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Strategic Management: Concepts : Competitiveness and Globalization

ISBN: 9780324405361 | 0324405367
Edition: 7th
Format: Paperback
Publisher: Thomson-South Western
Pub. Date: 3/6/2006

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SummaryTable of Contents
STRATEGIC MANAGEMENT: COMPETITIVENESS AND GLOBALIZATION, 7th edition provides the most accurate, relevant, and complete presentation of strategic management today. Each edition is thoroughly updated to include cutting edge research and trends that are shaping business strategy. The authors guide students through the strategic management process using a unique model that blends the classic industrial organizational model with the resource-based view of the firm to explain how firms use the strategic management process to build a sustained compet... MORE
Prefacexxii
Part 1 Strategic Management Inputs
1(101)
Strategic Management and Strategic Competitiveness
2(32)
... MORE
Opening Case: General Motors: How Bright Is the Future?
3(3)
The 21st-Century Competitive Landscape
6(9)
The Global Economy
7(1)
The March of Globalization
8(2)
Technology and Technological Changes
10(2)
Strategic Focus: Amazon.com: Using Technology to Create Change
12(2)
Strategic Focus: Organizational Change: Be Ready, Because It Can't Be Avoided!
14(1)
The I/O Model of Above-Average Returns
15(2)
The Resource-Based Model of Above-Average Returns
17(2)
Vision and Mission
19(2)
Vision
19(1)
Mission
20(1)
Stakeholders
21(3)
Classifications of Stakeholders
21(3)
Strategic Leaders
24(2)
The Work of Effective Strategic Leaders
25(1)
Predicting Outcomes of Strategic Decisions: Profit Pools
25(1)
The Strategic Management Process
26(2)
Summary
28(1)
Review Questions
29(1)
Experiential Exercises
29(2)
Notes
31(3)
The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis
34(38)
Opening Case: General and Competitive Environmental Influences on U.S. Airlines
35(2)
The General, Industry, and Competitor Environments
37(2)
External Environmental Analysis
39(3)
Scanning
40(1)
Monitoring
41(1)
Forecasting
41(1)
Assessing
41(1)
Segments of the General Environment
42(9)
The Demographic Segment
42(3)
The Economic Segment
45(1)
The Political/Legal Segment
46(1)
The Sociocultural Segment
47(1)
The Technological Segment
48(1)
The Global Segment
49(2)
Industry Environment Analysis
51(10)
Strategic Focus: The Nature of the Competitive Forces in the Global Automobile Industry
52(1)
Threat of New Entrants
53(3)
Bargaining Power of Suppliers
56(1)
Bargaining Power of Buyers
57(1)
Threat of Substitute Products
57(1)
Intensity of Rivalry among Competitors
58(1)
Strategic Focus: Satellite TV Service Substitutes for Digital Cable Service, Which Substitutes for Local Telephone Service
59(2)
Interpreting Industry Analyses
61(1)
Strategic Groups
62(1)
Competitor Analysis
63(2)
Ethical Considerations
65(1)
Summary
66(1)
Review Questions
66(1)
Experiential Exercises
67(1)
Notes
68(4)
The Internal Environment: Resources, Capabilities, and Core Competencies
72(30)
Opening Case: The Capability to Innovate: A Critical Source of Competitive Advantage
73(2)
The Nature of Internal Environmental Analysis
75(4)
The Context of Internal Analysis
75(1)
Creating Value
75(2)
The Challenge of Internal Analysis
77(2)
Resources, Capabilities, and Core Competencies
79(6)
Resources
79(3)
Strategic Focus: Human Capital: Underutilizing Valuable Intangible Assets
82(1)
Capabilities
83(1)
Core Competencies
84(1)
Building Core Competencies
85(7)
Four Criteria of Sustainable Competitive Advantage
85(4)
Value Chain Analysis
89(3)
Outsourcing
92(3)
Strategic Focus: Outsourcing---Boon or Bane to Competitiveness?
94(1)
Competencies, Strengths, Weaknesses, and Strategic Decisions
95(1)
Summary
96(1)
Review Questions
97(1)
Experiential Exercises
97(1)
Notes
98(4)
Part 2 Strategic Actions: Strategy Formulation
102(196)
Business-Level Strategy
104(32)
Opening Case: Lamps of Distinction: Where Did the Customers Go?
