Efnisyfirlit

• Cover Page
• Title
• copyright
• Brief Contents
• Contents
• Illustrations and Thinking Differently
• List of figures
• List of tables
• Cross-cutting themes
• Preface
• Exploring Strategy features
• Exploring Strategy Online
• Digital Courseware
• 1 Introducing strategy
• 1.1 Introduction
• 1.1.1 Why ‘Exploring Strategy’?
• 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 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
• 1.3.4 Cross-cutting themes: non-profits, sustainability and digital transformation
• 1.4 Strategy careers
• 1.5 Studying strategy
• 1.6 Exploring strategy further
• 1.6.1 Exploring strategy in different organisational types
• 1.6.2 Exploring strategy through different ‘strategy lenses’
• Key takeaways
• Work assignments
• Recommended key readings
• References
• Case example: A viable unicorn? Airbnb
• 2 Working with strategy
• 2.1 Introduction
• 2.2 Strategic thinking
• 2.2.1 Thinking slow
• 2.2.2 Two brains
• 2.2.3 Checklists
• 2.3 Strategic frameworks
• 2.3.1 SWOT analysis
• 2.3.2 Using multiple frameworks
• 2.3.3 Frameworks and theories
• 2.4 Strategic thinking techniques
• 2.4.1 Allocentricism
• 2.4.2 Issue trees
• 2.4.3 System mapping
• 2.5 Strategy analysis procedures
• 2.5.1 Analysing strategy cases
• 2.5.2 Analysing real organisations
• 2.6 Developing and communicating strategy
• 2.6.1 Developing a strategic plan
• 2.6.2 Good and bad strategy
• 2.6.3 Presenting strategy
• Key takeaways
• Recommended key readings
• References
• Case example: Canal+: Competing with Giants
• Part I
• Introduction to Part I
• 3 Macro-environment analysis
• 3.1 Introduction
• 3.2 PESTEL analysis
• 3.2.1 Political
• 3.2.2 Economic
• 3.2.3 Social
• 3.2.4 Technological
• 3.2.5 Ecological
• 3.2.6 Legal
• 3.2.7 Key drivers for change
• 3.3 Forecasting
• 3.3.1 Forecast approaches
• 3.3.2 Directions of change
• 3.4 Scenario analysis
• Key takeaways
• Work assignments
• Recommended key readings
• References
• Case example: Gasunie: hydrogen pipedreams
• 4 Industry and sector analysis
• 4.1 Introduction
• 4.2 Industry analysis
• 4.2.1 Defining the industry
• 4.2.2 The competitive forces
• 4.2.3 Implications of the Competitive Five Forces
• 4.3 Industry types and dynamics
• 4.3.1 Industry types
• 4.3.2 Industry structure dynamics
• 4.4 Ecosystems and complementors
• 4.4.1 Ecosystems
• 4.4.2 Complementors
• 4.5 Strategic groups and market segments
• 4.5.1 Strategic groups
• 4.5.2 Market segments
• Key takeaways
• Work assignments
• Recommended key readings
• References
• Case example: Game-changing digital forces in the global advertising industry
• 5 Resources and capabilities analysis
• 5.1 Introduction
• 5.2 Foundations of resources and capabilities
• 5.2.1 Resources and capabilities
• 5.2.2 Threshold and distinctive resources and capabilities
• 5.3 Distinctive resources and capabilities as a basis of competitive advantage
• 5.3.1 V – value of resources and capabilities
• 5.3.2 R – rarity
• 5.3.3 I – inimitability
• 5.3.4 O – organisational support
• 5.4 Analysing resources and capabilities
• 5.4.1 VRIO analysis
• 5.4.2 The value chain and value system
• 5.4.3 Activity systems
• 5.4.4 Benchmarking
• 5.5 Dynamic capabilities
• Key takeaways
• Work assignments
• Recommended key readings
• References
• Case example: Reconfiguring retailing resources
• 6 Purpose and stakeholders
• 6.1 Introduction
• 6.2 Organisational and stakeholder values
• 6.2.1 Organisational values
• 6.2.2 Stakeholder groups
• 6.2.3 Stakeholder mapping
• 6.2.4 Owners
• 6.3 Organisational purpose
• 6.3.1 Social responsibility
• 6.3.2 Managing hybrid organisations
• 6.4 Organisational governance
• Key takeaways
• Work assignments
• Recommended key readings
• References
• Case example: Petrobras: keep on trucking
• 7 Culture and strategy
• 7.1 Introduction
• 7.2 History, geography and fields
• 7.2.1 Historical influences
• 7.2.2 Geographical influences
• 7.2.3 Field influences
• 7.3 Organisational culture
• 7.3.1 Analysing culture: the cultural web
• 7.4 Deliberate and emergent cultural impacts
• 7.4.1 Organisational identity
• 7.4.2 Strategic drift
• Key takeaways
• Work assignments
• Recommended key readings
• References
• Case example: Has Uber overcome the ubermensch?
