Efnisyfirlit

• Cover Page
• Title
• copyright
• Brief Contents
• Contents
• Illustrations and Thinking Differently
• List of figures
• List of tables
• Cross-cutting themes
• 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 Purpose, vision, mission, 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
    • 1.3.4 Cross-cutting themes: non-profits, sustainability and digital transformation
  • 1.4 Strategy careers
  • 1.5 Studying strategy
  • 1.6 Exploring strategy further
    • 1.6.1 Exploring strategy in different organisational types
    • 1.6.2 Exploring strategy through different ‘strategy lenses’
  • Key takeaways
  • Work assignments
  • Recommended key readings
  • References
  • Case example: A viable unicorn? Airbnb
• 2 Working with strategy
  • 2.1 Introduction
  • 2.2 Strategic thinking
    • 2.2.1 Thinking slow
    • 2.2.2 Two brains
    • 2.2.3 Checklists
  • 2.3 Strategic frameworks
    • 2.3.1 SWOT analysis
    • 2.3.2 Using multiple frameworks
    • 2.3.3 Frameworks and theories
  • 2.4 Strategic thinking techniques
    • 2.4.1 Allocentricism
    • 2.4.2 Issue trees
    • 2.4.3 System mapping
  • 2.5 Strategy analysis procedures
    • 2.5.1 Analysing strategy cases
    • 2.5.2 Analysing real organisations
  • 2.6 Developing and communicating strategy
    • 2.6.1 Developing a strategic plan
    • 2.6.2 Good and bad strategy
    • 2.6.3 Presenting strategy
  • Key takeaways
  • Recommended key readings
  • References
  • Case example: Canal+: Competing with Giants
• Part I
  • Introduction to Part I
  • 3 Macro-environment analysis
    • 3.1 Introduction
    • 3.2 PESTEL analysis
      • 3.2.1 Political
      • 3.2.2 Economic
      • 3.2.3 Social
      • 3.2.4 Technological
      • 3.2.5 Ecological
      • 3.2.6 Legal
      • 3.2.7 Key drivers for change
    • 3.3 Forecasting
      • 3.3.1 Forecast approaches
      • 3.3.2 Directions of change
    • 3.4 Scenario analysis
    • Key takeaways
    • Work assignments
    • Recommended key readings
    • References
    • Case example: Gasunie: hydrogen pipedreams
  • 4 Industry and sector analysis
    • 4.1 Introduction
    • 4.2 Industry analysis
      • 4.2.1 Defining the industry
      • 4.2.2 The competitive forces
      • 4.2.3 Implications of the Competitive Five Forces
    • 4.3 Industry types and dynamics
      • 4.3.1 Industry types
      • 4.3.2 Industry structure dynamics
    • 4.4 Ecosystems and complementors
      • 4.4.1 Ecosystems
      • 4.4.2 Complementors
    • 4.5 Strategic groups and market segments
      • 4.5.1 Strategic groups
      • 4.5.2 Market segments
    • Key takeaways
    • Work assignments
    • Recommended key readings
    • References
    • Case example: Game-changing digital forces in the global advertising industry
  • 5 Resources and capabilities analysis
    • 5.1 Introduction
    • 5.2 Foundations of resources and capabilities
      • 5.2.1 Resources and capabilities
      • 5.2.2 Threshold and distinctive resources and capabilities
    • 5.3 Distinctive resources and capabilities as a basis of competitive advantage
      • 5.3.1 V – value of resources and capabilities
      • 5.3.2 R – rarity
      • 5.3.3 I – inimitability
      • 5.3.4 O – organisational support
    • 5.4 Analysing resources and capabilities
      • 5.4.1 VRIO analysis
      • 5.4.2 The value chain and value system
      • 5.4.3 Activity systems
      • 5.4.4 Benchmarking
    • 5.5 Dynamic capabilities
    • Key takeaways
    • Work assignments
    • Recommended key readings
    • References
    • Case example: Reconfiguring retailing resources
  • 6 Purpose and stakeholders
    • 6.1 Introduction
    • 6.2 Organisational and stakeholder values
      • 6.2.1 Organisational values
      • 6.2.2 Stakeholder groups
      • 6.2.3 Stakeholder mapping
      • 6.2.4 Owners
    • 6.3 Organisational purpose
      • 6.3.1 Social responsibility
      • 6.3.2 Managing hybrid organisations
    • 6.4 Organisational governance
    • Key takeaways
    • Work assignments
    • Recommended key readings
    • References
    • Case example: Petrobras: keep on trucking
  • 7 Culture and strategy
    • 7.1 Introduction
    • 7.2 History, geography and fields
      • 7.2.1 Historical influences
      • 7.2.2 Geographical influences
      • 7.2.3 Field influences
    • 7.3 Organisational culture
      • 7.3.1 Analysing culture: the cultural web
    • 7.4 Deliberate and emergent cultural impacts
      • 7.4.1 Organisational identity
      • 7.4.2 Strategic drift
    • Key takeaways
    • Work assignments
    • Recommended key readings
    • References
    • Case example: Has Uber overcome the ubermensch?
