Efnisyfirlit

• Cover
• Halftitle
• Title
• Copyright
• Dedication
• Brief Table of Contents
• Detailed Table of Contents
• Preface
• Connect
• Create
• Acknowledgements
• About the authors
• Guided tour
• Simulations
• Part One Concepts and Techniques for Crafting and Executing Strategy
  • Section A: Introduction and Overview
    • Chapter 1 What is Strategy and Why is it Important?
      • Opening Case Apple: still at the top of the pile
      • What do we Mean by Strategy?
        • Strategy and the quest for competitive advantage
        • Illustration Capsule 1.1 Sabmiller’s strategy in the brewing and beverage sector
        • Key Debate 1.1 Is competitive advantage sustainable in the twenty-first century?
        • Why an organization’s strategy evolves over time
        • An organization’s strategy is partly proactive and partly reactive
      • The relationship between an organization’s strategy and its business model
        • Illustration Capsule 1.2 Web-based financial services – Zopa.com, a peer to peer lending website, and first direct, a UK-based telephone and internet bank
        • Emerging Theme 1.1 Using innovative and multiple business models to achieve advantage
      • What makes a good strategy?
        • Illustration Capsule 1.3 Testing an organization’s strategy: a more detailed approach
      • Why crafting and executing strategy are important tasks
        • Good strategy + Good strategy Execution = Good management
      • The Road Ahead
      • The 6 DS of strategic management
        • Diagnosis
        • Direction
        • Decisions
        • Delivery
        • Dynamism
        • Disorder
        • Chapter Summary and Key Points
        • Closing Case Adidas and Nike – who will win the race to the top?
        • Assurance of Learning Exercises
        • Exercises for Simulation Participants
        • Recommended Reading
        • Endnotes
  • Section B: Strategic Direction
    • Chapter 2 Leading the Process of Crafting and Executing Strategy
      • Opening Case Goal setting: the failure of Nokia in the wireless world
      • What does the strategy-making, strategy-executing process entail?
      • Direction: developing a strategic vision, a mission and a set of explicit values
        • Developing a strategic vision
        • Communicating the strategic vision
        • Crafting a mission statement
        • Key Debate 2.1 Are mission statements truthful and effective?
        • Linking the vision and mission with organizational explicit values
        • Illustration Capsule 2.1 Zappos family mission and core values
      • Setting objectives
        • What kinds of objectives to set
        • Illustration Capsule 2.2 Examples of company objectives
      • Crafting a strategy
        • Strategy-making involves managers at all organizational levels
        • A Strategic vision + Objectives + Strategy = A strategic plan
      • Delivering the strategy
      • Diagnosing and evaluating performance, and initiating corrective adjustments
      • Corporate governance
        • Illustration Capsule 2.3 Corporate governance failures at Fannie Mae and Freddie Mac
        • A Different View Shareholder versus stakeholder approach
        • Emerging Theme 2.1 New trends in raising capital and company ownership
        • Chapter Summary and Key Points
        • Closing Case Embedding A Vision: Scandic Hotels
        • Assurance of Learning Exercises
        • Exercises for Simulation Participants
        • Recommended Reading
        • Endnotes
  • Section C: Strategic Diagnosis
    • Chapter 3 Evaluating an Organization’s External Environment
      • Opening Case When mining and metals hit rock bottom
      • The key elements of an organization’s external environment: an overview
        • The strategically relevant components of an organization’s macro-environment
      • Thinking strategically about an organization’s industry and competitive environment
      • Question 1: does the industry offer attractive opportunities?
      • Question 2: what kinds of competitive forces are industry members facing and how strong are they?
        • Identifying competitors, potential rivals and substitutes
        • Illustration Capsule 3.1 Spotify and the digital music industry
        • Competitive pressures created by the rivalry among competing sellers
        • Competitive pressures associated with the threat of new entrants
        • Additional Entry Threat Considerations
        • Competitive pressures from the sellers of substitute products
        • Competitive pressures stemming from supplier bargaining power
        • Competitive pressures stemming from buyer bargaining power and price sensitivity
        • Competitive pressures stemming from complementary products and services
        • Is the collective strength of the competitive forces conducive to good profitability?
