Now in its tenth edition, Contemporary Strategy Analysis continues its tradition of accessibility, practicality, and real-world relevance to graduate and undergraduate students around the world. Focusing on strategic analysis, value creation, and implementation, this book provides a rigorous grounding in essential principles while offering up-to-date perspectives based on practices used at leading companies across industries and borders. Comprehensive coverage merges theory and application through new and updated cases, and the discussion surrounding business policy, business strategy, and the business environment links concept to context for a holistic understanding of the mechanisms at work. To keep pace with the field’s constant evolution, this new edition has been revised to reflect the current business landscape with expanded coverage of critical topics including disruption, innovation, technology, and other factors impacting strategic planning and implementation. Global perspectives throughout highlight the dynamic nature of strategic management in the face of borderless business, equipping students with the well-rounded knowledge base the future of business demands.
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Preface to Tenth Edition xv PART I INTRODUCTION 1 1 The Concept of Strategy 3 Introduction and Objectives 4 The Role of Strategy in Success 4 The Basic Framework for Strategy Analysis 9 A Brief History of Business Strategy 12 Strategy Today 15 How Is Strategy Made? The Strategy Process 21 Strategic Management of Not-For-Profit Organizations 25 Summary 28 Self-Study Questions 29 Notes 30 PART II THE TOOLS OF STRATEGY ANALYSIS 33 2 Goals, Values, and Performance 35 Introduction and Objectives 36 Strategy as a Quest for Value 37 Profit, Cash Flow, and Enterprise Value 41 Putting Performance Analysis into Practice 43 Beyond Profit: Values and Corporate Social Responsibility 51 Beyond Profit: Strategy and Real Options 55 Summary 58 Self-Study Questions 59 Notes 60 3 Industry Analysis: The Fundamentals 63 Introduction and Objectives 64 From Environmental Analysis to Industry Analysis 64 Analyzing Industry Attractiveness 66 Applying Industry Analysis to Forecasting Industry Profitability 76 Using Industry Analysis to Develop Strategy 77 Defining Industries: Where to Draw the Boundaries 80 From Industry Attractiveness to Competitive Advantage: Identifying Key Success Factors 82 Summary 86 Self-Study Questions 87 Notes 87 4 Further Topics in Industry and Competitive Analysis 90 Introduction and Objectives 91 Limits of Industry Analysis 91 Beyond the Five-Forces: Complements, Ecosystems, and Business Models 93 Competitive Interaction: Game Theory and Competitor Analysis 99 Segmentation and Strategic Groups 107 Summary 112 Self-Study Questions 113 Notes 114 5 Analyzing Resources and Capabilities 113 Introduction and Objectives 114 The Role of Resources and Capabilities in Strategy Formulation 114 Identifying Resources and Capabilities 118 Appraising Resources and Capabilities 126 Developing Strategy Implications 130 Summary 136 Self-Study Questions 137 Notes 138 6 Organization Structure and Management Systems: The Fundamentals of Strategy Implementation 144 Introduction and Objectives 145 Strategy Formulation and Strategy Implementation 146 The Fundamentals of Organizing: Specialization, Cooperation, and Coordination 149 Developing Organizational Capability 153 Organization Design 156 Summary 165 Self-Study Questions 165 Notes 166 PART III BUSINESS STRATEGY AND THE QUEST FOR COMPETITIVE ADVANTAGE 165 7 The Sources and Dimensions of Competitive Advantage 167 Introduction and Objectives 168 How Competitive Advantage Is Established and Sustained 168 Types of Competitive Advantage: Cost and Differentiation 178 Cost Analysis 178 Differentiation Analysis 186 Implementing Cost and Differentiation Strategies 197 Summary 200 Self-Study Questions 200 Notes 201 8 Industry Evolution and Strategic Change 205 Introduction and Objectives 206 The Industry Life Cycle 207 The Challenge of Organizational Adaptation and Strategic Change 216 Managing Strategic Change 221 Summary 235 Self-Study Questions 236 Notes 237 9 Technology-based Industries and the Management of Innovation 241 Introduction and Objectives 242 Competitive Advantage in Technology-intensive Industries 243 Strategies to Exploit Innovation: How and When to Enter 250 Standards, Platforms, and