    • Commentary on Part I The strategy lenses
    • Case example: How does Meta make strategy?
• Part II
  • Introduction to Part II
  • 8 Business strategy and models
    • 8.1 Introduction
    • 8.2 Competitive strategies
      • 8.2.1 Cost-leadership strategy
      • 8.2.2 Differentiation strategy
      • 8.2.3 Focus strategy
      • 8.2.4 Hybrid strategy
      • 8.2.5 Blue Ocean Strategy
    • 8.3 Interactive strategies
      • 8.3.1 Interdependence between rivals
      • 8.3.2 Game theory
    • 8.4 Business models
      • 8.4.1 Value creation, configuration and capture
      • 8.4.2 Business model patterns
      • 8.4.3 Multi-sided platforms and strategies
    • Key takeaways
    • Work assignments
    • Recommended key readings
    • References
    • Case example: The (new) IKEA approach
  • 9 Corporate strategy
    • 9.1 Introduction
    • 9.2 Strategy directions
      • 9.2.1 Market penetration
      • 9.2.2 Market development
      • 9.2.3 Product and service development
      • 9.2.4 Unrelated diversification
    • 9.3 Diversification drivers
    • 9.4 Diversification and performance
    • 9.5 Vertical integration
      • 9.5.1 Forward and backward integration
      • 9.5.2 To integrate or to outsource?
      • 9.5.3 Divestment
    • 9.6 Value creation and the corporate parent
      • 9.6.1 Value-adding and value-destroying activities of corporate parents
      • 9.6.2 The portfolio manager
      • 9.6.3 The synergy manager
      • 9.6.4 The parental developer
    • 9.7 Portfolio matrices
      • 9.7.1 The BCG (or growth/share) matrix
      • 9.7.2 The directional policy (GE–McKinsey) matrix
      • 9.7.3 The parenting matrix
    • Key takeaways
    • Work assignments
    • Recommended key readings
    • References
    • Case example: Grand strategies in vision
  • 10 International strategy
    • 10.1 Introduction
    • 10.2 Internationalisation drivers
    • 10.3 Geographic sources of advantage
      • 10.3.1 Locational advantage: Porter’s diamond
      • 10.3.2 The international value system
    • 10.4 International strategies
    • 10.5 Market selection and entry
      • 10.5.1 Country and market characteristics
      • 10.5.2 Competitive characteristics
      • 10.5.3 Entry mode strategies
    • 10.6 Subsidiary roles and strategies in multinational firms
    • Key takeaways
    • Work assignments
    • Recommended key readings
    • References
    • Case example: Tomra’s institutional challenges
  • 11 Entrepreneurship and innovation
    • 11.1 Introduction
    • 11.2 Entrepreneurship
      • 11.2.1 Opportunity recognition
      • 11.2.2 Entrepreneurial process steps
      • 11.2.3 Stages of entrepreneurial growth
      • 11.2.4 Social entrepreneurship
    • 11.3 Innovation dilemmas
      • 11.3.1 Technology push or market pull
      • 11.3.2 Product or process innovation
      • 11.3.3 Open or closed innovation
    • 11.4 Innovation diffusion
      • 11.4.1 The pace of diffusion
      • 11.4.2 The diffusion S-curve
    • 11.5 Innovators and imitators
      • 11.5.1 First-mover advantages and disadvantages
      • 11.5.2 The incumbent’s response
    • Key takeaways
    • Work assignments
    • Recommended key readings
    • References
    • Case example: Globalwork – Building a start-up in Colombia
  • 12 Mergers, acquisitions and alliances
    • 12.1 Introduction
    • 12.2 Organic development
    • 12.3 Mergers and acquisitions
      • 12.3.1 Defining M&A
      • 12.3.2 M&A contexts
      • 12.3.3 M&A strategy
      • 12.3.4 M&A processes
      • 12.3.5 M&A strategy over time
    • 12.4 Strategic alliances
      • 12.4.1 Types of strategic alliance
      • 12.4.2 Motives for alliances
      • 12.4.3 Strategic alliance processes
    • 12.5 Comparing acquisitions, alliances and organic development
      • 12.5.1 Buy, ally or DIY?
      • 12.5.2 Key success factors
    • Key takeaways
    • Work assignments
    • Recommended key readings
    • References
    • Case example: A successful exit: the acquisition of TopNet by Tunisie Telecom
    • Commentary on Part II Strategic choices
• Part III
  • Introduction to Part III
  • 13 Evaluating strategies
    • 13.1 Introduction
    • 13.2 Gap analysis
      • 13.2.1 Performance measures
      • 13.2.2 Performance comparisons
      • 13.2.3 Complexities of performance analysis
    • 13.3 SAFE
      • 13.3.1 Suitability
      • 13.3.2 Acceptability
      • 13.3.3 Feasibility
      • 13.3.4 Evaluation
    • Key takeaways
    • Work assignments
    • Recommended key readings
    • References
    • Case example: ITV: DIY, buy or ally?
