Efnisyfirlit

• Front Matter
  • Dedication
  • PREFACE
• CHAPTER 1 INTRODUCTION
  • 1.1 STRATEGIC MANAGEMENT
  • 1.2 THE ROLE OF BUSINESS STRATEGY
    • FIGURE 1-1 Strategic Management
    • Examples: Dell Computer and Compaq Computer
    • The Dynamics of Business Strategy
      • FIGURE 1-2 Dynamics of Business Strategy
    • Strategic Planning versus Strategic Thinking
  • 1.3 THE ORGANIZATION AND ITS OBJECTIVES
    • Performance: Overarching Objectives
    • Firms and Managers
  • 1.4 PERSPECTIVES ON THE IMPACT OF THE GENERAL MANAGER
  • 1.5 ORGANIZATION OF THE BOOK
• CHAPTER 2 BUSINESS STRATEGY
  • 2.1 INTRODUCTION
  • 2.2 DESCRIBING BUSINESS STRATEGY
    • FIGURE 2-1 Dynamics of Business Strategy
    • Goals
    • Scope
    • Competitive Advantage
    • Logic
      • FIGURE 2-2 The Logic of the More Complete Strategy
  • 2.3 RELATIONSHIP OF STRATEGY TO MISSION, PURPOSE, VALUES, AND VISION
    • Mission, Purpose, and Values
      • FIGURE 2-3 Charter, Mission, and Values Statement of Sunrise Medical
      • FIGURE 2-4 A Mission Statement
      • FIGURE 2-5 A Statement of Values
    • Vision
  • 2.4 THE STRATEGY STATEMENT
    • Benefits of an Explicit Strategy Statement
    • The Form and Use of the Strategy Statement
    • An Example: Borders Books
      • FIGURE 2-6 Strategy Statement for Borders, Inc.
  • 2.5 DEVELOPING STRATEGY: THE STRATEGY PROCESS
    • FIGURE 2-7 Steps in Setting Strategy
    • Strategy Identification
    • Strategy Evaluation: Testing the Logic
    • Strategy Process and Strategic Change
  • 2.6 SUMMARY
• CHAPTER 3 COMPETITIVE ADVANTAGE
  • 3.1 INTRODUCTION
  • 3.2 VALUE AND COMPETITIVE ADVANTAGE
    • FIGURE 3-1 Sources of Competitive Advantage
  • 3.3 TWO MAIN ROUTES TO COMPETITIVE ADVANTAGE
    • Position
      • Examples of Positional Advantage
    • Capabilities
  • 3.4 SUSTAINABLE COMPETITIVE ADVANTAGE
    • Capability as Sustainable Competitive Advantage
      • FIGURE 3-2 Sources of Causal Ambiguity
    • Position as Sustainable Competitive Advantage
  • 3.5 THE RELATIONSHIP OF POSITION TO CAPABILITIES
    • FIGURE 3-3 Capabilities and Position Interact
  • 3.6 POSITION, CAPABILITIES, AND “THE RESOURCE-BASED VIEW OF THE FIRM”
  • 3.7 THE COST-QUALITY FRONTIER AND COMPETITIVE ADVANTAGE
    • Product Quality and Cost
    • A Cost–Quality Framework
      • FIGURE 3-4 The Cost and Perceived Quality Framework
    • Using the Cost–Quality Frontier to Illustrate Competitive Advantage: An Example
      • FIGURE 3-5 Using the Cost-Quality Framework to Map Competition
      • FIGURE 3-6 Firm B Has a Competitive Advantage over Firm D
  • 3.8 SUMMARY
• CHAPTER 4 INTERNAL CONTEXT: ORGANIZATION DESIGN
  • 4.1 INTRODUCTION
  • 4.2 ORGANIZATION DESIGN AND COMPETITIVE ADVANTAGE
    • FIGURE 4-1 Sources of Competitive Advantage
    • FIGURE 4-2 Organization and Competitive Advantage
  • 4.3 STRATEGY AND ORGANIZATION AT SOUTHWEST AIRLINES
    • Southwest's Strategy and Performance
    • Southwest's Organization
    • Comparisons to Other Airlines
    • Summary: Consistency and Alignment
  • 4.4 THE CHALLENGE OF ORGANIZATION DESIGN
    • The Coordination Problem
    • The Incentive Problem
  • 4.5 MEETING THE CHALLENGE
    • FIGURE 4-3 Elements of Organizational Design
    • Architecture: Structure
      • FIGURE 4-4 A Functional Architecture
      • FIGURE 4-5 A Divisional Architecture
      • Examples of Horizontal Linkages
    • Architecture: Compensation and Rewards
    • Routines
    • Culture
  • 4.6 ARC ANALYSIS
    • FIGURE 4-6 ARC Analysis: Building an Effective Organization
