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Exploring Strategy, Text and Cases, 12th Edition

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Efnisyfirlit

  • Welcome to Exploring Strategy
  • Title Page
  • Copyright Page
  • Brief contents
  • Contents
  • Illustrations and Thinking Differently
  • List of figures
  • List of tables
  • Preface
  • Exploring Strategy features
  • Exploring Strategy Online
  • Digital Courseware
  • 1 Introducing strategy
    • 1.1 Introduction
      • 1.1.1 Why 'Exploring Strategy'?
    • 1.2 What is strategy?
      • 1.2.1 Defining strategy
      • 1.2.2 The purpose of strategy: mission, vision, values and objectives
      • 1.2.3 Strategy statements
      • 1.2.4 Levels of strategy
    • 1.3 The Exploring Strategy Framework
      • 1.3.1 Strategic position
      • 1.3.2 Strategic choices
      • 1.3.3 Strategy in action
    • 1.4 Working with strategy
    • 1.5 Studying strategy
    • 1.6 Exploring strategy further
      • 1.6.1 Exploring strategy in different contexts
      • 1.6.2 Exploring strategy through different 'strategy lenses'
    • Summary
    • Work assignments
    • Recommended key readings
    • References
    • Case example: The rise of a unicorn: Airbnb
  • Part I The strategic position
    • Introduction to Part I
    • 2 Macro-environment analysis
      • 2.1 Introduction
      • 2.2 PESTEL analysis
        • 2.2.1 Politics
        • 2.2.2 Economics
        • 2.2.3 Social
        • 2.2.4 Technology
        • 2.2.5 Ecological
        • 2.2.6 Legal
        • 2.2.7 Key drivers for change
      • 2.3 Forecasting
        • 2.3.1 Forecast approaches
        • 2.3.2 Directions of change
      • 2.4 Scenario analysis
      • Summary
      • Work assignments
      • Recommended key readings
      • References
      • Case example: Alibaba: the Yangtze River Crocodile
    • 3 Industry and sector analysis
      • 3.1 Introduction
      • 3.2 Industry analysis
        • 3.2.1 Defining the industry
        • 3.2.2 The competitive forces
        • 3.2.3 Complementors and network effects
        • 3.2.4 Implications of the Competitive Five Forces
      • 3.3 Industry types and dynamics
        • 3.3.1 Industry types
        • 3.3.2 Industry structure dynamics
      • 3.4 Competitors and markets
        • 3.4.1 Strategic groups
        • 3.4.2 Market segments
        • 3.4.3 Critical success factors and 'Blue Oceans'
      • 3.5 Opportunities and threats
      • Summary
      • Work assignments
      • Recommended key readings
      • References
      • Case example: Game-changing forces and the global advertising industry
    • 4 Resources and capabilities analysis
      • 4.1 Introduction
      • 4.2 Foundations of resources and capabilities
        • 4.2.1 Resources and capabilities
        • 4.2.2 Threshold and distinctive resources and capabilities
      • 4.3 Distinctive resources and capabilities as a basis of competitive advantage
        • 4.3.1 V – value of resources and capabilities
        • 4.3.2 R – rarity
        • 4.3.3 I – inimitability
        • 4.3.4 O – organisational support
      • 4.4 Analysing resources and capabilities
        • 4.4.1 VRIO analysis
        • 4.4.2 The value chain and value system
        • 4.4.3 Activity systems
        • 4.4.4 Benchmarking
        • 4.4.5 SWOT
      • 4.5 Dynamic capabilities
      • Summary
      • Work assignments
      • Recommended key readings
      • References
      • Case example: Rocket Internet – will the copycat be imitated?