• Commentary on Part I The strategy lenses
• Case example: How does Meta make strategy?
• Part II
• Introduction to Part II
• 8 Business strategy and models
• 8.1 Introduction
• 8.2 Competitive strategies
• 8.2.1 Cost-leadership strategy
• 8.2.2 Differentiation strategy
• 8.2.3 Focus strategy
• 8.2.4 Hybrid strategy
• 8.2.5 Blue Ocean Strategy
• 8.3 Interactive strategies
• 8.3.1 Interdependence between rivals
• 8.3.2 Game theory
• 8.4 Business models
• 8.4.1 Value creation, configuration and capture
• 8.4.2 Business model patterns
• 8.4.3 Multi-sided platforms and strategies
• Key takeaways
• Work assignments
• Recommended key readings
• References
• Case example: The (new) IKEA approach
• 9 Corporate strategy
• 9.1 Introduction
• 9.2 Strategy directions
• 9.2.1 Market penetration
• 9.2.2 Market development
• 9.2.3 Product and service development
• 9.2.4 Unrelated diversification
• 9.3 Diversification drivers
• 9.4 Diversification and performance
• 9.5 Vertical integration
• 9.5.1 Forward and backward integration
• 9.5.2 To integrate or to outsource?
• 9.5.3 Divestment
• 9.6 Value creation and the corporate parent
• 9.6.1 Value-adding and value-destroying activities of corporate parents
• 9.6.2 The portfolio manager
• 9.6.3 The synergy manager
• 9.6.4 The parental developer
• 9.7 Portfolio matrices
• 9.7.1 The BCG (or growth/share) matrix
• 9.7.2 The directional policy (GE–McKinsey) matrix
• 9.7.3 The parenting matrix
• Key takeaways
• Work assignments
• Recommended key readings
• References
• Case example: Grand strategies in vision
• 10 International strategy
• 10.1 Introduction
• 10.2 Internationalisation drivers
• 10.3 Geographic sources of advantage
• 10.3.1 Locational advantage: Porter’s diamond
• 10.3.2 The international value system
• 10.4 International strategies
• 10.5 Market selection and entry
• 10.5.1 Country and market characteristics
• 10.5.2 Competitive characteristics
• 10.5.3 Entry mode strategies
• 10.6 Subsidiary roles and strategies in multinational firms
• Key takeaways
• Work assignments
• Recommended key readings
• References
• Case example: Tomra’s institutional challenges
• 11 Entrepreneurship and innovation
• 11.1 Introduction
• 11.2 Entrepreneurship
• 11.2.1 Opportunity recognition
• 11.2.2 Entrepreneurial process steps
• 11.2.3 Stages of entrepreneurial growth
• 11.2.4 Social entrepreneurship
• 11.3 Innovation dilemmas
• 11.3.1 Technology push or market pull
• 11.3.2 Product or process innovation
• 11.3.3 Open or closed innovation
• 11.4 Innovation diffusion
• 11.4.1 The pace of diffusion
• 11.4.2 The diffusion S-curve
• 11.5 Innovators and imitators
• 11.5.1 First-mover advantages and disadvantages
• 11.5.2 The incumbent’s response
• Key takeaways
• Work assignments
• Recommended key readings
• References
• Case example: Globalwork – Building a start-up in Colombia
• 12 Mergers, acquisitions and alliances
• 12.1 Introduction
• 12.2 Organic development
• 12.3 Mergers and acquisitions
• 12.3.1 Defining M&A
• 12.3.2 M&A contexts
• 12.3.3 M&A strategy
• 12.3.4 M&A processes
• 12.3.5 M&A strategy over time
• 12.4 Strategic alliances
• 12.4.1 Types of strategic alliance
• 12.4.2 Motives for alliances
• 12.4.3 Strategic alliance processes
• 12.5 Comparing acquisitions, alliances and organic development
• 12.5.1 Buy, ally or DIY?
• 12.5.2 Key success factors
• Key takeaways
• Work assignments
• Recommended key readings
• References
• Case example: A successful exit: the acquisition of TopNet by Tunisie Telecom
• Commentary on Part II Strategic choices
• Part III
• Introduction to Part III
• 13 Evaluating strategies
• 13.1 Introduction
• 13.2 Gap analysis
• 13.2.1 Performance measures
• 13.2.2 Performance comparisons
• 13.2.3 Complexities of performance analysis
• 13.3 SAFE
• 13.3.1 Suitability
• 13.3.2 Acceptability
• 13.3.3 Feasibility
• 13.3.4 Evaluation
• Key takeaways
• Work assignments
• Recommended key readings
• References
• Case example: ITV: DIY, buy or ally?
