Efnisyfirlit

• About Fundamentals of Strategy
• Title Page
• Copyright Page
• Brief contents
• Contents
• Getting the most from Fundamentals of Strategy
• Fundamentals of Strategy Online
• 1 Introducing strategy
  • 1.1 Introduction
  • 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 Strategy development process
  • Summary
  • Recommended key readings
  • References
  • Case example: The rise of a unicorn: Airbnb
• 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
  • 2.3 Forecasting
    • 2.3.1 Forecast approaches
    • 2.3.2 Directions of change
  • 2.4 Scenario analysis
  • Summary
  • 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 dynamics
    • 3.3.1 The industry life cycle
    • 3.3.2 Comparative industry structure analyses
  • 3.4 Competitors and markets
    • 3.4.1 Strategic groups
    • 3.4.2 Market segments
  • 3.5 Opportunities and threats
  • Summary
  • 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
    • 4.4.3 SWOT
  • 4.5 Dynamic capabalities
  • Summary
  • Recommended key readings
  • References
  • Case example: Rocket Internet – will the copycat be imitated?
• 5 Stakeholders and culture
  • 5.1 Introduction
  • 5.2 Stakeholders
    • 5.2.1 Stakeholder groups
    • 5.2.2 Stakeholder mapping
    • 5.2.3 Owners
  • 5.3 Corporate governance
  • 5.4 Corporate social responsibility
  • 5.5 Culture and strategy
    • 5.5.1 Organisational culture
    • 5.5.2 Analysing culture: the cultural web
  • Summary
  • Recommended key reading
  • References
  • Case example: Uber and the ubermensch
• 6 Business strategy and models
  • 6.1 Introduction
  • 6.2 Generic competitive strategies
    • 6.2.1 Cost-leadership strategy
    • 6.2.2 Differentiation strategy
    • 6.2.3 Focus strategy
    • 6.2.4 Hybrid strategy
  • 6.3 Game theory
  • 6.4 Business models
    • 6.4.1 Value creation, configuration and capture
    • 6.4.2 Business model patterns
  • Summary
  • Recommended key readings
  • References
  • Case example: The IKEA approach
• 7 Corporate strategy
  • 7.1 Introduction
  • 7.2 Strategy directions
    • 7.2.1 Market penetration
    • 7.2.2 Product and service development
    • 7.2.3 Market development
    • 7.2.4 Unrelated diversification
  • 7.3 Diversification drivers
  • 7.4 Vertical integration
    • 7.4.1 Forward and backward integration
    • 7.4.2 To integrate or to outsource?
  • 7.5 Value creation and the corporate parent
    • 7.5.1 Value-adding activities
  • 7.6 The BCG (or growth/share) matrix
  • 7.7 International diversification strategy
  • 7.8 Growth methods: organic, acquisitions and alliances
  • Summary
  • Recommended key readings
  • References
  • Case example: Grand strategies in vision
• 8 Entrepreneurship and innovation
  • 8.1 Introduction
  • 8.2 Entrepreneurship
    • 8.2.1 Opportunity recognition
    • 8.2.2 Steps in the entrepreneurial process
    • 8.2.3 Stages of entrepreneurial growth
  • 8.3 Innovation dilemmas
    • 8.3.1 Technology push or market pull
    • 8.3.2 Product or process innovation
    • 8.3.3 Open or closed innovation
  • 8.4 Innovation diffusion
    • 8.4.1 The pace of diffusion
    • 8.4.2 The diffusion S-curve
  • 8.5 Innovators and imitators
    • 8.5.1 First-mover advantages and disadvantages
    • 8.5.2 The incumbent’s response
  • Summary
  • Recommended key reading
  • References
  • Case example: Rovio’s Angry Birds: The evolution of a global entertainment empire
• 9 Strategy in action
  • 9.1 Introduction
  • 9.2 Structural types
    • 9.2.1 The functional structure
    • 9.2.2 The divisional structure
    • 9.2.3 The matrix structure
    • 9.2.4 Multinational/transnational structure
    • 9.2.5 Project-based structures
  • 9.3 Systems
    • 9.3.1 Planning systems
    • 9.3.2 Cultural systems
    • 9.3.3 Performance targeting systems
    • 9.3.4 Market systems
  • 9.4 Strategic leadership
  • 9.5 Types of strategic change
    • 9.5.1 Adaptation
    • 9.5.2 Reconstruction
    • 9.5.3 Revolution
    • 9.5.4 Evolution
  • 9.6 Steps for strategic change: Kotter’s Change Model
  • Summary
  • Recommended key reading
  • References
  • Case example: Tencent: Third Time Lucky?
• Glossary
• Name index
• General index
• Publisher’s acknowledgements
• Back cover

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