  • 4.7 SUMMARY
    • FIGURE 4-7 ARC Analysis Questions
• CHAPTER 5 ORGANIZATION AND COMPETITIVE ADVANTAGE
  • 5.1 INTRODUCTION
  • 5.2 ALIGNING STRATEGY AND ORGANIZATION
    • FIGURE 5-1 The Link between Internal Context and Competitive Advantage
    • FIGURE 5-2 Strategic Alignment
    • Applying ARC Analysis to Assess Strategic Alignment: Southwest Airlines Revisited
      • FIGURE 5-3 An Abbreviated Analysis of Southwest Airlines
    • Other Examples: Sony, Apple Computer, and Silicon Graphics
  • 5.3 BUILDING AND CREATING COMPETITIVE ADVANTAGE
    • FIGURE 5-4 Strategic Alignment Implications
    • Explorers and Exploiters
    • Interdependence and Tight-Coupling
    • Organizational Slack
    • Central Direction
    • The ARC of Explorers and Exploiters
      • TABLE 5-1 Explorer and Exploiter Profiles
  • 5.4 COMBINING EXPLORATION AND EXPLOITATION
  • 5.5 COSTS OF ORGANIZATIONAL CHANGE
  • 5.6 SUMMARY
• CHAPTER 6 EXTERNAL CONTEXT: INDUSTRY ANALYSIS
  • 6.1 INTRODUCTION
  • 6.2 THE EFFECTS OF INDUSTRY CHARACTERISTICS ON FIRM PERFORMANCE
    • FIGURE 6-1 Ratio of Market to Asset Value for Selected Industries
    • FIGURE 6-2 Ratio of Market Value to Asset Value for Steel and Selected Steel Manufacturers
  • 6.3 ORGANIZING INDUSTRY ANALYSIS
    • FIGURE 6-3 The Structure-Conduct-Performance Paradigm
    • FIGURE 6-4 Porter's “Five Forces” Industry Analysis Framework
  • 6.4 A FRAMEWORK FOR INDUSTRY ANALYSIS
    • FIGURE 6-5 An Illustrative Value Chain
    • Value Creation: Potential Industry Earnings (PIE)
      • FIGURE 6-6 Potential Industry Earnings in a Simple Value Chain
    • Determinants of PIE
      • FIGURE 6-7 Forces that Increase Potential Industry Earnings (PIE)
    • An Example of Value Creation: Lobster PIE
      • FIGURE 6-8 Potential Industry Earnings (PIE) for the Lobster Industry
      • FIGURE 6-9 Incremental Opportunity Cost in the Lobster Industry Value Chain
    • Capturing Value: Dividing PIE
    • Competition
      • FIGURE 6-10 Forces Increasing the Share of PIE Retained by Incumbents
    • Entry and Incumbency Advantage
    • An Example of the Effects of Competition and Entry
      • FIGURE 6-11 Entry and Price in the Pharmaceutical Industry
    • Vertical Power: Buyer or Supplier Power
    • Dividing the Lobster PIE
      • FIGURE 6-12 Revenues and Profit in the Lobster Industry
  • 6.5 INDUSTRY DEFINITION
    • Industry Definition Based on “Close” Substitutes
    • Industry Definitions for Systems of Complementary Products
  • 6.6 SUMMARY
• CHAPTER 7 THE SPECTRUM OF COMPETITION AND NICHE MARKETS
  • 7.1 INTRODUCTION
  • 7.2 THE SPECTRUM OF COMPETITION
    • FIGURE 7-1 The Spectrum of Competition
    • Structure and Behavior
  • 7.3 NICHE MARKETS AND PRODUCT DIFFERENTIATION
    • Building, Defending, and Exploiting a Market Niche: Benetton and The Gap
  • 7.4 CONSUMER PREFERENCES AND PRODUCT DIFFERENTIATION
    • Preferences and Products
      • FIGURE 7-2 Consumer Preference for Cereal “Crunchiness”
      • FIGURE 7-3 Location of Cereal Brands
      • FIGURE 7-4 Mapping the U.S. Automotive Market
    • Horizontal and Vertical Product Differentiation
  • 7.5 DIFFERENTIATION AND COMPETITION
    • Niches and Neighbors
      • TABLE 7-1 Segmentation in the Personal Computer Industry
    • Differentiation Softens Competition
    • Price Competition and Market Share
      • TABLE 7-2 Illustration of Product Demand, Price, and Product Differentiation (Competitor's Price = 1.00)
  • 7.6 PRODUCT POSITIONING
  • 7.7 SUMMARY
  • APPENDIX: MONOPOLY, COMPETITION, AND NICHE MARKETS
