394(1)
Internet Exercise
394(1)
Notes
395(5)
PART 3 STRATEGIC ACTIONS: STRATEGY IMPLEMENTATION
Corporate Governance
400(40)
Are CEOs Worth Their Weight in Gold?
401(4)
Separation of Ownership and Managerial Control
405(5)
Agency Relationships
406(2)
Product Diversification as an Example of an Agency Problem
408(2)
Agency Costs and Governance Mechanisms
410(1)
Ownership Concentration
410(6)
The Growing Influence of Institutional Owners
411(1)
Shareholder Activism: How Much Is Possible?
412(1)
Institutional Investors Carry a Big Stick
413(3)
Boards of Directors
416(3)
Enhancing the Effectiveness of the Board of Directors
418(1)
Executive Compensation
419(5)
The Top and Bottom of Boards of Directors
420(2)
A Complicated Governance Mechanism
422(1)
The Effectiveness of Executive Compensation
422(2)
The Multidivisional Structure
424(1)
Market for Corporate Control
425(4)
Managerial Defense Tactics
426(1)
Hostile Takeovers: The War between Corporations
427(2)
International Corporate Governance
429(3)
Corporate Governance in Germany
429(1)
Corporate Governance in Japan
430(1)
Global Corporate Governance
431(1)
Governance Mechanisms and Ethical Behavior
432(1)
Summary
433(1)
Review Questions
434(1)
Application Discussion Questions
434(1)
Ethics Questions
435(1)
Internet Exercise
435(1)
Notes
435(5)
Organizational Structure and Controls
440(44)
The New Structure of Microsoft
441(3)
Evolutionary Patterns of Strategy and Organizational Structure
444(6)
Simple Structure
445(2)
Functional Structure
447(1)
Multidivisional Structure
447(3)
Implementing Business-Level Strategies: Organizational Structure and Controls
450(5)
Using the Functional Structure to Implement the Cost Leadership Strategy
450(2)
Using the Functional Structure to Implement the Differentiation Strategy
452(2)
Using the Functional Structure to Implement the Integrated Cost Leadership/Differentiation Strategy
454(1)
Using the Simple Structure to Implement Focused Strategies
455(1)
Movement to the Multidivisional Structure
455(1)
Implementing Corporate-Level Strategies: Organizational Structure and Controls
455(10)
Using the Cooperative Form to Implement the Related-Constrained Strategy
456(2)
Using the Strategic-Business-Unit Form to Implement the Related-Linked Strategy
458(1)
IBM Implements the Cooperative M-Form Structure, Facilitating E-commerce Services
459(4)
Using the Competitive Form to Implement the Unrelated Diversification Strategy
463(2)
The Effect of Structure on Strategy
465(1)
Implementing International Strategies: Organizational Structure and Controls
466(8)
Using the Worldwide Geographic Area Structure to Implement the Multidomestic Strategy
466(2)
Using the Worldwide Product Divisional Structure to Implement the Global Strategy
468(1)
Using the Combination Structure to Implement the Transnational Strategy
469(1)
Procter & Gamble Restructures and Implements a Worldwide Product Divisional Structure
470(1)
Ford Implements the Combination Structure
471(3)
Implementing Cooperative Strategies: Organizational Structure and Controls
474(5)
Implementing Business-Level Cooperative Strategies
475(1)
Implementing Corporate-Level Cooperative Strategies
476(1)
Implementing International Cooperative Strategies
477(2)
Contemporary Organizational Structures: A Cautionary Note
479(1)
Summary
479(1)
Review Questions
480(1)
Application Discussion Questions
480(1)
Ethics Questions
481(1)
Internet Exercise
481(1)
Notes
481(3)
Strategic Leadership
484(36)
Strategic Leaders: The Good, the Bad, and the Ugly
485(4)
Strategic Leadership
489(1)
Managers as an Organizational Resource
490(5)
Top Management Teams
492(3)
Managerial Labor Market
495(2)
Determining Strategic Direction
497(4)
Shattering the Glass Ceiling: Women Top Executives
498(3)
Exploiting and Maintaining Core Competencies
501(1)
Developing Human Capital
501(4)
Competitive Advantage Powered by Human Capital
503(2)
Sustaining an Effective Organizational Culture
505(3)
Entrepreneurial Orientation
505(2)
Changing the Organizational Culture and Business Reengineering
507(1)
Emphasizing Ethical Practices
508(3)
Lies, Managed Earnings, and Conflicts of Interest-The Ethics of Strategic Leaders
510(1)
Establishing Balanced Organizational Controls
511(2)
Summary
513(1)
Review Questions
514(1)
Application Discussion Questions
514(1)
Ethics Questions
515(1)
Internet Exercise
515(1)
Notes
515(5)
Corporate Entrepreneurship and Innovation
520
Innovation, Competition, and Competitive Success in the Global Automobile Industry
521
Innovation, Entrepreneurship, Corporate Entrepreneurship, and Entrepreneurs
523
Innovation
525
Entrepreneurship
526
Surprise, Surprise, Surprise! What Might Be Tomorrow's Innovative Products, and What Will Be the Source of Their Development?
527
Corporate Entrepreneurship
528
Entrepreneurs
528
International Entrepreneurship
529
Internal Corporate Venturing
531
Autonomous Strategic Behavior
531
Induced Strategic Behavior
533
Product Innovations and Induced Strategic Behaviors: Personal Computers, Videogames, and Other Delights
533
Implementing Internal Corporate Ventures
534
Using Product Development Teams to Achieve Cross-Functional Integration
535
Appropriating (Gaining) Value from Innovation
537
Strategic Alliances: Cooperating to Produce and Manage Innovation
538
Acquisitions and Venture Capital: Buying Innovation
540
Acquisitions
540
Venture Capital
541
Entrepreneurship in Small Businesses and Entrepreneurial Ventures
542
Innovation as a Key Source of Value Creation
544
Producing More Innovation in Large Organizations
545
Summary
546
Review Questions
546
Application Discussion Questions
547
Ethics Questions
547
Internet Exercise
547
Notes
548
Name IndexI-1
Company IndexI-11
Subject IndexI-17
Photo CreditsI-24

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