      • Question 3: what factors are driving industry change and what impacts will they have?
        • Analysing industry dynamics
        • Identifying an industry’s drivers of change
        • Assessing the impact of the factors driving industry change
        • Emerging Theme 3.1 Ripple intelligence
        • Developing a strategy that takes the changes in industry conditions into account
        • Scenario planning
        • Illustration Capsule 3.2 Future scenarios for the fashion industry
      • Question 4: How are industry rivals positioned – who is strongly positioned and who is not?
        • Using strategic group maps to assess the market positions of key competitors
        • Illustration Capsule 3.3 Comparative market positions of selected hotel companies: a strategic group map example
        • What can be learned from strategic group maps?
      • Question 5: what strategic moves are rivals likely to make next?
        • A Different View Finding Uncontested Strategic Space: Blue Ocean Strategy
      • Question 6: what are the key factors for future competitive success?
      • Question 7: does the industry offer good prospects for attractive profits?
        • Key Debate 3.1 Is industry-level analysis the best way to view the competitive environment?
        • Chapter Summary and Key Points
        • Closing Case Uber: nightmare new entrant?
        • Assurance of Learning Exercises
        • Exercises for Simulation Participants
        • Recommended Reading
        • Endnotes
    • Chapter 4 Evaluating a Company’s Resources and Capabilities
      • Opening Case H&M: Is it all about speed in fast fashion?
      • Question 1: what are the organization’s competitively important resources and capabilities?
        • Identifying the organization’s resources and capabilities
        • Emerging Theme 4.1 Knowledge and ‘functional stupidity’ in organizations
        • Determining whether an organization’s resources and capabilities are strong enough to produce a sustainable competitive advantage
        • Illustration Capsule 4.1 Inditex: mastering the hierarchy of dynamic capabilities
      • Question 2: is the organization able to take advantage of external opportunities and overcome external threats?
        • Identifying an organization’s internal strengths
        • Identifying organizational weaknesses and competitive deficiencies
        • Identifying opportunities
        • Identifying the threats to an organization’s future profitability
        • What do the SWOT listings reveal?
        • A Different View A Critical Look at SWOT
        • Tows
      • Question 3: Are the organization’s prices and costs competitive, and does it have an appealing customer value proposition?
        • The concept of a value chain
        • Illustration Capsule 4.2 The value chain for just coffee, a producer of fair-trade organic coffee
        • The value chain system for an entire industry
        • Benchmarking: a tool for assessing whether the costs and effectiveness of an organization’s value chain activities are in line
        • Strategic options for remedying a disadvantage in costs or effectiveness
        • Illustration Capsule 4.3 Benchmarking and ethical conduct
        • Translating Proficient Performance of Value Chain Activities into Competitive Advantage
      • Question 4: does the organization have competitive strength?
        • Strategic Implications of Competitive Strength Assessments
        • Key Debate 4.1 Extending the resource-based view
      • Question 5: what strategic issues and problems merit priority managerial attention?
      • Question 6: how well is the organization’s strategy working?
        • Chapter Summary and Key Points
        • Closing Case King digital entertainment: development of dynamic capabilities or the result of luck?
        • Assurance of Learning Exercises
        • Exercises for Simulation Participants
        • Recommended Reading
        • Endnotes
  • Section D: Strategic Decisions
    • Chapter 5 Strategies for Competitive Advantage: Generic Strategies and Beyond
      • Opening Case Different approaches to online dating
      • The five generic competitive strategies
      • Low-cost provider strategies
        • The two major avenues for achieving a cost advantage
        • Illustration Capsule 5.1 How Aldi And Lidl developed low-cost strategies that even Walmart could not match
        • The keys to being a successful low-cost provider
        • When a low-cost provider strategy works best
        • Pitfalls to avoid in pursuing a low-cost provider strategy
        • Key Debate 5.1 Is cost leadership a discrete position or just another type of differentiation?
