FREE SHIPPING BOTH WAYS
ON EVERY ORDER!
LIST PRICE:
$68.00

Sorry, this item is currently unavailable.

Strategy : A View from the Top (an Executive Perspective)

ISBN: 9780131861367 | 0131861360
Edition: 3rd
Format: Paperback
Publisher: Prentice Hall
Pub. Date: 1/1/2009

Why Rent from Knetbooks?

Because Knetbooks knows college students. Our rental program is designed to save you time and money. Whether you need a textbook for a semester, quarter or even a summer session, we have an option for you. Simply select a rental period, enter your information and your book will be on its way!

Top 5 reasons to order all your textbooks from Knetbooks:

  • We have the lowest prices on thousands of popular textbooks
  • Free shipping both ways on ALL orders
  • Most orders ship within 48 hours
  • Need your book longer than expected? Extending your rental is simple
  • Our customer support team is always here to help
SummaryTable of Contents
For use as an overview text in graduate programs, executive MBA and corporate executive programs. A short, up-to-date, practitioner oriented guide to strategy formulation, this text is designed for practicing executives who are getting ready to assume broader responsibilities and for MBA and EMBA students who aspire to top management responsibilities.
Prefacexi
What Is Strategy?
1(14)
Strategy Defined
1(9)
... MORE
Strategic Thinking Continues to Evolve
1(2)
Strategy versus Tactics
3(1)
Strategy Forces Trade-offs
4(1)
Strategy Should Focus on Value Creation
4(2)
Strategy Is About Creating Options
6(1)
Is All Strategy Planned?
6(1)
Multiple Levels of Strategy
7(1)
The Role of Stakeholders
7(1)
Vision and Mission
7(1)
Strategic Intent and Stretch
8(1)
Strategy and the Non-Profit Sector
9(1)
The Strategy Formulation Process
10(2)
Steps
10(2)
Strategy and Planning
12(1)
Evaluating Strategic Options
12(3)
Criteria
12(1)
Shareholder Value
13(2)
Strategy and Performance
15(14)
Implementation as Strategic Alignment
15(1)
Strategy and Performance: A Conceptual Framework
16(6)
Strategy, Purpose, and Leadership
17(1)
Strategy and Organizational Change
18(4)
Creating a Performance- and Strategy-focused Organization
22(3)
The Balanced Scorecard
23(2)
Performance and Control
25(1)
Managing Expectations
25(1)
The Role of the Board
25(4)
Governance Reforms
26(1)
Strategy and Oversight---What the Board Needs to Know
27(2)
Analyzing the External Strategic Environment
29(14)
Globalization
29(5)
Understanding Globalization
30(1)
Regionalism---A Stepping Stone on the Path Toward a Global Economy?
30(1)
Emerging Powerhouses: India and China
31(1)
Frictions and Countereffects to Globalization
32(1)
Measuring Globalization
33(2)
Globalization: Strategic Implications
35
Demographic Change
34(2)
Demographic Changes: Strategic Implications
35(1)
Technology and the New Knowledge Economy
36(1)
The New Economy: Strategic Implications
37(1)
Risk and Uncertainty
37(6)
Scenario Analysis
38(1)
The Concept of a Change Arena
39(2)
Uncertainty: Implications for Strategy
41(2)
Analyzing an Industry
43(13)
What Is an Industry?
43(3)
Definition
43(1)
Industry Structure and Porter's Five Forces Model
44(2)
Industry Evolution
46(5)
Four Trajectories of Change
46(1)
Industry Structure, Concentration, and Product Differentiation
47(1)
Product Life Cycle Analysis
48(2)
New Patterns
50(1)
Methods for Analyzing an Industry
51(2)
Segmentation
51(1)
Competitor Analysis
51(2)
Strategic Groups
53(1)
Analyzing Product/Market Scope
53(3)
Market Analysis
53(1)
Growth Vector Analysis
53(1)
Gap Analysis
54(1)
Profit Pool Analysis
54(2)
Analyzing an Organization's Strategic Resource Base
56(15)
Strategic Resources
56(9)
Physical Assets
57(1)
Analyzing a Company's Financial Resource Base
57(4)
Human Capital: A Company's Most Valuable Strategic Resource
61(1)
Organizational Strategic Resources
62(1)
The Importance of Brands
63(1)
Core Competencies
64(1)
Internal Change Forces and the Capacity for Change