    • 5 Stakeholders and governance
      • 5.1 Introduction
      • 5.2 Stakeholders
        • 5.2.1 Stakeholder groups
        • 5.2.2 Stakeholder mapping
        • 5.2.3 Owners
      • 5.3 Corporate governance
        • 5.3.1 The governance chain
        • 5.3.2 Different governance models
        • 5.3.3 How boards of directors influence strategy
      • 5.4 Social responsibility
      • Summary
      • Work assignments
      • Recommended key readings
      • References
      • Case example: Petrobras and the Lizards
    • 6 History and culture
      • 6.1 Introduction
      • 6.2 History and strategy
        • 6.2.1 Historical relationships
        • 6.2.2 Historical analysis
      • 6.3 Culture and strategy
        • 6.3.1 Geographically based cultures
        • 6.3.2 Organisational fields
        • 6.3.3 Organisational culture
        • 6.3.4 Culture's influence on strategy
        • 6.3.5 Analysing culture: the cultural web
        • 6.3.6 Undertaking cultural analysis
      • 6.4 Strategic drift
      • Summary
      • Work assignments
      • Recommended key readings
      • References
      • Case example: Uber and the ubermensch
      • Commentary on Part I The strategy lenses
      • Case example: How does Facebook make strategy?
  • Part II Strategic choices
    • Introduction to Part II
    • 7 Business strategy and models
      • 7.1 Introduction
      • 7.2 Generic competitive strategies
        • 7.2.1 Cost leadership strategy
        • 7.2.2 Differentiation strategy
        • 7.2.3 Focus strategy
        • 7.2.4 Hybrid strategy
        • 7.2.5 The Strategy Clock
      • 7.3 Interactive strategies
        • 7.3.1 Interactive price and quality strategies
        • 7.3.2 Game theory
      • 7.4 Business models
        • 7.4.1 Value creation, configuration and capture
        • 7.4.2 Business model patterns
        • 7.4.3 Multi-sided platforms
      • Summary
      • Work assignments
      • Recommended key readings
      • References
      • Case example: The IKEA approach
    • 8 Corporate strategy
      • 8.1 Introduction
      • 8.2 Strategy directions
        • 8.2.1 Market penetration
        • 8.2.2 Product and service development
        • 8.2.3 Market development
        • 8.2.4 Unrelated diversification
      • 8.3 Diversification drivers
      • 8.4 Diversification and performance
      • 8.5 Vertical integration
        • 8.5.1 Forward and backward integration
        • 8.5.2 To integrate or to outsource?
        • 8.5.3 Divestment
      • 8.6 Value creation and the corporate parent
        • 8.6.1 Value-adding and value-destroying activities of corporate parents
        • 8.6.2 The portfolio manager
        • 8.6.3 The synergy manager
        • 8.6.4 The parental developer
      • 8.7 Portfolio matrices
        • 8.7.1 The BCG (or growth/share) matrix
        • 8.7.2 The directional policy (GE–McKinsey) matrix
        • 8.7.3 The parenting matrix
      • Summary
      • Work assignments
      • Recommended key readings
      • References
      • Case example: Grand strategies in vision
    • 9 International strategy
      • 9.1 Introduction
      • 9.2 Internationalisation drivers
      • 9.3 Geographic sources of advantage
        • 9.3.1 Locational advantage: Porter's diamond
        • 9.3.2 The international value system
      • 9.4 International strategies
      • 9.5 Market selection and entry
        • 9.5.1 Country and market characteristics
        • 9.5.2 Competitive characteristics
        • 9.5.3 Entry mode strategies
      • 9.6 Subsidiary roles in an international portfolio
      • 9.7 Internationalisation and performance
      • Summary
      • Work assignments
      • Recommended key readings
      • References
      • Case example: China goes to Hollywood: Wanda's move into the US movie industry
    • 10 Entrepreneurship and innovation
      • 10.1 Introduction
      • 10.2 Entrepreneurship
        • 10.2.1 Opportunity recognition
        • 10.2.2 Steps in the entrepreneurial process
        • 10.2.3 Stages of entrepreneurial growth
        • 10.2.4 Social entrepreneurship
      • 10.3 Innovation dilemmas
        • 10.3.1 Technology push or market pull
        • 10.3.2 Product or process innovation
        • 10.3.3 Open or closed innovation
      • 10.4 Innovation diffusion
        • 10.4.1 The pace of diffusion
        • 10.4.2 The diffusion S-curve
      • 10.5 Innovators and imitators
        • 10.5.1 First-mover advantages and disadvantages
        • 10.5.2 The incumbent's response
      • Summary
      • Work assignments
      • Recommended key readings
      • References
      • Case example: Rovio's Angry Birds: The evolution of a global entertainment empire
    • 11 Mergers, acquisitions and alliances
      • 11.1 Introduction
      • 11.2 Organic development
      • 11.3 Mergers and acquisitions
        • 11.3.1 Defining M&A
        • 11.3.2 M&A contexts
        • 11.3.3 M&A strategy
        • 11.3.4 M&A processes
        • 11.3.5 M&A strategy over time
      • 11.4 Strategic alliances
        • 11.4.1 Types of strategic alliance
        • 11.4.2 Motives for alliances
        • 11.4.3 Strategic alliance processes
      • 11.5 Comparing acquisitions, alliances and organic development
        • 11.5.1 Buy, ally or DIY?