      • Broad differentiation strategies
        • Managing the value chain to create the differentiating attributes
        • Delivering superior value via a broad differentiation strategy
        • When a differentiation strategy works best
        • Pitfalls to avoid in pursuing a differentiation strategy
        • Illustration Capsule 5.2 Competing successfully with low-cost rivals
      • Focused (or Market Niche) strategies
        • A focused low-cost strategy
        • A focused differentiation strategy
        • When a focused low-cost or focused differentiation strategy is attractive
        • Emerging Theme 5.1 Technology: is focus the strategy of the future?
        • The risks of a focused low-cost or focused differentiation strategy
        • Illustration Capsule 5.3 Burberry: attracting the right customers
      • Best-cost Provider Strategies
        • When a best-cost provider strategy works best
        • Illustration Capsule 5.4 Technology-driven best-cost strategy: Les Nouveaux Ateliers
        • Best-cost provider strategy: big risk or the only option in future?
      • The contrasting features of the five generic competitive strategies: a summary
        • Successful competitive strategies are resource-based
        • A Different View Combining Generic Strategies with the Resource-based View: The Market-control/value Matrix
        • Chapter Summary and Key Points
        • Closing Case LA Fitness: caught between boutique and budget gyms
        • Assurance of Learning Exercises
        • Exercises for Simulation Participants
        • Recommended Reading
        • Endnotes
    • Chapter 6 Strategies for Changing the Game: New Ways of Operating and Altering the Scope of Operations
      • Opening Case What happened to Nintendo’s blue ocean?
      • Going on the offensive: strategic options to improve a company’s market position
        • Choosing the basis for competitive attack
        • Choosing which rivals to attack
        • Blue ocean strategy: a special kind of offensive
      • Defensive strategies: protecting market position and competitive advantage
        • Blocking the avenues open to challengers
        • Signalling challengers that retaliation is likely
      • Timing a company’s offensive and defensive strategic moves
        • The potential for first-mover advantages
        • Illustration Capsule 6.1 Amazon.com’s first-mover advantage in online retailing
        • The benefits of being a fast follower
        • The potential for late-mover advantages
        • To be a first mover or not?
        • Illustration Capsule 6.2 New bases for competitive advantage
      • Strengthening an organization’s market position via its scope of operations
        • Illustration Capsule 6.3 Horizontal and vertical scope options in the confectionery sector
      • Horizontal merger and acquisition strategies
        • Illustration Capsule 6.4 Al Noor and Mediclinic Merger
        • Why mergers and acquisitions sometimes fail to produce anticipated results
      • Vertical integration strategies
        • The advantages of a vertical integration strategy
        • The disadvantages of a vertical integration strategy
        • Weighing the pros and cons of vertical integration
      • Outsourcing strategies: narrowing the scope of operations
        • A major risk of outsourcing value chain activities
        • Key Debate 6.1 Is innovation better suited within or outside an organization?
      • Strategic alliances and partnerships
        • Why and how strategic alliances are advantageous
        • Capturing the benefits of strategic alliances
        • The drawbacks of strategic alliances and partnerships
        • How to make strategic alliances work
        • Emerging Theme 6.1 Using business ecosystems for competitive advantage
        • Chapter Summary and Key Points
        • Closing Case Safaricom and M-Pesa: Innovation through partnership
        • Assurance of Learning Exercises
        • Exercises for Simulation Participants
        • Recommended Reading
        • Endnotes
    • Chapter 7 Strategies for International Growth
      • Opening Case Oriflame
      • Why organizations decide to enter international markets
      • Why competing across national borders makes strategy-making more complex
        • Cross-country variation in factors that affect industry competitiveness
        • Locating value chain activities for competitive advantage
        • The impact of government policies and economic conditions in host countries
        • The risks of adverse exchange rate shifts
        • Cross-country differences in demographic, cultural and market conditions
        • Illustration Capsule 7.1 Diamond model revisited
      • The concepts of multidomestic competition and global competition
      • Strategic options for entering and competing in international markets
        • Illustration Capsule 7.2 Entry strategy: the radio model (WBMH)
        • Export strategies
        • Licensing strategies
        • Franchising strategies
        • Acquisition strategies
        • Greenfield venture strategies
        • Alliance and joint venture strategies
        • Illustration Capsule 7.3 Four examples of cross-border strategic alliances
      • Competing Internationally: The three main strategic approaches
        • Multidomestic strategy: think local, act local
        • Global strategy: think global, act global
        • Transnational strategy: think global, act local
      • The quest for competitive advantage in the international arena
        • Using location to build competitive advantage
        • Sharing and transferring resources and capabilities across borders to build competitive advantage
        • Using cross-border co-ordination for competitive advantage
        • Emerging Theme 7.1 Born globals
      • Profit sanctuaries and cross-border strategic moves
        • Using cross-market subsidization to make a strategic move
        • Using cross-border tactics to defend against international rivals
      • Strategies for competing in the markets of developing countries
        • Illustration Capsule 7.4 Yum! brands’ strategy for becoming the leading food service brand in China
        • Strategy options for competing in developing country markets
      • Defending against global giants: strategies for local organizations in developing countries
        • Illustration Capsule 7.5 How CTRIP successfully defended against international rivals to become China’s largest online travel agency
        • Key Debate 7.1 Globalization
        • Chapter Summary and Key Points
        • Closing Case Netcare: create a truly global company or focus on home?