105(2)
Customers: Their Relationship with Business-Level Strategies
107(5)
Effectively Managing Relationships with Customers
108(1)
Reach, Richness, and Affiliation
108(1)
Who: Determining the Customers to Serve
109(2)
What: Determining Which Customer Needs to Satisfy
111(1)
How: Determining Core Competencies Necessary to Satisfy Customer Needs
112(1)
The Purpose of a Business-Level Strategy
112(2)
Types of Business-Level Strategies
114(16)
Cost Leadership Strategy
115(4)
Strategic Focus: Beating Wal-Mart It's Tough, But It Can Be Done
119(1)
Differentiation Strategy
120(5)
Focus Strategies
125(2)
Integrated Cost Leadership/Differentiation Strategy
127(4)
Strategic Focus: Maytag Corporation: A Cost Leader? A Differentiator?
131
Summary
130(2)
Review Questions
132(1)
Experiential Exercises
132(1)
Notes
133(3)
Competitive Rivalry and Competitive Dynamics
136(30)
Opening Case: Southwest Airlines: The King of the Hill That Is Changing an Industry
137(2)
A Model of Competitive Rivalry
139(1)
Competitor Analysis
140(3)
Market Commonality
141(1)
Resource Similarity
142(1)
Drivers of Competitive Actions and Responses
143(3)
Strategic Focus: Is General Motors Stuck in the 1970s?
145(1)
Competitive Rivalry
146(1)
Strategic and Tactical Actions
146(1)
Likelihood of Attack
147(5)
First-Mover Incentives
147(2)
Organizational Size
149(1)
Quality
150(2)
Likelihood of Response
152(3)
Type of Competitive Action
152(1)
Actor's Reputation
152(1)
Dependence on the Market
153(1)
Strategic Focus: The Continuing Saga of Coke and Pepsi Competition: Has Coke Fizzled While Pepsi Popped the Top?
154(1)
Competitive Dynamics
155(4)
Slow-Cycle Markets
155(1)
Fast-Cycle Markets
156(2)
Standard-Cycle Markets
158(1)
Summary
159(2)
Review Questions
161(1)
Experiential Exercises
161(2)
Notes
163(3)
Corporate-Level Strategy
166(30)
Opening Case: Dining Concepts: What Is the Best Combination?
167(2)
Levels of Diversification
169(4)
Low Levels of Diversification
169(2)
Moderate and High Levels of Diversification
171(1)
Strategic Focus: What Is the Best Way to Manage Product Diversification at GE?
172(1)
Reasons for Diversification
173(2)
Value-Creating Diversification: Related Constrained and Related Linked Diversification
175(6)
Operational Relatedness: Sharing Activities
175(1)
Corporate Relatedness: Transferring of Core Competencies
176(1)
Market Power
177(1)
Strategic Focus: Adding Maytag's Products to Whirlpool's: An Effort to Develop Market Power
178(2)
Simultaneous Operational Relatedness and Corporate Relatedness
180(1)
Unrelated Diversification
181(2)
Efficient Internal Capital Market Allocation
181(1)
Restructuring of Assets
182(1)
Value-Neutral Diversification: Incentives and Resources
183(5)
Incentives to Diversify
183(4)
Resources and Diversification
187(1)
Value-Reducing Diversification: Managerial Motives to Diversify
188(2)
Summary
190(1)
Review Questions
190(1)
Experiential Exercise
191(1)
Notes
192(4)
Acquisition and Restructuring Strategies
196(32)
Opening Case: Domestic and Cross-Border Acquisitions: Meeting Competitive Challenges and Acquiring Critical Resources
197(2)
The Popularity of Merger and Acquisition Strategies
199(2)
Mergers, Acquisitions, and Takeovers: What Are the Differences?
