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• Title Page
• Copyright Page
• CONTENTS
• 1 INTRODUCTION
• 1.1 Strategic Management
• 1.2 The Role of Business Strategy
• Examples: Dell Computer and Compaq Computer
• The 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
• 2 BUSINESS STRATEGY
• 2.1 Introduction
• 2.2 Describing Business Strategy
• Goals
• Scope
• Competitive Advantage
• Logic
• 2.3 Relationship of Strategy to Mission, Purpose, Values, and Vision
• Mission, Purpose, and 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
• 2.5 Developing Strategy: The Strategy Process
• Strategy Identification
• Strategy Evaluation: Testing the Logic
• Strategy Process and Strategic Change
• 2.6 Summary
• 3 COMPETITIVE ADVANTAGE
• 3.1 Introduction
• 3.2 Value and Competitive Advantage
• 3.3 Two Main Routes to Competitive Advantage
• Position
• Capabilities
• 3.4 Sustainable Competitive Advantage
• Capability as Sustainable Competitive Advantage
• Position as Sustainable Competitive Advantage
• 3.5 The Relationship of Position to Capabilities
• 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
• Using the Cost-Quality Frontier to Illustrate Competitive Advantage: An Example
• 3.8 Summary
• 4 INTERNAL CONTEXT: ORGANIZATION DESIGN
• 4.1 Introduction
• 4.2 Organization Design 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
• Architecture: Structure
• Architecture: Compensation and Rewards
• Routines
• Culture
• 4.6 ARC Analysis
• 4.7 Summary
• 5 ORGANIZATION AND COMPETITIVE ADVANTAGE
• 5.1 Introduction
• 5.2 Aligning Strategy and Organization
• Applying ARC Analysis to Assess Strategic Alignment: Southwest Airlines Revisited
• Other Examples: Sony, Apple Computer, and Silicon Graphics
• 5.3 Building and Creating Competitive Advantage
• Explorers and Exploiters
• Interdependence and Tight-Coupling
• Organizational Slack
• Central Direction
• The ARC of Explorers and Exploiters
• 5.4 Combining Exploration and Exploitation
• 5.5 Costs of Organizational Change
• 5.6 Summary
• 6 EXTERNAL CONTEXT: INDUSTRY ANALYSIS
• 6.1 Introduction
• 6.2 The Effects of Industry Characteristics on Firm Performance
• 6.3 Organizing Industry Analysis
• 6.4 A Framework for Industry Analysis
• Value Creation: Potential Industry Earnings (PIE)
• Determinants of PIE
• An Example of Value Creation: Lobster PIE
• Capturing Value: Dividing PIE
• Competition
• Entry and Incumbency Advantage
• An Example of the Effects of Competition and Entry
• Vertical Power: Buyer or Supplier Power
• Dividing the Lobster PIE
• 6.5 Industry Definition
• Industry Definition Based on “Close” Substitutes
• Industry Definitions for Systems of Complementary Products
• 6.6 Summary
• 7 THE SPECTRUM OF COMPETITION AND NICHE MARKETS
• 7.1 Introduction
• 7.2 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
• Horizontal and Vertical Product Differentiation
• 7.5 Differentiation and Competition
• Niches and Neighbors
• Differentiation Softens Competition
• Price Competition and Market Share
• 7.6 Product Positioning
• 7.7 Summary
• Appendix Monopoly, Competition, and Niche Markets
• Monopoly
• Perfect Competition
• Niche Markets
• 8 COMPETITION IN CONCENTRATED MARKETS
• 8.1 Introduction
• 8.2 Oligopoly: The Elements of Strategic Interaction
• Differences in Actions
• Timing
• Players
• Information
• Repetition
• Summary
• 8.3 Dominant Firms
• 8.4 Antitrust
• Collusion and Antitrust
• 8.5 Summary
• 9 ENTRY AND THE ADVANTAGE OF INCUMBENCY
• 9.1 Introduction
• 9.2 Types of Incumbency Advantage
• Scale Advantages
• Incumbency Advantage from Cumulative Investment