        • Assurance of Learning Exercises
        • Exercises for Simulation Participants
        • Recommended Reading
        • Endnotes
    • Chapter 8 Strategies for Managing a Group of Businesses: Diversification
      • Opening Case Extending the brand: Victorinox
      • When to diversify
        • Illustration Capsule 8.1 Corporate growth strategies
      • Building shareholder value: a primary justification for diversifying
      • Strategies for entering new businesses
        • Acquisition of an existing business
        • Internal development
        • Joint ventures
        • Choosing a mode of entry
      • Choosing the diversification path: related versus unrelated businesses
      • Strategic fit and diversification into related businesses
        • Identifying cross-business strategic fit along the value chain
        • A Different View Related Diversification as a Pursuit of Market Adjacencies
        • Strategic fit, economies of scope and competitive advantage
        • Emerging Theme 8.1 The increased value of a diversification strategy in emerging economies
      • Diversification into unrelated businesses
        • Building shareholder value via unrelated diversification
        • The path to greater shareholder value through unrelated diversification
        • The drawbacks of unrelated diversification
        • Inadequate reasons for pursuing unrelated diversification
        • Key Debate 8.1 Theory on determinants of the boundaries of the firm
      • Combination related–unrelated diversification strategies
      • Evaluating the strategy of a diversified organization
        • Step 1: evaluating industry attractiveness
        • Step 2: evaluating business-unit competitive strength
        • Step 3: checking the competitive advantage potential of cross- business strategic fit
        • Step 4: checking for resource fit
        • Step 5: ranking the performance prospects of business units and assigning a priority for resource allocation
        • Step 6: crafting new strategic moves to improve overall corporate performance
        • Illustration Capsule 8.2 Managing diversification at Johnson & Johnson: the benefits of cross-business strategic fit
        • Illustration Capsule 8.3 VF’s corporate restructuring strategy, which made it the star of the apparel industry
        • Chapter Summary and Key Points
        • Closing Case Who has the parenting advantage? Philips exits TV
        • Assurance of Learning Exercises
        • Exercises for Simulation Participants
        • Recommended Reading
        • Endnotes
    • Chapter 9 Strategies for Sustainability: People, Planet and Profit
      • Opening Case Ethics and banking
      • What do we mean by business ethics?
      • Where do ethical standards come from – are they universal or dependent on local norms?
        • Illustration Capsule 9.1 Building ethical standards across Apple’s supply chain
        • The school of ethical universalism
        • The school of ethical relativism
        • Ethics and integrated social contracts theory
      • How and why ethical standards impact on the tasks of crafting and executing strategy
      • What are the drivers of unethical strategies and business behaviour?
        • Faulty oversight and the overzealous pursuit of personal gain, wealth and self-interest
        • Illustration Capsule 9.2 Investment fraud at Bernard L. Madoff investment securities and Stanford Financial Group
        • Heavy pressures on managers to meet or beat short-term earnings targets
        • An organizational culture that puts profitability and business performance ahead of ethical behaviour
        • Illustration Capsule 9.3 Rebuilding siemens’ reputation
      • Why should an organization’s strategies be ethical?