200(1)
Reasons for Acquisitions
201(7)
Increased Market Power
201(2)
Overcoming Entry Barriers
203(1)
Strategic Focus: Mittal Steel Becomes the Largest Worldwide Steel Producer through a Strategy of Cross-Border Acquisitions
204(1)
Cost of New Product Development and Increased Speed to Market
205(1)
Lower Risk Compared to Developing New Products
206(1)
Increased Diversification
207(1)
Reshaping the Firm's Competitive Scope
207(1)
Learning and Developing New Capabilities
208(1)
Problems in Achieving Acquisition Success
208(6)
Integration Difficulties
209(1)
Inadequate Evaluation of Target
210(1)
Large or Extraordinary Debt
211(1)
Inability to Achieve Synergy
211(1)
Too Much Diversification
212(1)
Managers Overly Focused on Acquisitions
213(1)
Too Large
214(1)
Effective Acquisitions
214(2)
Restructuring
216(6)
Downsizing
217(1)
Downscoping
217(1)
Strategic Focus: Restructuring through Firm Spin-offs Allows for Value Creation
218(2)
Leveraged Buyouts
220(1)
Restructuring Outcomes
220(2)
Summary
222(1)
Review Questions
222(1)
Experiential Exercises
223(1)
Notes
223(5)
International Strategy
228(38)
Opening Case: Chinese Firms' Incentives for Foreign Acquisitions
229(3)
Identifying International Opportunities: Incentives to Use an International Strategy
232(4)
Increased Market Size
233(1)
Return on Investment
234(1)
Economies of Scale and Learning
234(1)
Location Advantages
235(1)
International Strategies
236(5)
International Business-Level Strategy
236(2)
International Corporate-Level Strategy
238(3)
Environmental Trends
241(4)
Strategic Focus: Whirlpool's Progress toward the Transnational Strategy
242(1)
Liability of Foreignness
243(1)
Regionalization
244(1)
Choice of International Entry Mode
245(6)
Exporting
245(1)
Licensing
246(1)
Strategic Alliances
247(1)
Acquisitions
248(1)
New Wholly Owned Subsidiary
249(1)
Dynamics of Mode of Entry
250(1)
Strategic Competitiveness Outcomes
251(2)
International Diversification and Returns
251(1)
International Diversification and Innovation
252(1)
Complexity of Managing Multinational Firms
253(1)
Risks in an International Environment
253(4)
Political Risks
253(1)
Economic Risks
254(1)
Strategic Focus: Are China and India Changing Their Approach to Intellectual Property Enforcement?
255(1)
Limits to International Expansion: Management Problems
256(1)
Summary
257(1)
Review Questions
258(1)
Experiential Exercises
259(1)
Notes
260(6)
Cooperative Strategy
266(32)
Opening Case: Using Alliances to Build Greater Value
267(2)
Strategic Alliances as a Primary Type of Cooperative Strategy
269(4)
Three Types of Strategic Alliances
269(2)
Reasons Firms Develop Strategic Alliances
271(2)
Business-Level Cooperative Strategy
273(6)
Complementary Strategic Alliances
274(2)
Competition Response Strategy
276(1)
Uncertainty-Reducing Strategy
276(1)
Competition-Reducing Strategy
277(1)
Assessment of Business-Level Cooperative Strategies
278(1)
Corporate-Level Cooperative Strategy
279(4)
Diversifying Strategic Alliance
280(1)
Synergistic Strategic Alliance
280(1)
Franchising
280(1)
Strategic Focus: Franchising Finger Foods the American Way
281(1)
Assessment of Corporate-Level Cooperative Strategies
282(1)
International Cooperative Strategy
283(1)
Network Cooperative Strategy
284(3)
Alliance Network Types
284(1)
Strategic Focus: Forming an International Alliance Network for Innovation and Its Use
285(2)
Competitive Risks with Cooperative Strategies
287(1)
Managing Cooperative Strategies
288(2)
Summary
290(2)
Review Questions
292(1)
Experiential Exercises
292(1)
Notes
293(5)
Part 3 Strategic Actions: Strategy Implementation
298(127)
Corporate Governance
300(34)
Opening Case: Is Managerial Incentive Compensation Too High?