    • Monopoly
      • FIGURE 7A-1 Monopoly Firm
    • Perfect Competition
      • FIGURE 7A-2 Competitive Firm
    • Niche Markets
      • FIGURE 7A-3 The Market for Cheerios When It Faces No Nearby Competitors
      • FIGURE 7A-4 Effects of Differentiation on Sales
      • FIGURE 7A-5 Cheerios Monopoly Charging a Price = p
      • FIGURE 7A-6 Cheerios Charges Price = p When Its Competitors Charge Price = 0
• CHAPTER 8 COMPETITION IN CONCENTRATED MARKETS
  • 8.1 INTRODUCTION
  • 8.2 OLIGOPOLY: THE ELEMENTS OF STRATEGIC INTERACTION
    • FIGURE 8-1 Elements of Strategic Interaction
    • Differences in Actions
      • TABLE 8-1 The Demand for Fish and Industry Revenue
      • TABLE 8-2 How Many Fish to Catch: Firm Profits for Each Level of Outputs
    • Timing
    • Players
    • Information
    • Repetition
      • TABLE 8-3 The Incentive to Cheat by Lowering Price
      • TABLE 8-4 Stock Market Response to “Simplified Pricing”
    • Summary
  • 8.3 DOMINANT FIRMS
  • 8.4 ANTITRUST
    • Collusion and Antitrust
  • 8.5 SUMMARY
• CHAPTER 9 ENTRY AND THE ADVANTAGE OF INCUMBENCY
  • 9.1 INTRODUCTION
    • FIGURE 9-1 Entry Barriers Increase the Share of PIE Retained by Incumbents
  • 9.2 TYPES OF INCUMBENCY ADVANTAGE
    • Scale Advantages
      • FIGURE 9-2 Fixed and Variable Costs
      • FIGURE 9-3 Covering Fixed Costs
      • FIGURE 9-4 Covering Fixed Costs with Two Firms
      • FIGURE 9-5 Long-run Economies of Scale
    • Incumbency Advantage from Cumulative Investment
      • Learning Economies
        • FIGURE 9-6 An Example of Learning Economies
        • FIGURE 9-7 Learning Economies as a Barrier to Entry
      • Innovation Advantage
      • Promotional Advantage
    • Incumbency Advantage from Consumer Loyalty
    • Incumbency Advantage from Switching Costs and Demand-Side Increasing Returns
    • Incumbency Advantage from Sunk Costs
    • Firm Scope
  • 9.3 ENTRY BARRIERS AT WORK
    • TABLE 9-1 Entry Thresholds in Small Towns
  • 9.4 STRATEGICALLY CREATING INCUMBENCY ADVANTAGE
    • Packing the Product Space
      • FIGURE 9-8 The Entry Blocking Investment Decision
      • FIGURE 9-9 Payoffs in the Entry Blocking Decision
    • Blocking Entry through Contract or Vertical Integration
    • Signaling to Prevent Entry
    • Entry Barriers and Antitrust
  • 9.5 SUMMARY
• CHAPTER 10 CREATING AND CAPTURING VALUE IN THE VALUE CHAIN
  • 10.1 INTRODUCTION
  • 10.2 VALUE CREATION AND VALUE CAPTURE
    • FIGURE 10-1 A Stronger Vertical Position Increases the Share of PIE Incumbents Retain
    • FIGURE 10-2 Creating Value Increases the Size of the PIE and the Size of the Firm's Slice
  • 10.3 THE VALUE CHAIN AND BUYER OR SUPPLY POWER
    • FIGURE 10-3 A Value Chain
  • 10.4 CAPTURING VALUE
    • Value Capture without Buyer or Supplier Power
      • TABLE 10-1 Value Creation and Capture in a Chain with No Buyer or Supplier Powera
    • Value Capture by a Single Powerful Supplier (or Buyer)
      • TABLE 10-2 Value Creation and Capture with a Single Monopolista
    • Value Capture When Buyers and Suppliers Are Powerful
      • Double Marginalization
      • Bargaining between Powerful Buyers and Suppliers
        • TABLE 10-3 Value Allocation When Each Firm Has a Monopoly Positiona
    • Reducing Power in Other Segments
  • 10.5 CREATING VALUE
    • Opportunities for Creating Value: The Coordination Problem
    • Contracting to Create Value: The Incentive Problem
  • 10.6 SUMMARY
  • APPENDIX: PRICE DISCRIMINATION
    • TABLE 10-A1 Separating Consumers by Their Preferences for Quality
    • TABLE 10-A2 The Effect of Bundling