        • The moral case for an ethical strategy
        • Emerging Theme 9.1 Technology and socio-cultural change
        • The business case for ethical strategies
      • Strategy, corporate social responsibility and environmental sustainability
        • What do we mean by CSR?
        • Key Debate 9.1 Who is responsible for CSR?
        • Illustration Capsule 9.4 Novo Nordisk’s triple bottom line
        • What do we mean by sustainability and sustainable business practices?
        • Crafting CSR and sustainability strategies
        • The moral case for CSR and environmentally sustainable business practices
      • The business case for CSR and environmentally sustainable business practices
        • Chapter Summary and Key Points
        • Closing Case News Corporation at bay
        • Assurance of Learning Exercises
        • Exercises for Simulation Participants
        • Recommended Reading
        • Endnotes
  • Section E: Strategy Delivery
    • Chapter 10 Configuring the Organization
      • Opening Case Turning around the Co-operative Bank
      • A framework for executing strategy
        • The principal components of the strategy execution process
      • Building an organization capable of good strategy execution: where to begin
      • Strategy execution and structure
        • Deciding which value chain activities to perform internally and which to outsource
        • Aligning the firm’s organizational structure with its strategy
        • Determining how much authority to delegate
        • Emerging Theme 10.1 New structures: empty bird’s nests, G-forms and research commons
        • Facilitating collaboration with external partners and strategic allies
        • Further perspectives on structuring the work effort
      • People: staffing the organization
        • Putting together a strong management team
        • Illustration Capsule 10.1 How GE develops a talented and deep management team
        • Recruiting, training and retaining capable employees
      • Systems for strategy execution
        • Support systems
        • Control systems
        • A Different View Dynamic Control Systems
        • Reward systems
        • Illustration Capsule 10.2 What organizations do to motivate and reward employees
      • Organizational processes, policies and procedures that facilitate strategy execution
        • Allocating resources to the strategy execution effort
        • Building and strengthening core competences and competitive capabilities
        • Illustration Capsule 10.3 Toyota’s legendary production system: a capability that translates into competitive advantage
        • Instituting policies and procedures that facilitate strategy execution
      • Configuration/Alignment
        • Configuration
        • Alignment
        • Key Debate 10.1 Alignment vs Agility
        • Chapter Summary and Key Points
        • Closing Case Lego: brick by brick to the top of the pile
        • Assurance of Learning Exercises
        • Exercises for Simulation Participants
        • Recommended Reading
        • Endnotes
    • Chapter 11 Corporate Culture and Leadership: Keys to Good Strategy Execution
      • Opening Case Expressing small-town values in a global organization: Ikea
      • Instilling an organizational culture that promotes good strategy execution
        • Illustration Capsule 11.1 The organizational culture at google
        • Identifying the Key Features of an Organization’s Culture
        • A Different View Schein’s Levels of Culture
        • Organizational cultures can be strongly or weakly embedded
        • Why organizational cultures matter to the strategy execution process
        • Healthy cultures that aid good strategy execution
        • Unhealthy cultures that impede good strategy execution
        • A Different View A Taxonomy of Organizational Culture
        • Changing a problem culture: the role of leadership
        • Illustration Capsule 11.2 Changing the ‘old Detroit’ culture at Chrysler
      • Leading the strategy execution process
        • Staying on top of how well things are going
        • Putting constructive pressure on organizational units to execute the strategy well and achieve operating excellence
        • Key Debate 11.1 What is organizational culture?
        • Emerging Theme 11.1 Millennial leadership?