301(3)
Separation of Ownership and Managerial Control
304(7)
Agency Relationships
305(1)
Product Diversification as an Example of an Agency Problem
306(2)
Agency Costs and Governance Mechanisms
308(1)
Strategic Focus: Sarbanes-Oxley Act Increases Governance Intensity
309(2)
Ownership Concentration
311(1)
The Growing Influence of Institutional Owners
311(1)
Board of Directors
312(5)
Strategic Focus: Governing the CEO
315(1)
Enhancing the Effectiveness of the Board of Directors
316(1)
Executive Compensation
317(2)
A Complicated Governance Mechanism
317(1)
The Effectiveness of Executive Compensation
318(1)
Market for Corporate Control
319(3)
Managerial Defense Tactics
321(1)
International Corporate Governance
322(3)
Corporate Governance in Germany
323(1)
Corporate Governance in Japan
324(1)
Global Corporate Governance
325(1)
Governance Mechanisms and Ethical Behavior
325(1)
Summary
326(1)
Review Questions
327(1)
Experiential Exercises
328(1)
Notes
329(5)
Organizational Structure and Controls
334(38)
Opening Case: Sony's Struggles with Its Online Music Business: Organization and Cooperation Difficulties among Its Businesses
335(1)
Organizational Structure and Controls
336(5)
Organizational Structure
337(1)
Organizational Controls
337(1)
Strategic Focus: A Change in Structure Leads to Improved Strategy Implementation at Kellogg Co.
338(3)
Relationships between Strategy and Structure
341(1)
Evolutionary Patterns of Strategy and Organizational Structure
341(21)
Simple Structure
341(2)
Functional Structure
343(1)
Multidivisional Structure
343(1)
Matches between Business-Level Strategies and the Functional Structure
344(3)
Matches between Corporate-Level Strategies and the Multidivisional Structure
347(7)
Matches between International Strategies and Worldwide Structures
354(5)
Strategic Focus: Unilever is Reorganizing to Implement the Transnational Strategy by Using the Combination Structure
359(1)
Matches between Cooperative Strategies and Network Structures
360(2)
Implementing Business-Level Cooperative Strategies
362(1)
Implementing Corporate-Level Cooperative Strategies
362(1)
Implementing International Cooperative Strategies
363(1)
Summary
364(1)
Review Questions
365(1)
Experiential Exercises
366(2)
Notes
368(4)
Strategic Leadership
372(32)
Opening Case: Long-Term Vision or Operational Performance? The ``Un-Carly'' Takes Hewlett-Packard's Reins
373(2)
Strategic Leadership and Style
375(2)
The Role of Top-Level Managers
377(4)
Top Management Teams
377(4)
Managerial Succession
381(3)
Key Strategic Leadership Actions
384(12)
Determining Strategic Direction
384(1)
Effectively Managing the Firm's Resource Portfolio
385(1)
Strategic Focus: How Do Managers Acquire, Protect, and Use Resources Wisely?
386(3)
Sustaining an Effective Organizational Culture
389(2)
Strategic Focus: Change Lost in a `Sea' of Organizational Politics
391(1)
Emphasizing Ethical Practices
392(2)
Establishing Balanced Organizational Controls
394(2)
Summary
396(2)
Experiential Exercises
398
Review Questions
397(2)
Notes
399(5)
Strategic Entrepreneurship
404(21)
Opening Case: W.L. Gore & Associates: The Most Innovative Company in America?
405(2)
Entrepreneurship and Entrepreneurial Opportunities
407(1)
Innovation
408(1)
Entrepreneurs
409(1)
International Entrepreneurship
410(1)
Internal Innovation
411(5)
Strategic Focus: Panera Bread Company: Thriving through Internal Innovation
412(1)
Incremental and Radical Innovation
413(1)
Autonomous Strategic Behavior
414(2)
Induced Strategic Behavior
416(1)
Implementing Internal Innovations
416(3)
Cross-Functional Product Development Teams
417(1)
Facilitating Integration and Innovation
417(1)
Creating Value from Internal Innovation
418(1)
Innovation through Cooperative Strategies
419(2)
Strategic Focus: Cooperating to Innovate in the DVD Rental and Sales Markets
420(1)
Innovation through Acquisitions
421(1)
Creating Value through Strategic Entrepreneurship
422(1)
Summary
423(1)
Review Questions
424(1)
Experiential Exercises
424(1)
Notes
425

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