• 14 Strategy development processes
• 14.1 Introduction
• 14.2 Deliberate strategy development
• 14.2.1 The role of the strategic leader
• 14.2.2 Strategic planning systems
• 14.2.3 Externally imposed strategy
• 14.3 Emergent strategy development
• 14.3.1 Logical incrementalism
• 14.3.2 Strategy as the outcome of political processes
• 14.3.3 Strategy as the result of organisational structures and systems
• 14.4 Implications for managing strategy development
• 14.4.1 Managing strategy development in different contexts
• Key takeaways
• Work assignments
• Recommended key readings
• References
• Case example: From Google to Alphabet to ‘Moonshots’: Strategy development twists and turns
• 15 Implementing strategy
• 15.1 Introduction
• 15.2 Hard implementation
• 15.2.1 Structural types
• 15.2.2 Systems
• 15.3 Soft implementation
• 15.3.1 Cultural change
• 15.3.2 Sensemaking
• 15.3.3 Procedural justice
• 15.4 Integrating for implementation
• 15.4.1 Strategic alignment
• 15.4.2 Strategic configuration
• Key takeaways
• Work assignments
• Recommended key readings
• References
• Case example: Tencent: third time lucky?
• 16 Leadership and strategic change
• 16.1 Introduction
• 16.2 Leadership and strategic change
• 16.2.1 Strategic leadership roles
• 16.2.2 Leadership styles
• 16.3 Analysing the change context
• 16.3.1 Forcefield analysis
• 16.3.2 The change kaleidoscope
• 16.4 Types of strategic change
• 16.4.1 Strategic transformation
• 16.4.2 Turnaround
• 16.4.3 Ambidexterity
• 16.5 Levers for strategic change
• 16.5.1 A compelling case for change
• 16.5.2 Challenging the taken for granted
• 16.5.3 Changing operational processes and routines
• 16.5.4 Symbolic management
• 16.5.5 Power and political systems
• 16.5.6 Timing
• 16.5.7 Visible short-term wins
• 16.6 Problematising change
• 16.6.1 The problems of formal change
• 16.6.2 Underestimating informal change
• 16.6.3 The need for resilience
• Key takeaways
• Work assignments
• Recommended key readings
• References
• Case example: The Festival d’Aix-en-Provence: leading change in a time of crisis
• 17 The practice of strategy
• 17.1 Introduction
• 17.2 The strategists
• 17.2.1 Chief executives and directors
• 17.2.2 Strategic planners
• 17.2.3 Middle managers
• 17.2.4 External strategists
• 17.3 Strategising
• 17.3.1 Strategy analysis
• 17.3.2 Strategic issue-selling
• 17.3.3 Strategic decision making
• 17.3.4 Communicating strategy
• 17.4 Strategy methods
• 17.4.1 Digital strategy tools
• 17.4.2 Strategy workshops
• 17.4.3 Strategy projects
• 17.4.4 Hypothesis testing
• 17.4.5 Open strategy
• Key takeaways
• Work assignments
• Recommended key readings
• References
• Case example: Wikimedia’s Open Strategy
• Commentary on Part III Strategy in action
• Case studies
• Guide to using the case studies
• Guide to the main focus of cases in the book
• Glastonbury: from hippy weekend to international festival
• The global pharmaceutical industry: world saviour or loathed pariah?
• Net zero: economically inconvenient or the only competitive advantage in town?
• ‘Relocation, relocation, relocation: evolving strategies to deal with shifting shopping patterns at Vision Express
• H&M in fast fashion: continued success?
• The Formula 1 constructors
• Manchester United FC and a ‘super league’ of Europe’s elite clubs
• ’Dare to know’: Challenges in merging two French universities
• Governance and reputational risk: the rise and fall of Bell Pottinger
• Ryanair: the low fares airline – whither now?
• Multi-sided platform competition in the video game industry
• Megabrew: undisputed King of Beer, but at what cost?
• Going to the dogs? Mars’ and Nestle’s diversification into veterinary clinics
• Making Siemens ready for a digital future
• Indian Premier League: glitz, glamour and globalisation
• Yuka: changing the world one barcode at a time
• PensionBee
• Going for a ride: entrepreneurial journeys in the on-demand transportation sector
• Cisco launchpad in India: a corporate start-up partnering initiative
• Has Teva been saved? Responding to challenges and problems in generic pharmaceuticals
• Managing M&A: Elekta’s acquisition of Neuromag
• Evaluating the Mexican Narco-Trafficking business and counterstrategies
• Shoprite Holdings Limited: challenges to success
• Being hot in a cool market!
• Emmaus: the founder as a resource?
• Seplat Energy: leading Nigeria’s energy transition in a multistakeholder environment
• ACH, rethinking refugee and social impact: leading, evolving and driving changes
• Strategy work in Dörr & Portbolaget: how open can you be?
• HomeCo
• Participative strategy process in the city of Vaasa
• Glossary
• Name index
• General index
• Acknowledgements