• CHAPTER 11 STRATEGIC MANAGEMENT IN A CHANGING ENVIRONMENT
  • 11.1 INTRODUCTION
    • FIGURE 11-1 Dynamics of Business Strategy
  • 11.2 THE EVOLUTION OF THE U.S. AUTOMOBILE INDUSTRY1
  • 11.3 CHANGE AND COMPETITIVE ADVANTAGE
    • FIGURE 11-2 Change and Competitive Advantage
  • 11.4 INDUSTRY LIFE CYCLE
    • Emergence
      • FIGURE 11-3 The Industry Life Cycle
    • Growth
    • Maturity and Decline
      • TABLE 11-1 Company and Plant Concentration, 1947–1992
      • TABLE 11-2 Surviving Breweries by Capacity, 1959–1992
  • 11.5 THE EVOLUTION OF INDUSTRY ORGANIZATION
    • Horizontal vs. Vertical Organization
      • FIGURE 11-4 The “Old” Computer Industry
      • FIGURE 11-5 The “New” Computer Industry
    • Organizational Implications of Industry Structure
  • 11.6 MANAGING STRATEGIC CHANGE
    • Overcoming the Barriers to Strategic Change
      • FIGURE 11-6 Organization Designs for Corporate Entrepreneurship
    • Managing Under Uncertainty: Scenario Analysis
    • Strategic Change: An Example
  • SUMMARY
• CHAPTER 12 STRATEGY IN MARKETS WITH DEMAND-SIDE INCREASING RETURNS
  • 12.1 INTRODUCTION
  • 12.2 SOURCES OF DEMAND-SIDE INCREASING RETURNS (DSIR)
    • Compatibility Benefits
    • Network Benefits
      • FIGURE 12-1 Dilbert Is an Early Videophone Adopter
      • FIGURE 12-2 The Network Effect
      • FIGURE 12-3 A “Star” Network in Banking
  • 12.3 COMPETITION IN MARKETS WITH DEMAND-SIDE INCREASING RETURNS
    • Installed Base and Tipping
      • FIGURE 12-4 Positive Feedback
    • Competitive Strategies for Building DSIR
  • 12.4 SYSTEMS OF COMPONENTS
    • System Compatibility
    • Leveraging Market Position
      • FIGURE 12-5 Domino Has a DSIR Advantage from Dominating Component 1
      • FIGURE 12-6 A New, Intermediate, Layer Emerges
  • 12.5 TECHNOLOGY ADOPTION
    • FIGURE 12-7 Illustrative Adoption Pattern
  • 12.6 MANAGING THE ADOPTION PROCESS
    • FIGURE 12-8 An Alternative Adoption Pattern
    • Marketing to Create Momentum
    • Leveraging Reputation
    • Committing to “Open” Standards
    • Winning Over An Influential Buyer
    • Advance Sign-Ups
    • Winks at Pirates
    • Leasing
    • Price Commitments
  • 12.7 STANDARDS-SETTING PROCESSES
  • 12.8 SUMMARY
• CHAPTER 13 GLOBALIZATION AND STRATEGY
  • 13.1 INTRODUCTION
  • 13.2 IMPLICATIONS FOR MANAGERS
    • FIGURE 13-1 Sources of Competitive Advantage
  • 13.3 STRATEGIC GAINS FROM GLOBALIZATION
  • 13.4 GLOBALIZATION OF INDUSTRIES AND ECONOMIES
  • 13.5 STRATEGIC CHALLENGES
    • The Challenge of Local Responsiveness
      • FIGURE 13-2 Distribution of Selected Countries on Individualism-Collectivism and Power Distance Scales
    • The Challenge of Global Efficiency
    • The Challenge of Learning
      • FIGURE 13-3 The Relationship between Wages and Productivity
  • 13.6 ORGANIZING TO MEET THE CHALLENGE
    • Federated vs. Centralized
    • Building the Middle Ground
    • The Regional Organization
    • Locational Advantage
      • FIGURE 13-4 Selected Location-Based Determinants of Competitive Advantage: The “Diamond”
    • The Transnational Corporation
  • 13.7 SUMMARY
• CHAPTER 14 CORPORATE STRATEGY: MANAGING FOR VALUE IN A MULTIBUSINESS COMPANY
  • 14.1 INTRODUCTION
    • FIGURE 14-1 Business Unit Strategy
  • 14.2 A FRAMEWORK FOR CORPORATE STRATEGY
    • FIGURE 14-2 The Multibusiness Firm
    • Managing Strategic Spillovers
      • FIGURE 14-3 Business Unit Spillovers
    • A Framework for Corporate Strategy
      • FIGURE 14-4 Adding Value in a Multibusiness Company
  • 14.3 DOES CORPORATE ADD VALUE?