  • 14 Strategy development processes
    • 14.1 Introduction
    • 14.2 Deliberate strategy development
      • 14.2.1 The role of the strategic leader
      • 14.2.2 Strategic planning systems
      • 14.2.3 Externally imposed strategy
    • 14.3 Emergent strategy development
      • 14.3.1 Logical incrementalism
      • 14.3.2 Strategy as the outcome of political processes
      • 14.3.3 Strategy as the result of organisational structures and systems
    • 14.4 Implications for managing strategy development
      • 14.4.1 Managing strategy development in different contexts
    • Key takeaways
    • Work assignments
    • Recommended key readings
    • References
    • Case example: From Google to Alphabet to ‘Moonshots’: Strategy development twists and turns
  • 15 Implementing strategy
    • 15.1 Introduction
    • 15.2 Hard implementation
      • 15.2.1 Structural types
      • 15.2.2 Systems
    • 15.3 Soft implementation
      • 15.3.1 Cultural change
      • 15.3.2 Sensemaking
      • 15.3.3 Procedural justice
    • 15.4 Integrating for implementation
      • 15.4.1 Strategic alignment
      • 15.4.2 Strategic configuration
    • Key takeaways
    • Work assignments
    • Recommended key readings
    • References
    • Case example: Tencent: third time lucky?
  • 16 Leadership and strategic change
    • 16.1 Introduction
    • 16.2 Leadership and strategic change
      • 16.2.1 Strategic leadership roles
      • 16.2.2 Leadership styles
    • 16.3 Analysing the change context
      • 16.3.1 Forcefield analysis
      • 16.3.2 The change kaleidoscope
    • 16.4 Types of strategic change
      • 16.4.1 Strategic transformation
      • 16.4.2 Turnaround
      • 16.4.3 Ambidexterity
    • 16.5 Levers for strategic change
      • 16.5.1 A compelling case for change
      • 16.5.2 Challenging the taken for granted
      • 16.5.3 Changing operational processes and routines
      • 16.5.4 Symbolic management
      • 16.5.5 Power and political systems
      • 16.5.6 Timing
      • 16.5.7 Visible short-term wins
    • 16.6 Problematising change
      • 16.6.1 The problems of formal change
      • 16.6.2 Underestimating informal change
      • 16.6.3 The need for resilience
    • Key takeaways
    • Work assignments
    • Recommended key readings
    • References
    • Case example: The Festival d’Aix-en-Provence: leading change in a time of crisis
  • 17 The practice of strategy
    • 17.1 Introduction
    • 17.2 The strategists
      • 17.2.1 Chief executives and directors
      • 17.2.2 Strategic planners
      • 17.2.3 Middle managers
      • 17.2.4 External strategists
    • 17.3 Strategising
      • 17.3.1 Strategy analysis
      • 17.3.2 Strategic issue-selling
      • 17.3.3 Strategic decision making
      • 17.3.4 Communicating strategy
    • 17.4 Strategy methods
      • 17.4.1 Digital strategy tools
      • 17.4.2 Strategy workshops
      • 17.4.3 Strategy projects
      • 17.4.4 Hypothesis testing
      • 17.4.5 Open strategy
    • Key takeaways
    • Work assignments
    • Recommended key readings
    • References
    • Case example: Wikimedia’s Open Strategy
    • 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: world saviour or loathed pariah?
  • Net zero: economically inconvenient or the only competitive advantage in town?
  • ‘Relocation, relocation, relocation: evolving strategies to deal with shifting shopping patterns at Vision Express
  • H&M in fast fashion: continued success?
  • The Formula 1 constructors
  • Manchester United FC and a ‘super league’ of Europe’s elite clubs
  • ’Dare to know’: Challenges in merging two French universities
  • Governance and reputational risk: the rise and fall of Bell Pottinger
  • Ryanair: the low fares airline – whither now?
  • Multi-sided platform competition in the video game industry
  • Megabrew: undisputed King of Beer, but at what cost?
  • Going to the dogs? Mars’ and Nestle’s diversification into veterinary clinics
  • Making Siemens ready for a digital future
  • Indian Premier League: glitz, glamour and globalisation
  • Yuka: changing the world one barcode at a time
  • PensionBee
  • Going for a ride: entrepreneurial journeys in the on-demand transportation sector
  • Cisco launchpad in India: a corporate start-up partnering initiative
  • Has Teva been saved? Responding to challenges and problems in generic pharmaceuticals
  • Managing M&A: Elekta’s acquisition of Neuromag
  • Evaluating the Mexican Narco-Trafficking business and counterstrategies
  • Shoprite Holdings Limited: challenges to success
  • Being hot in a cool market!
  • Emmaus: the founder as a resource?
  • Seplat Energy: leading Nigeria’s energy transition in a multistakeholder environment
  • ACH, rethinking refugee and social impact: leading, evolving and driving changes
  • Strategy work in Dörr & Portbolaget: how open can you be?
  • HomeCo
  • Participative strategy process in the city of Vaasa
• Glossary
• Name index
• General index
• Acknowledgements

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