Efnisyfirlit

• Title Page
• Copyright Page
• Dedication
• Brief Contents
• Contents
• Preface
• Acknowledgments
• Part 1: THE TOOLS OF STRATEGIC ANALYSIS
  • CHAPTER 1 What Is Strategy and the Strategic Management Process?
    • Go, PokÉmon Go
    • Strategy and the Strategic Management Process
      • Defining Strategy
      • The Strategic Management Process
    • What is Competitive Advantage?
      • Research Made Relevant: How Sustainable Are Competitive Advantages?
      • The Strategic Management Process, Revisited
    • Measuring Competitive Advantage
      • Accounting Measures of Competitive Advantage
      • Strategy in Depth: The Business Model Canvas
      • Economic Measures of Competitive Advantage
      • Ethics and Strategy: Stockholders Versus Stakeholders
      • The Relationship Between Economic and Accounting Performance Measures
    • Emergent Versus Intended Strategies
    • Why you Need to Know About Strategy
    • Summary
    • Challenge Questions
    • Problem Set
    • End Notes
  • CHAPTER 2 Evaluating a Firm’s External Environment
    • How Attractive is the Music Streaming Industry?
    • Understanding a Firm’s General Environment
    • The Structure‐Conduct‐Performance Model of Firm Performance
      • Ethics and Strategy: Is a Firm Gaining a Competitive Advantage Good for Society?
    • A Model of Environmental Threats
      • Threat from New Competition
      • Strategy in Depth: Environmental Threats and the S‐C‐P Model
    • Another Environmental Force: Complements
    • Industry Structure and Environmental Opportunities
      • Research Made Relevant: The Impact of Industry and Firm Characteristics on Firm Performance
      • Strategy in Depth: Network and Empty Core Industries
      • Opportunities in Fragmented Industries: Consolidation
      • Opportunities in Emerging Industries: First‐Mover Advantages
      • Opportunities in Mature Industries: Product Refinement, Service, and Process Innovation
      • Opportunities in Declining Industries: Leadership, Niche, Harvest, and Divestment
    • Summary
    • Challenge Questions
    • Problem Set
    • End Notes
  • CHAPTER 3 Evaluating a Firm’s Internal Capabilities
    • When a Noun Becomes a Verb
    • The Resource‐Based View of the Firm
      • What Are Resources and Capabilities?
      • Critical Assumptions of the Resource‐Based View
      • Strategy in Depth: Ricardian Economics and the Resource‐Based View
    • The VRIO Framework
      • The Question of Value
      • Ethics and Strategy: Externalities and the Broader Consequences of Profit Maximization
      • The Question of Rarity
      • The Question of Imitability
      • The Question of Organization
      • Research Made Relevant: Strategic Human Resource Management Research
    • Applying the VRIO Framework
      • Applying the VRIO Framework to Southwest Airlines
      • Southwest’s People‐Management and Competitive Advantage
    • Imitation and Competitive Dynamics in an Industry
      • Not Responding to Another Firm’s Competitive Advantage
      • Changing Tactics in Response to Another Firm’s Competitive Advantage
      • Changing Strategies in Response to Another Firm’s Competitive Advantage
    • Implications of the Resource‐Based View
      • Where Does the Responsibility for Competitive Advantage in a Firm Reside?
      • Competitive Parity and Competitive Advantage
      • Difficult‐to‐Implement Strategies
      • Socially Complex Resources
      • The Role of Organization
    • Summary
    • Challenge Questions
    • Problem Set
    • End Notes
  • End‐of‐Part 1 Cases
    • Case 1–1: Can SodaStream Disrupt the Carbonated Soft Drink Market?
    • Case 1–2: True Religion Jeans: Flash in the Pants or Enduring Brand?
    • Case 1–3: Walmart Stores, Inc.
    • Case 1–4: Harlequin Enterprises: The Mira Decision
• Part 2: BUSINESS‐LEVEL STRATEGIES
  • CHAPTER 4 Cost Leadership
    • Brathwait: A Transparent Watchmaker
    • What is Business‐Level Strategy?
    • What is Cost Leadership?
      • Sources of Cost Advantages
      • Strategy in Depth: Determining the Optimal Level of Production in an Industry
      • Research Made Relevant: How Valuable Is Market Share—Really?
      • Ethics and Strategy: The Race to the Bottom
    • The Value of Cost Leadership
      • Cost Leadership and Environmental Threats
      • Strategy in Depth: The Economics of Cost Leadership
    • Cost Leadership and Sustained Competitive Advantage
      • The Rarity of Sources of Cost Advantage
      • The Imitability of Sources of Cost Advantage
    • Organizing to Implement Cost Leadership
      • Organizational Structure in Implementing Cost Leadership
    • Summary
    • Challenge Questions
    • Problem Set
    • End Notes
  • CHAPTER 5 Product Differentiation
    • Who Is Victoria, and What Is Her Secret?