        • Leading the process of making corrective adjustments
        • Illustration Capsule 11.3 Microsoft Sweden: Introduction of an activity-based office
      • A final word on leading the process of crafting and executing strategy
        • Chapter Summary and Key Points
        • Closing Case Gail Kelly: The banking CEO with the human touch
        • Assurance of Learning Exercises
        • Exercises for Simulation Participants
        • Recommended Reading
        • Endnotes
• Part Two Cases in Crafting and Executing Strategy
  • Case Carnival Corporation & plc
    • Company background
      • Acquisitions
      • New ships, new destinations
      • Stormy seas
    • Cruising’s evolution
    • A cyclical industry
    • Scanning the horizon
    • The era of the ‘smart ship’
    • Green ocean strategy
    • Complex supply chains
    • The new strategy
    • The board meeting
      • Endnotes
  • Case Saving Waterstones
    • Company background
    • The revolution in bookselling
    • Looking to the future
    • The new owner
    • Change at the top
    • Daunt’s strategy
    • The conference call
      • Sources
  • Case Tesla and the Future of the Automotive Industry
    • Company background
    • The battle in the boardroom
    • The ‘Musk’ way
    • The automobile industry in the 21st century
    • Innovation
    • Regulation and hand-outs
    • Commodities and financing
    • Global markets and consumption patterns
    • Luxury versus ultra low cost
    • The electric vehicle market
      • Sources
  • Case Kenya Airways: the Respected African Airline – an Optimistic Future?
    • Company background
    • The turbulent environment of airlines
    • The strategic implementation of ancillary services
    • Investors’ perspectives
    • Kenya Airways’ operational approach
    • Staff costs and productivity
    • Passenger quality services
    • Marketing strategy
    • The local and international competition
    • Risks and challenges
    • Leading Kenya Airways into a bright future
    • The promise in the next 10 to 20 years
      • Endnotes
  • Case AmSafe Bridport
    • Company background
    • The impact of a new base overseas
    • The product portfolio
    • The competition
    • Recent trends and uncertainties
    • The company and its allies
    • Changing owners
    • The new strategy
  • Case Reinventing Accor
    • Company background
    • Demerger
      • Hennequin’s strategy
    • The global hotel industry
      • History
      • Current trends
      • Key players in the global hotel industry
    • The boardroom coup
    • The new strategy
      • Endnotes
  • Case PepsiCo’s Diversification Strategy in 2014
    • Company history
      • The 2001 acquisition of quaker oats
      • Acquisitions after 2001
    • Building shareholder value in 2014
      • Frito-Lay North America
      • Quaker foods North America
      • Latin American foods
      • PepsiCo America’s beverages
      • PepsiCo Europe
      • Asia, Middle East and Africa
      • Value chain alignment between PepsiCo brands and products
    • PepsiCo’s strategic situation in 2014
      • Endnotes
  • Case Nedbank
    • Company background
    • The human disengagement that resulted from the restructure
    • Top-line findings
    • Recommended remedial actions
    • So what did we do?
    • The outcome
      • Sources
  • Case TOMS Shoes: a Dedication to Social Responsibility
    • Company background
    • Industry background
      • Building the TOMS brand
    • A business model dedicated to socially responsible behaviour
      • Giving Partners
      • Building a relationship with Giving Partners
    • Maintaining a dedication to corporate social responsibility
      • Giving trips
      • Environmental sustainability
      • Creating the TOMS workforce
    • Financial success at TOMS
      • Production at TOMS
      • The future
      • Endnotes
  • Case Deere & Company in 2014: Its International Strategy in the Agricultural, Construction and Forestry Equipment Industry
    • Company history
    • Overview of the tractor and agricultural equipment industry
      • Industry competition
      • International markets for agricultural equipment
      • Deere & Company’s strategy in 2014
    • Deere’s rivals in the tractor and agricultural equipment industry
      • CNH Industrial NV
      • AGCO corporation
      • Caterpillar, Inc.
    • The future for Deere & Company
  • Case KBC’s Digital Transformation: a Strategic Response
    • Company background
    • KBC’s response to digitization
    • Digital strategy: ‘Klant 2020’
    • Programme organization
    • Project life cycle
    • Roll-out status
      • Endnotes
  • Case Tesco PLC
    • Company background
      • More products and more stores
      • Services and systems
      • Structure
      • Working-class culture
      • The crisis unfolds
    • Post-recession shopping
    • An industry in turmoil
    • The changing UK population
    • E-tailing and the online grocery sector
    • Suppliers and buyers
    • The crisis deepens
    • Next steps
    • The meeting with the new directors
• Index

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