Cover -- Title Page -- Copyright Page -- Dedication -- Brief Contents -- Contents -- Preface -- Acknowledgments -- Part 1: THE TOOLS OF STRATEGIC ANALYSIS -- CHAPTER 1 What Is Strategy and the Strategic Management Process? -- Go, Pok�Emon Go -- Strategy and the Strategic Management Process -- Defining Strategy -- The Strategic Management Process -- What is Competitive Advantage? -- Research Made Relevant: How Sustainable Are Competitive Advantages? -- The Strategic Management Process, Revisited -- Measuring Competitive Advantage -- Accounting Measures of Competitive Advantage -- Strategy in Depth: The Business Model Canvas -- Economic Measures of Competitive Advantage -- Ethics and Strategy: Stockholders Versus Stakeholders -- The Relationship Between Economic and Accounting Performance Measures -- Emergent Versus Intended Strategies -- Why you Need to Know About Strategy -- Summary -- Challenge Questions -- Problem Set -- End Notes -- CHAPTER 2 Evaluating a Firm's External Environment -- How Attractive is the Music Streaming Industry? -- Understanding a Firm's General Environment -- The Structure‐Conduct‐Performance Model of Firm Performance -- Ethics and Strategy: Is a Firm Gaining a Competitive Advantage Good for Society? -- A Model of Environmental Threats -- Threat from New Competition -- Strategy in Depth: Environmental Threats and the S‐C‐P Model -- Another Environmental Force: Complements -- Industry Structure and Environmental Opportunities -- Research Made Relevant: The Impact of Industry and Firm Characteristics on Firm Performance -- Strategy in Depth: Network and Empty Core Industries -- Opportunities in Fragmented Industries: Consolidation -- Opportunities in Emerging Industries: First‐Mover Advantages -- Opportunities in Mature Industries: Product Refinement, Service, and Process Innovation. Opportunities in Declining Industries: Leadership, Niche, Harvest, and Divestment -- Summary -- Challenge Questions -- Problem Set -- End Notes -- CHAPTER 3 Evaluating a Firm's Internal Capabilities -- When a Noun Becomes a Verb -- The Resource‐Based View of the Firm -- What Are Resources and Capabilities? -- Critical Assumptions of the Resource‐Based View -- Strategy in Depth: Ricardian Economics and the Resource‐Based View -- The VRIO Framework -- The Question of Value -- Ethics and Strategy: Externalities and the Broader Consequences of Profit Maximization -- The Question of Rarity -- The Question of Imitability -- The Question of Organization -- Research Made Relevant: Strategic Human Resource Management Research -- Applying the VRIO Framework -- Applying the VRIO Framework to Southwest Airlines -- Southwest's People‐Management and Competitive Advantage -- Imitation and Competitive Dynamics in an Industry -- Not Responding to Another Firm's Competitive Advantage -- Changing Tactics in Response to Another Firm's Competitive Advantage -- Changing Strategies in Response to Another Firm's Competitive Advantage -- Implications of the Resource‐Based View -- Where Does the Responsibility for Competitive Advantage in a Firm Reside? -- Competitive Parity and Competitive Advantage -- Difficult‐to‐Implement Strategies -- Socially Complex Resources -- The Role of Organization -- Summary -- Challenge Questions -- Problem Set -- End Notes -- End‐of‐Part 1 Cases -- Case 1-1: Can SodaStream Disrupt the Carbonated Soft Drink Market? -- Case 1-2: True Religion Jeans: Flash in the Pants or Enduring Brand? -- Case 1-3: Walmart Stores, Inc. -- Case 1-4: Harlequin Enterprises: The Mira Decision -- Part 2: BUSINESS‐LEVEL STRATEGIES -- CHAPTER 4 Cost Leadership -- Brathwait: A Transparent Watchmaker -- What is Business‐Level Strategy? -- What is Cost Leadership?. Sources of Cost Advantages -- Strategy in Depth: Determining the Optimal Level of Production in an Industry -- Research Made Relevant: How Valuable Is Market Share-Really? -- Ethics and Strategy: The Race to the Bottom -- The Value of Cost Leadership -- Cost Leadership and Environmental Threats -- Strategy in Depth: The Economics of Cost Leadership -- Cost Leadership and Sustained Competitive Advantage -- The Rarity of Sources of Cost Advantage -- The Imitability of Sources of Cost Advantage -- Organizing to Implement Cost Leadership -- Organizational Structure in Implementing Cost Leadership -- Summary -- Challenge Questions -- Problem Set -- End Notes -- CHAPTER 5 Product Differentiation -- Who Is Victoria, and What Is Her Secret? -- What is Product Differentiation? -- Bases of Product Differentiation -- Research Made Relevant: Discovering the Bases of Product Differentiation -- Product Differentiation and Creativity -- The Value of Product Differentiation -- Product Differentiation and Environmental