    • What is Product Differentiation?
      • Bases of Product Differentiation
      • Research Made Relevant: Discovering the Bases of Product Differentiation
      • Product Differentiation and Creativity
    • The Value of Product Differentiation
      • Product Differentiation and Environmental Threats
      • Strategy in Depth: The Economics of Product Differentiation
      • Product Differentiation and Environmental Opportunities
      • Ethics and Strategy: Product Claims and the Ethical Dilemmas in Health Care
    • Product Differentiation and Sustained Competitive Advantage
      • Rare Bases for Product Differentiation
      • The Imitability of Product Differentiation
    • Organizing to Implement Product Differentiation
      • Organizational Structure and Implementing Product Differentiation
      • Management Controls and Implementing Product Differentiation
      • Strategy in Depth: Going in Search of Blue Oceans
      • Compensation Policies and Implementing Product Differentiation Strategies
    • Can Firms Implement Product Differentiation and Cost Leadership Simultaneously?
      • No: These Strategies Cannot Be Implemented Simultaneously
      • Yes: These Strategies Can Be Implemented Simultaneously
    • Summary
    • Challenge Questions
    • Problem Set
    • End Notes
  • CHAPTER 6 Flexibility and Real Options
    • Why Is Netflix called Netflix?
    • What is Strategic Flexibility?
      • Types of Flexibility
    • The Value of Strategic Flexibility
      • Incorporating Risk in Strategic Decision Making
      • Limitations of Risk Based Decision Making Under Uncertainty
      • Valuing Flexibility
      • Strategy in Depth: The Black‐Scholes Model for Valuing Financial Options
      • Research Made Relevant: The Value of Real Options Thinking
    • Strategic Flexibility and Sustained Competitive Advantage
      • Rare and Costly‐to‐Imitate Flexibility
    • Organizing to Implement Strategic Flexibility
      • Ethics and Strategy Feature: Treating Employees as Flexible Assets
    • Summary
    • Challenge Questions
    • Problem Set
    • End Notes
  • CHAPTER 7 Collusion
    • A Gas Station Conundrum
    • What is Collusion?
      • Ethics and Strategy Feature: The Ethics of Collusion
    • The Value of Collusion
      • Colluding to Reduce the Threat of New Competitors
      • Colluding to Reduce the Threat of Current Competitors
      • Strategy in Depth: How Colluding Firms Generate Economic Profits
      • Colluding to Reduce Other Competitive Threats
    • Collusion and Sustained Competitive Advantage
      • Ways Firms Can Cheat on Collusive Agreements
      • Explicit and Tacit Collusion
      • Industry Attributes and the Threat of Cheating
      • Research Made Relevant: Sending Signals to Maintain Collusion
      • Rarity and Costly to Imitate Collusion Strategies
    • Organizing to Implement Tacit Collusion
      • Organizational Efficiency
      • Organizational Self‐Discipline
    • Summary
    • Challenge Questions
    • Problem Set
    • End Notes
  • End‐of‐Part 2 Cases
    • Case 2–1: McDonald’s: Comeback in the U.S. Burger Market?
    • Case 2–2: The Levi’s Personal Pair Proposal
    • Case 2–3: Papa John’s International, Inc.: Growth Challenges
    • Case 2–4: Ryanair—The Low Fares Airline
    • Case 2–5: Torrey Nano, Inc.
    • Case 2–6: Collusion in Major League Baseball
• Part 3: CORPORATE STRATEGIES
  • CHAPTER 8 Vertical Integration
    • Outsourcing Services
    • What Is Corporate Strategy?
    • What Is Vertical Integration?
    • The Value of Vertical Integration
      • Strategy in Depth: Measuring Vertical Integration
      • Vertical Integration and the Threat of Opportunism
      • Vertical Integration and Firm Capabilities
      • Vertical Integration and Flexibility
      • Applying the Theories to the Management of Call Centers
      • Research Made Relevant: Empirical Tests of Theories of Vertical Integration
      • Integrating Different Theories of Vertical Integration
    • Vertical Integration and Sustained Competitive Advantage
      • The Rarity of Vertical Integration
      • Ethics and Strategy: The Ethics of Outsourcing
      • The Imitability of Vertical Integration
    • Organizing to Implement Vertical Integration
      • Organizational Structure and Implementing Vertical Integration
      • Management Controls and Implementing Vertical Integration
      • Compensation in Implementing Vertical Integration Strategies
    • Summary
    • Challenge Questions
    • Problem Set
    • End Notes
  • CHAPTER 9 Corporate Diversification
    • Diversifying with a Core Mission
    • What is Corporate Diversification?
