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• About Fundamentals of Strategy
• Title Page
• Copyright Page
• Brief contents
• Contents
• Getting the most from Fundamentals of Strategy
• Fundamentals of Strategy Online
• 1 Introducing strategy
• 1.1 Introduction
• 1.2 What is strategy?
• 1.2.1 Defining strategy
• 1.2.2 The purpose of strategy: mission, vision, values and 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
• 1.4 Strategy development process
• Summary
• Recommended key readings
• References
• Case example: The rise of a unicorn: Airbnb
• 2 Macro-environment analysis
• 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
• 2.3 Forecasting
• 2.3.1 Forecast approaches
• 2.3.2 Directions of change
• 2.4 Scenario analysis
• Summary
• Recommended key readings
• References
• Case example: Alibaba: the Yangtze River Crocodile
• 3 Industry and sector analysis
• 3.1 Introduction
• 3.2 Industry analysis
• 3.2.1 Defining the industry
• 3.2.2 The competitive forces
• 3.2.3 Complementors and network effects
• 3.2.4 Implications of the competitive five forces
• 3.3 Industry dynamics
• 3.3.1 The industry life cycle
• 3.3.2 Comparative industry structure analyses
• 3.4 Competitors and markets
• 3.4.1 Strategic groups
• 3.4.2 Market segments
• 3.5 Opportunities and threats
• Summary
• Recommended key readings
• References
• Case example: Game-changing forces and the global advertising industry
• 4 Resources and capabilities analysis
• 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 capabalities
• Summary
• Recommended key readings
• References
• Case example: Rocket Internet – will the copycat be imitated?
• 5 Stakeholders and culture
• 5.1 Introduction
• 5.2 Stakeholders
• 5.2.1 Stakeholder groups
• 5.2.2 Stakeholder mapping
• 5.2.3 Owners
• 5.3 Corporate governance
• 5.4 Corporate social responsibility
• 5.5 Culture and strategy
• 5.5.1 Organisational culture
• 5.5.2 Analysing culture: the cultural web
• Summary
• Recommended key reading
• References
• Case example: Uber and the ubermensch
• 6 Business strategy and models
• 6.1 Introduction
• 6.2 Generic competitive strategies
• 6.2.1 Cost-leadership strategy
• 6.2.2 Differentiation strategy
• 6.2.3 Focus strategy
• 6.2.4 Hybrid strategy
• 6.3 Game theory
• 6.4 Business models
• 6.4.1 Value creation, configuration and capture
• 6.4.2 Business model patterns
• Summary
• Recommended key readings
• References
• Case example: The IKEA approach
• 7 Corporate strategy
• 7.1 Introduction
• 7.2 Strategy directions
• 7.2.1 Market penetration
• 7.2.2 Product and service development
• 7.2.3 Market development
• 7.2.4 Unrelated diversification
• 7.3 Diversification drivers
• 7.4 Vertical integration
• 7.4.1 Forward and backward integration
• 7.4.2 To integrate or to outsource?
• 7.5 Value creation and the corporate parent
• 7.5.1 Value-adding activities
• 7.6 The BCG (or growth/share) matrix
• 7.7 International diversification strategy
• 7.8 Growth methods: organic, acquisitions and alliances
• Summary
• Recommended key readings
• References
• Case example: Grand strategies in vision
• 8 Entrepreneurship and innovation
• 8.1 Introduction
• 8.2 Entrepreneurship
• 8.2.1 Opportunity recognition
• 8.2.2 Steps in the entrepreneurial process
• 8.2.3 Stages of entrepreneurial growth
• 8.3 Innovation dilemmas
• 8.3.1 Technology push or market pull
• 8.3.2 Product or process innovation
• 8.3.3 Open or closed innovation
• 8.4 Innovation diffusion
• 8.4.1 The pace of diffusion
• 8.4.2 The diffusion S-curve
• 8.5 Innovators and imitators
• 8.5.1 First-mover advantages and disadvantages
• 8.5.2 The incumbent’s response
• Summary
• Recommended key reading
• References
• Case example: Rovio’s Angry Birds: The evolution of a global entertainment empire
• 9 Strategy in action
• 9.1 Introduction
• 9.2 Structural types
• 9.2.1 The functional structure
• 9.2.2 The divisional structure
• 9.2.3 The matrix structure
• 9.2.4 Multinational/transnational structure
• 9.2.5 Project-based structures
• 9.3 Systems
• 9.3.1 Planning systems
• 9.3.2 Cultural systems
• 9.3.3 Performance targeting systems
• 9.3.4 Market systems
• 9.4 Strategic leadership
• 9.5 Types of strategic change
• 9.5.1 Adaptation
• 9.5.2 Reconstruction
• 9.5.3 Revolution
• 9.5.4 Evolution
• 9.6 Steps for strategic change: Kotter’s Change Model
• Summary
• Recommended key reading
• References
• Case example: Tencent: Third Time Lucky?
• Glossary
• Name index
• General index
• Publisher’s acknowledgements
• Back cover