Threats -- Strategy in Depth: The Economics of Product Differentiation -- Product Differentiation and Environmental Opportunities -- Ethics and Strategy: Product Claims and the Ethical Dilemmas in Health Care -- Product Differentiation and Sustained Competitive Advantage -- Rare Bases for Product Differentiation -- The Imitability of Product Differentiation -- Organizing to Implement Product Differentiation -- Organizational Structure and Implementing Product Differentiation -- Management Controls and Implementing Product Differentiation -- Strategy in Depth: Going in Search of Blue Oceans -- Compensation Policies and Implementing Product Differentiation Strategies -- Can Firms Implement Product Differentiation and Cost Leadership Simultaneously? -- No: These Strategies Cannot Be Implemented Simultaneously. Yes: These Strategies Can Be Implemented Simultaneously -- Summary -- Challenge Questions -- Problem Set -- End Notes -- CHAPTER 6 Flexibility and Real Options -- Why Is Netflix called Netflix? -- What is Strategic Flexibility? -- Types of Flexibility -- The Value of Strategic Flexibility -- Incorporating Risk in Strategic Decision Making -- Limitations of Risk Based Decision Making Under Uncertainty -- Valuing Flexibility -- Strategy in Depth: The Black‐Scholes Model for Valuing Financial Options -- Research Made Relevant: The Value of Real Options Thinking -- Strategic Flexibility and Sustained Competitive Advantage -- Rare and Costly‐to‐Imitate Flexibility -- Organizing to Implement Strategic Flexibility -- Ethics and Strategy Feature: Treating Employees as Flexible Assets -- Summary -- Challenge Questions -- Problem Set -- End Notes -- CHAPTER 7 Collusion -- A Gas Station Conundrum -- What is Collusion? -- Ethics and Strategy Feature: The Ethics of Collusion -- The Value of Collusion -- Colluding to Reduce the Threat of New Competitors -- Colluding to Reduce the Threat of Current Competitors -- Strategy in Depth: How Colluding Firms Generate Economic Profits -- Colluding to Reduce Other Competitive Threats -- Collusion and Sustained Competitive Advantage -- Ways Firms Can Cheat on Collusive Agreements -- Explicit and Tacit Collusion -- Industry Attributes and the Threat of Cheating -- Research Made Relevant: Sending Signals to Maintain Collusion -- Rarity and Costly to Imitate Collusion Strategies -- Organizing to Implement Tacit Collusion -- Organizational Efficiency -- Organizational Self‐Discipline -- Summary -- Challenge Questions -- Problem Set -- End Notes -- End‐of‐Part 2 Cases -- Case 2-1: McDonald's: Comeback in the U.S. Burger Market? -- Case 2-2: The Levi's Personal Pair Proposal. Case 2-3: Papa John's International, Inc.: Growth Challenges -- Case 2-4: Ryanair-The Low Fares Airline -- Case 2-5: Torrey Nano, Inc. -- Case 2-6: Collusion in Major League Baseball -- Part 3: CORPORATE STRATEGIES -- CHAPTER 8 Vertical Integration -- Outsourcing Services -- What Is Corporate Strategy? -- What Is Vertical Integration? -- The Value of Vertical Integration -- Strategy in Depth: Measuring Vertical Integration -- Vertical Integration and the Threat of Opportunism -- Vertical Integration and Firm Capabilities -- Vertical Integration and Flexibility -- Applying the Theories to the Management of Call Centers -- Research Made Relevant: Empirical Tests of Theories of Vertical Integration -- Integrating Different Theories of Vertical Integration -- Vertical Integration and Sustained Competitive Advantage -- The Rarity of Vertical Integration -- Ethics and Strategy: The Ethics of Outsourcing -- The Imitability of Vertical Integration -- Organizing to Implement Vertical Integration -- Organizational Structure and Implementing Vertical Integration -- Management Controls and Implementing Vertical Integration -- Compensation in Implementing Vertical Integration Strategies -- Summary -- Challenge Questions -- Problem Set -- End Notes -- CHAPTER 9 Corporate Diversification -- Diversifying with a Core Mission -- What is Corporate Diversification? -- Types of Corporate Diversification -- Limited Corporate Diversification -- Related Corporate Diversification -- Unrelated Corporate Diversification -- The Value of Corporate Diversification -- What Are Valuable Economies of Scope? -- Research Made Relevant: How Valuable Are Economies of Scope? -- Can Equity Holders Realize These Economies of Scope on Their Own? -- Ethics and Strategy: Globalization and the Threat of the Multinational Firm -- Corporate Diversification and Sustained Competitive Advantage. The Rarity of Diversification.
Strategic Management and Competitive Advantage: Concepts and Cases, Global Edition.
9781292258058
Business planning Industrial management Strategic planning e-Book Electronic books