      • Types of Corporate Diversification
      • Limited Corporate Diversification
      • Related Corporate Diversification
      • Unrelated Corporate Diversification
    • The Value of Corporate Diversification
      • What Are Valuable Economies of Scope?
      • Research Made Relevant: How Valuable Are Economies of Scope?
      • Can Equity Holders Realize These Economies of Scope on Their Own?
      • Ethics and Strategy: Globalization and the Threat of the Multinational Firm
    • Corporate Diversification and Sustained Competitive Advantage
      • The Rarity of Diversification
      • Strategy in Depth: Risk‐Reducing Diversification and a Firm’s Other Stakeholders
      • The Imitability of Diversification
    • Summary
    • Challenge Questions
    • Problem Set
    • End Notes
  • CHAPTER 10 Organizing to Implement Corporate Diversification
    • Is It Soup Yet?
    • Organizational Structure and Implementing Corporate Diversification
      • The Board of Directors
      • Strategy in Depth: Agency Conflicts Between Managers and Equity Holders
      • Research Made Relevant: The Effectiveness of Boards of Directors
      • Institutional Owners
      • The Senior Executive
      • Corporate Staff
      • Division General Manager
      • Shared Activity Managers
    • Management Controls and Implementing Corporate Diversification
      • Evaluating Divisional Performance
      • Allocating Corporate Capital
      • Transferring Intermediate Products
    • Compensation Policies and Implementing Corporate Diversification
      • Ethics and Strategy: Do CEOs Get Paid Too Much?
    • Summary
    • Challenge Questions
    • Problem Set
    • End Notes
  • CHAPTER 11 Strategic Alliances
    • Alliances Between Chinese and U.S. Firms
    • What is a Strategic Alliance?
    • How do Strategic Alliances Create Value?
      • Strategic Alliance Opportunities
      • Strategy in Depth: Winning Learning Races
      • Research Made Relevant: Do Strategic Alliances Facilitate Tacit Collusion?
    • Alliance Threats: Incentives to Cheat on Strategic Alliances
      • Adverse Selection
      • Moral Hazard
      • Holdup
      • Ethics and Strategy: When It Comes to Alliances, Do “Cheaters Never Prosper”?
    • Strategic Alliances and Sustained Competitive Advantage
      • The Rarity of Strategic Alliances
      • The Imitability of Strategic Alliances
    • Organizing to Implement Strategic Alliances
      • Explicit Contracts and Legal Sanctions
      • Equity Investments
      • Firm Reputations
      • Joint Ventures
      • Trust
    • Summary
    • Challenge Questions
    • Problem Set
    • End Notes
  • CHAPTER 12 Mergers and Acquisitions
    • The Travails of Technology Acquisitions
    • Ethics and Strategy: Is Greed Good?
    • What Are Mergers and Acquisitions?
    • The Value of Mergers and Acquisitions
      • Mergers and Acquisitions: No Economies of Scope
      • Mergers and Acquisitions: When Economies of Scope Exist
      • Returns to Mergers and Acquisitions: Research Results
      • Strategy in Depth: Evaluating the Performance Effects of Acquisitions
      • Why Are There So Many Mergers and Acquisitions?
    • Mergers and Acquisitions and Sustained Competitive Advantage
      • Valuable, Rare, and Private Economies of Scope
      • Valuable, Rare, and Costly‐to‐Imitate Economies of Scope
      • Unexpected Valuable Economies of Scope Between Bidding and Target Firms
      • Implications for Bidding Firm Managers
      • Implications for Target Firm Managers
      • Research Made Relevant: The Wealth Effects of Management Responses to Takeover Attempts
    • Organizing to Implement a Merger or Acquisition
      • Post‐Merger Integration and Implementing a Diversification Strategy
      • Special Challenges in Post‐Merger Integration
    • Summary
    • Challenge Questions
    • Problem Set
    • End Notes
  • End‐of‐Part 3 Cases
    • Case 3–1: National Hockey League Enterprises Canada: A Retail Proposal
    • Case 3–2: Starbucks: An Alex Poole Strategy Case
    • Case 3–3: Rayovac Corporation: International Growth and Diversification Through Acquisitions
    • Case 3–4: Aegis Analytical Corporation’s Strategic Alliances
    • Case 3–5: Activision’s Crush on Mobile Gaming
• Appendix: Analyzing Cases and Preparing for Class Discussions
• Glossary
• Company Index
• Name Index
• Subject Index

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