• 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
• 9.4 Strategically Creating Incumbency Advantage
• Packing the Product Space
• Blocking Entry through Contract or Vertical Integration
• Signaling to Prevent Entry
• Entry Barriers and Antitrust
• 9.5 Summary
• 10 CREATING AND CAPTURING VALUE IN THE VALUE CHAIN
• 10.1 Introduction
• 10.2 Value Creation and Value Capture
• 10.3 The Value Chain and Buyer or Supply Power
• 10.4 Capturing Value
• Value Capture without Buyer or Supplier Power
• Value Capture by a Single Powerful Supplier (or Buyer)
• Value Capture When Buyers and Suppliers Are Powerful
• 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
• 11 STRATEGIC MANAGEMENT IN A CHANGING ENVIRONMENT
• 11.1 Introduction
• 11.2 The Evolution of the U.S. Automobile Industry
• 11.3 Change and Competitive Advantage
• 11.4 Industry Life Cycle
• Emergence
• Growth
• Maturity and Decline
• 11.5 The Evolution of Industry Organization
• Horizontal vs. Vertical Organization
• Organizational Implications of Industry Structure
• 11.6 Managing Strategic Change
• Overcoming the Barriers to Strategic Change
• Managing Under Uncertainty: Scenario Analysis
• Strategic Change: An Example
• 11.7 Summary
• 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
• 12.3 Competition in Markets with Demand-Side Increasing Returns
• Installed Base and Tipping
• Competitive Strategies for Building DSIR
• 12.4 Systems of Components
• System Compatibility
• Leveraging Market Position
• 12.5 Technology Adoption
• 12.6 Managing the Adoption Process
• 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
• 13 GLOBALIZATION AND STRATEGY
• 13.1 Introduction
• 13.2 Implications for Managers
• 13.3 Strategic Gains from Globalization
• 13.4 Globalization of Industries and Economies
• 13.5 Strategic Challenges
• The Challenge of Local Responsiveness
• The Challenge of Global Efficiency
• The Challenge of Learning
• 13.6 Organizing to Meet the Challenge
• Federated vs. Centralized
• Building the Middle Ground
• The Regional Organization
• Locational Advantage
• The Transnational Corporation
• 13.7 Summary
• 14 CORPORATE STRATEGY: MANAGING FOR VALUE IN A MULTIBUSINESS COMPANY
• 14.1 Introduction
• 14.2 A Framework for Corporate Strategy
• Managing Strategic Spillovers
• A Framework for Corporate Strategy
• 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
• 14.5 Levers: Resource Allocation and Organization Design
• Resource Allocation
• Organization Design
• Corporate Direction
• 14.6 Summary
• 15 THE STRATEGY PROCESS
• 15.1 Introduction
• 15.2 Some Principles of the Strategy Process
• 15.3 Business Strategy Process
• Strategy Identification
• Strategy Evaluation
• Developing and Evaluating Strategic Options
• Selecting and Communicating the Strategy
• Strategy Process in a Rapidly Changing Environment
• 15.4 Strategic Plans
• 15.5 The Evolution of Strategy
• Autonomous and Intentional Strategic Changes
• 15.6 Corporate Strategic Processes
• Corporate Strategy Processes for Strategically Independent Businesses
• Corporate Strategy for Strategically Interdependent Businesses
• The Role of General Managers
• 15.7 Concluding Remarks
• APPENDIX APPLYING GAME THEORY TO STRATEGIC MANAGEMENT
• A.1 Introduction
• A.2 A Famous Example: The Prisoners’ Dilemma
• A.3 Nash Equilibrium and Duopoly
• A.4 The Effect of Repetition
• A.5 Credibility, Commitment, and Flexibility
• The Value of Flexibility: Real Options
• Commitment and Credibility
• A.6 Strategic Behavior in the Presence of Asymmetric Information
• A.7 Summary
• CREDITS
• INDEX