    • The Performance of Diversified Firms
  • 14.4 STRATEGIC SPILLOVERS AND COMPETITIVE ADVANTAGE
    • Identifying and Managing Spillovers
    • Sources of Spillovers
      • FIGURE 14-5 Managing Strategic Spillovers
  • 14.5 LEVERS: RESOURCE ALLOCATION AND ORGANIZATION DESIGN
    • Resource Allocation
      • Allocating Financial Capital
      • Allocating Human Capital
    • Organization Design
      • Architecture and Firm Performance
      • Routines for Information and Influence
      • Routines and Norms for Intervention
    • Corporate Direction
  • 14.6 SUMMARY
• CHAPTER 15 THE STRATEGY PROCESS
  • 15.1 INTRODUCTION
  • 15.2 SOME PRINCIPLES OF THE STRATEGY PROCESS
  • 15.3 BUSINESS STRATEGY PROCESS
    • FIGURE 15-1 Steps in Setting Business Strategy
    • Strategy Identification
    • Strategy Evaluation
      • Internal
      • External
    • Developing and Evaluating Strategic Options
      • FIGURE 15-2 Inputs to Strategy Evaluation
    • Selecting and Communicating the Strategy
    • Strategy Process in a Rapidly Changing Environment
  • 15.4 STRATEGIC PLANS
    • FIGURE 15-3 Examples of Major Directions, Objectives, Actions, and Benchmarks
  • 15.5 THE EVOLUTION OF STRATEGY
    • Autonomous and Intentional Strategic Changes
  • 15.6 CORPORATE STRATEGY PROCESSES
    • Corporate Strategy Processes for Strategically Independent Businesses
      • FIGURE 15-4 Corporate Strategy Process When Business Units Are Strategically Independent
      • FIGURE 15-5 The McKinsey–GE Investment Priority Screen
      • FIGURE 15-6 The BCG Typology for Assessing Investment Opportunities Facing a Diversified Firm
    • Corporate Strategy for Strategically Interdependent Businesses
      • FIGURE 15-7 Expanded Corporate Strategy Process
    • The Role of General Managers
  • 15.7 CONCLUDING REMARKS
• Back Matter
  • APPENDIX APPLYING GAME THEORY TO STRATEGIC MANAGEMENT
    • A.1 INTRODUCTION
    • A.2 A FAMOUS EXAMPLE: THE PRISONERS' DILEMMA
      • FIGURE A-1 Expected Jail Time in the Prisoners’ Dilemma
      • FIGURE A-2 Payoffs for the Battle of the Sexes
    • A.3 NASH EQUILIBRIUM AND DUOPOLY
      • FIGURE A-3 Best-Response Functions
    • A.4 THE EFFECT OF REPETITION
    • A.5 CREDIBILITY, COMMITMENT, AND FLEXIBILITY
      • The Value of Flexibility: Real Options
      • Commitment and Credibility
        • FIGURE A-4 Payoffs in the Entry Game
        • FIGURE A-5 The Extensive Form of the Entry Game
        • FIGURE A-6 The Extensive Form of the Modified Entry Game
    • A.6 STRATEGIC BEHAVIOR IN THE PRESENCE OF ASYMMETRIC INFORMATION
      • Signaling
      • Screening
      • Reputation
    • A.7 SUMMARY
  • CREDITS
  • INDEX

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