        • 11.5.2 Key success factors
      • Summary
      • Work assignments
      • Recommended key readings
      • References
      • Case example: Future-proofing business? Sainsbury's acquires Argos
      • Commentary on Part II Strategic choices
  • Part III Strategy in action
    • Introduction to Part III
    • 12 Evaluating strategies
      • 12.1 Introduction
      • 12.2 Organisational performance
        • 12.2.1 Performance measures
        • 12.2.2 Performance comparisons
        • 12.2.3 Gap analysis
        • 12.2.4 Complexities of performance analysis
      • 12.3 Suitability
        • 12.3.1 Ranking and screening
        • 12.3.2 Decision trees
      • 12.4 Acceptability
        • 12.4.1 Return
        • 12.4.2 Risk
        • 12.4.3 Reaction of stakeholders
      • 12.5 Feasibility
        • 12.5.1 Financial feasibility
        • 12.5.2 People and skills
      • 12.6 Evaluation
        • 12.6.1 Three qualifications
      • Summary
      • Work assignments
      • Recommended key readings
      • References
      • Case example: ITV: DIY, buy or ally?
    • 13 Strategy development processes
      • 13.1 Introduction
      • 13.2 Deliberate strategy development
        • 13.2.1 The role of the strategic leader
        • 13.2.2 Strategic planning systems
        • 13.2.3 Externally imposed strategy
      • 13.3 Emergent strategy development
        • 13.3.1 Logical incrementalism
        • 13.3.2 Strategy as the outcome of political processes
        • 13.3.3 Strategy as the result of organisational structures and systems
      • 13.4 Implications for managing strategy development
        • 13.4.1 Strategy development in different contexts
        • 13.4.2 Managing deliberate and emergent strategy
      • Summary
      • Work assignments
      • Recommended key readings
      • References
      • Case example: Alphabet: who and what drives strategy
    • 14 Organising and strategy
      • 14.1 Introduction
      • 14.2 Structural types
        • 14.2.1 The functional structure
        • 14.2.2 The divisional structure
        • 14.2.3 The matrix structure
        • 14.2.4 Multinational/transnational structures
        • 14.2.5 Project-based structures
        • 14.2.6 Strategy and structure fit
      • 14.3 Systems
        • 14.3.1 Planning systems
        • 14.3.2 Cultural systems
        • 14.3.3 Performance targeting systems
        • 14.3.4 Market systems
      • 14.4 Agility and resilience
      • 14.5 Configurations
      • Summary
      • Work assignments
      • Recommended key readings
      • References
      • Case example: Tencent: Third Time Lucky?
