Efnisyfirlit

• Cover
• About Fundamentals of Strategy
• Title
• Copyright
• Brief contents
• Contents
• Pearson’s Commitment to Diversity, Equity and Inclusion
• Getting the most from Fundamentals of Strategy
• 1 Introducing strategy
  • Learning outcomes
  • Key terms
  • 1.1 Introduction
  • 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 Good and bad strategy
    • 1.2.5 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 processes
  • Key takeaways
  • Recommended key readings
  • References
  • Case example: A viable unicorn? Airbnb
• 2 Macro-environment analysis
  • Learning outcomes
  • Key terms
  • 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
  • Key takeaways
  • Recommended key readings
  • References
  • Case example: Gasunie: Hydrogen Pipedreams
• 3 Industry and sector analysis
  • Learning outcomes
  • Key terms
  • 3.1 Introduction
  • 3.2 Industry analysis
    • 3.2.1 The competitive forces
    • 3.2.2 Implications of the Competitive Five Forces
  • 3.3 Industry dynamics and the life cycle
  • 3.4 Ecosystems and complementors
    • 3.4.1 Ecosystems
    • 3.4.2 Complementors
  • 3.5 Strategic groups and market segments
    • 3.5.1 Strategic groups
    • 3.5.2 Market segments
  • Key takeaways
  • Recommended key readings
  • References
  • Case example: Game-changing digital forces in the global advertising industry
• 4 Resources and capabilities analysis
  • Learning outcomes
  • Key terms
  • 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 capabilities
  • Key takeaways
  • Recommended key readings
  • References
  • Case example: Reconfiguring retailing resources
• 5 Purpose and culture
  • Learning outcomes
  • Key terms
  • 5.1 Introduction
  • 5.2 Stakeholders
    • 5.2.1 Stakeholder mapping
    • 5.2.2 Stakeholder power and attention
  • 5.3 Purpose and social responsibility
  • 5.4 Organisational culture
  • 5.5 Analysing culture: the cultural web
  • 5.6 Deliberate and emergent cultural impacts
    • 5.6.1 Organisational identity
    • 5.6.2 Strategic drift
  • Key takeaways
  • Recommended key readings
  • References
  • Case example: Petrobras: keep on trucking
• 6 Business strategy and models
  • Learning outcomes
  • Key terms
  • 6.1 Introduction
  • 6.2 Competitive strategies
    • 6.2.1 Cost leadership strategy
    • 6.2.2 Differentiation strategy
    • 6.2.3 Focus strategy
    • 6.2.4 Hybrid strategy
    • 6.2.5 ‘Blue Ocean Strategy’
  • 6.3 Game theory
  • 6.4 Business models
    • 6.4.1 Value creation, configuration and capture
    • 6.4.2 Business model patterns
    • 6.4.3 Multi-sided platforms and strategies
  • Key takeaways
  • Recommended key readings
  • References
  • Case example: The (new) IKEA approach
• 7 Entrepreneurship and innovation
  • Learning outcomes
  • Key terms
  • 7.1 Introduction
  • 7.2 Entrepreneurship
    • 7.2.1 Opportunity recognition
    • 7.2.2 Entrepreneurial process steps
    • 7.2.3 Stages of entrepreneurial growth
  • 7.3 Innovation dilemmas
    • 7.3.1 Technology push or market pull
    • 7.3.2 Product or process innovation
    • 7.3.3 Open or closed innovation
  • 7.4 Innovation diffusion
    • 7.4.1 The pace of diffusion
    • 7.4.2 The diffusion S-curve
  • 7.5 Innovators and imitators
    • 7.5.1 First-mover advantages and disadvantages
    • 7.5.2 The incumbent’s response
  • Key takeaways
  • Recommended key readings
  • References
  • Case example: Globalwork – building a start-up in Colombia
• 8 Corporate strategy
  • Learning outcomes
  • Key terms
  • 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 Vertical integration
    • 8.4.1 Forward and backward integration
    • 8.4.2 To integrate or to outsource?
  • 8.5 Value creation and the corporate parent
    • 8.5.1 Value-adding activities
    • 8.5.2 Value-destroying activities
  • 8.6 The BCG (or growth/share) matrix
  • 8.7 International diversification strategy
  • 8.8 Growth methods: organic, acquisition and alliances
  • Key takeaways
  • Recommended key readings
  • References
  • Case example: Grand strategies in vision
• 9 Strategy in action
  • Learning outcomes
  • Key terms
  • 9.1 Introduction
  • 9.2 Strategy evaluation
    • 9.2.1 Evaluating performance
    • 9.2.2 Evaluating options
  • 9.3 Leadership
    • 9.3.1 Leadership positions
    • 9.3.2 Leadership styles
  • 9.4 Hard implementation
    • 9.4.1 Structures
    • 9.4.2 Systems
  • 9.5 Soft implementation
    • 9.5.1 Cultural change
    • 9.5.2 Sensemaking
    • 9.5.3 Procedural justice
  • 9.6 Steps for strategic change: Kotter’s change model
  • Key takeaways
  • Recommended key readings
  • References
  • Case example: The Festival d’Aix-en-Provence: leading change in a time of crisis
• Appendix: Working with strategy
• Glossary
• Name index
• General index
• Publisher’s acknowledgements

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