Network Externalities 255 Platform-based Markets 258 Implementing Technology Strategies: Creating the Conditions for Innovation 262 Accessing External Sources of Innovation 263 Summary 269 Self-Study Questions 270 Notes 271 10 Competitive Advantage in Mature Industries 273 Introduction and Objectives 274 Competitive Advantage in Mature Industries 274 Strategy Implementation in Mature Industries: Structure, Systems, and Style 280 Strategies for Declining Industries 282 Summary 286 Self-Study Questions 286 Notes 287 PART IV CORPORATE STRATEGY 289 11 Vertical Integration and the Scope of the Firm 291 Introduction and Objectives 292 Transaction Costs and the Scope of the Firm 293 The Benefits and Costs of Vertical Integration 294 The Benefits from Vertical Integration 297 The Costs of Vertical Integration 298 Applying the Criteria: Deciding Whether to Make or Buy 302 Designing Vertical Relationships 302 Different Types of Vertical Relationship 304 Choosing among Alternative Vertical Relationships 305 Recent Trends 306 Summary 307 Self-Study Questions 307 Notes 308 12 Global Strategy and the Multinational Corporation 311 Introduction and Objectives 312 Implications of International Competition for Industry Analysis 313 Analyzing Competitive Advantage in an International Context 315 Internationalization Decisions: Locating Production 318 Internationalization Decisions: Entering a Foreign Market 322 Multinational Strategies: Global Integration versus National Differentiation 324 Implementing International Strategy: Organizing the Multinational Corporation 331 Summary 337 Self-Study Questions 338 Notes 339 13 Diversification Strategy 341 Introduction and Objectives 342 Motives for Diversification 343 Competitive Advantage from Diversification 348 Diversification and Performance 352 The Meaning of Relatedness in Diversification 355 Summary 356 Self-Study Questions 357 Notes 358 14 Implementing Corporate Strategy: Managing the Multibusiness Firm 361 Introduction and Objectives 362 The Role of Corporate Management 363 Managing the Corporate Portfolio 363 Managing Linkages Across Businesses 366 Managing Individual Businesses 369 Managing Change in the Multibusiness Corporation 376 Governance of Multibusiness Corporations 381 Summary 386 Self-Study Questions 386 Notes 387 15 External Growth Strategies: Mergers,Acquisitions, and Alliances 389 Introduction and Objectives 390 Mergers and Acquisitions 391 Strategic Alliances 401 Summary 406 Self-Study Questions 407 Notes 407 16 Current Trends in Strategic Management 409 Introduction 410 The New Environment of Business 410 New Directions in Strategic Thinking 415 Redesigning Organizations 419 The Changing Role of Managers 422 Summary 424 Notes 424 CASES TO ACCOMPANY CONTEMPORARY STRATEGY ANALYSIS, NINTH EDITION 427 1 Tough Mudder Inc.: The Business of Mud Runs 435 2 Starbucks Corporation, May 2015 442 3 Kering SA: Probing the Performance Gap With LVMH 459 4 Pot of Gold? The US Legal Marijuana Industry 466 5 The US Airline Industry in 2015 472 6 Wal-Mart Stores, Inc., June 2015 487 7 Harley-Davidson, Inc., May 2015 502 8 BP: Organizational Structure and Management Systems 516 9 AirAsia: The World’s Lowest-cost Airline 523 10 Chipotle Mexican Grill, Inc.: Disrupting the Fast-food Business 533 11 Ford and the World Automobile Industry in 2015 542 12 Eastman Kodak’s Quest for a Digital Future 557 13 Tesla Motors: Disrupting the Auto Industry 576 14 Video Game Console Industry in 2015 587 15 New York Times: The Search for a New Business Model 598 16 Eni SpA: The Corporate Strategy of an International Energy Major 608 17 American Apparel: Vertically Integrated in Downtown LA 628 18 Chipotle Mexican Grill, Inc.: The International Challenge 639 19 Haier Group: Internationalization Strategy 645 20 The Virgin Group in 2015 655 21 Google Is Now Alphabet—But What’s the Corporate Strategy? 668 22 Jeff Immelt and the New General Electric 681 23 Bank of America’s Acquisition of Merrill Lynch 702 24 W. L. Gore & Associates: Rethinking Management? 718 Glossary 727 Index 735 9781119576433 
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Produktdetaljer

ISBN
9781119576433
Publisert
2019-02-15
Utgiver
Vendor
John Wiley & Sons Inc
Vekt
1416 gr
Høyde
252 mm
Bredde
201 mm
Dybde
37 mm
Aldersnivå
P, 06
Språk
Product language
Engelsk
Format
Product format
Heftet
Antall sider
672

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