    • 15 Leadership and strategic change
      • 15.1 Introduction
      • 15.2 Leadership and strategic change
        • 15.2.1 Strategic leadership roles
        • 15.2.2 Leadership styles
      • 15.3 Analysing the change context
        • 15.3.1 The change kaleidoscope
        • 15.3.2 Forcefield analysis
      • 15.4 Types of strategic change
        • 15.4.1 Adaptation
        • 15.4.2 Reconstruction (turnaround)
        • 15.4.3 Revolution
        • 15.4.4 Evolution
      • 15.5 Levers for strategic change
        • 15.5.1 A compelling case for change
        • 15.5.2 Challenging the taken for granted
        • 15.5.3 Changing operational processes and routines
        • 15.5.4 Symbolic management
        • 15.5.5 Power and political systems
        • 15.5.6 Timing
        • 15.5.7 Visible short-term wins
      • 15.6 Problems of formal change programmes
      • Summary
      • Work assignments
      • Recommended key readings
      • References
      • Case example: Can the Saturday boy change Marks & Spencer?
    • 16 The practice of strategy
      • 16.1 Introduction
      • 16.2 The strategists
        • 16.2.1 Top managers and directors
        • 16.2.2 Strategic planners
        • 16.2.3 Middle managers
        • 16.2.4 Strategy consultants
        • 16.2.5 Who to involve in strategy development?
      • 16.3 Strategising
        • 16.3.1 Strategy analysis
        • 16.3.2 Strategic issue-selling
        • 16.3.3 Strategic decision making
        • 16.3.4 Communicating strategy
      • 16.4 Strategy methodologies
        • 16.4.1 Strategy workshops
        • 16.4.2 Strategy projects
        • 16.4.3 Hypothesis testing
        • 16.4.4 Business cases and strategic plans
      • Summary
      • Work assignments
      • Recommended key readings
      • References
      • Case example: Participative strategy process in the city of Vaasa
      • Commentary on Part III Strategy in action
  • Case studies
    • Guide to using the case studies
    • Guide to the main focus of cases in the book
    • Glastonbury: from hippy weekend to international festival
    • The global pharmaceutical industry: harnessing a whirlwind
    • Siemens A: The Foresight Programme
    • Relocation, relocation, relocation: evolving strategies to deal with shifting shopping patterns at V
    • Ricoh Canada Inc.
    • H&M in fast fashion: continued success?
    • The Formula 1 constructors
    • 'Access to Healthcare': integrating a CSR programme in Coloplast
    • Manchester United FC: struggling to compete with Europe's elite clubs
    • Adnams: a local company
    • 'Dare to know': challenges in merging two French Universities
    • Ryanair: the low fares airline – new directions?
    • Multi-sided platform competition in the video game industry
    • Megabrew: creating an undisputed global brewing champion?
    • Air Asia and the Tune Group
    • Severstal: a journey from growth to consolidation within the steel industry
    • Indian Premier League: glitz, glamour and globalisation
    • Handelsbanken – Banking done differently
    • Caitec: A Chinese business in Africa
    • Going for a ride: entrepreneurial journeys in the on-demand transportation sector
    • Leadership at Apple Inc.
    • Has Teva been saved? Responding to challenges and problems in generic pharmaceuticals
    • Managing M&A: Elekta's acquisition of Neuromag
    • CRH plc: Optimising value through corporate strategy
    • Counterstrategy: resisting the Mexican narco-trafficking business
    • Oak Tree Inn: growth challenges facing a family-run tourism business
    • Strategic planning at King Faisal Hospital and research centre Saudi Arabia
    • Mormor Magda's Ice Cream: can you be hot in a cool market?
    • Emmaus: the founder as a resource?
    • Siemens B: 'making real what matters'
    • Cultivating a rich harvest at Orchard
    • Strategy Work in Dorr och Portbolaget: How open can you be?
    • In the Boardroom at HomeCo
  • Glossary
  • Name index
  • General index
  • Acknowledgements
  • Back Cover

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Vörumerki: Pearson
Vörunúmer: 9781292282466
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Exploring Strategy, Text and Cases, 12th Edition

Vörumerki: Pearson
Vörunúmer: 9781292282466
Rafræn bók. Uppl. sendar á netfangið þitt eftir kaup

Veldu vöru

5.290 kr.
Fá vöru senda með tölvupósti
5.290 kr.