65(2)
Internal Change Forces
65(1)
The Company Life Cycle
66(1)
McKinsey's 7-S Model
66(1)
Stakeholder and SWOT Analysis
67(1)
Stakeholder Analysis
67(4)
Strengths, Weaknesses, Opportunities, and Threats
68(3)
Formulating Business Unit Strategy
71(17)
Foundations
71(3)
Strategic Logic at the Business Unit Level
71(1)
How Much Does Industry Matter?
72(1)
Relative Position
72(1)
The Importance of Market Share
73(1)
The PIMS Project
73(1)
Formulating a Competitive Strategy
74(4)
Key Challenges
74(1)
What Is Competitive Advantage?
74(2)
Value Chain Analysis
76(2)
Porter's Generic Business Unit Strategies
78(4)
Differentiation or Low-Cost?
78(1)
Requirements for Success
79(1)
Risks
80(1)
A Success Story: Dell Computer
81(1)
Critique of Porter's Generic Strategies
81(1)
Value Disciplines
82(3)
Product Leadership
82(1)
Operational Excellence
83(1)
Customer Intimacy
83(2)
Designing a Profitable Business Model
85(3)
Business Unit Strategy: Contexts and Special Dimensions
88(16)
Emerging, Growth, Mature and Declining Industries
88(5)
Strategy in Emerging or Embryonic Industries
89(1)
Strategy in an Industry's Growth Stage
89(1)
Strategy in Mature and Declining Industries
90(1)
Industry Evolution and Functional Priorities
90(3)
Fragmented, Deregulating and Hypercompetitive Industries
93(4)
Strategy in Fragmented Industries
93(1)
Strategy in a Deregulating Environment
94(1)
Strategy in Hypercompetitive Industries
95(2)
Business Unit Strategy: Special Dimensions
97(7)
Speed
97(1)
Pressures to Speed
97(1)
Requirements of Speed
98(1)
Methods to Speed
99(1)
Creating Value Through Innovation
100(4)
Global Strategy Formulation
104(17)
Global Industries
104(5)
Porter's National Diamond
105(2)
Industry Globalization Drivers
107(2)
Global Strategy Formulation
109(5)
Global Strategy Dimensions
110(4)
Non-market Dimension
114(1)
Entry Strategies
114(4)
How Wal-Mart Went Global
115(3)
Global Strategy and Risk
118(3)
Types of Risk
119(2)
Corporate Strategy: Shaping the Portfolio
121(18)
The Economics of Scale and Scope
121(2)
Economics of Scale
122(1)
Economics of Scope
122(1)
What Is ``Core''?
123(1)
Growth Strategies
124(10)
Concentrated Growth Strategies
125(1)
Vertical and Horizontal Integration
125(1)
Diversification Strategies
126(3)
Mergers and Acquisitions
129(1)
Cooperative Strategies
130(2)
The Allianced Enterprise
132(2)
Growth and Strategic Risk
134(3)
Disinvestments: Sell-offs, Spin-offs, and Liquidations
137(2)
Pitfalls
137(2)
Corporate Strategy: Managing the Portfolio
139(16)
Managing a Portfolio of Businesses
139(7)
Early Perspectives: Management as ``Structure Follows Strategy''
139(1)
The BCG Approach to Portfolio Management
140(2)
General Electric Business Screen
142(1)
Life Cycle Matrix
142(1)
Limitations of Portfolio Analysis Techniques
142(1)
The Value-Based Approach to Portfolio Management
143(3)
The Resource-Based Approach to Portfolio Management
146(1)
The Role of the Corporate Office
146(1)
Corporate Strategic Planning
147(3)
Limitations of Strategic Planning
149(1)
Horizontal Strategies for Managing a Portfolio
150(3)
Resource Sharing
150(1)
Learning and Transferring Critical Skills
150(1)
Creating a Learning Organization
151(1)
The Boundaryless Organization
151(1)
Knowledge Management
152(1)
Evaluating Strategy Options at the Corporate Level
153(1)
Techniques
153(2)
Index155

Related Products


  • Strategy : A View from the Top
    Strategy : A View from the Top
  • Outlines and Highlights for Strategy : A View from the Top by Cornelis A. de Kluyver, ISBN
    Outlines and Highlights for St...
  • Strategy : A View from the Top
    Strategy : A View from the Top
  • Strategic Thinking : Executive Perspective
    Strategic Thinking : Executive...
  • Strategy : A View from the Top
    Strategy : A View from the Top
  • Strategic Thinking : An Executive Perspective
    Strategic Thinking : An Execut...


Please wait while this item is added to your cart...