Efnisyfirlit

• Cover Page
• Half Title Page
• Title Page
• Copyright Page
• Contents
• List of illustrations
• Figures
• Tables
• 1 What is strategy?
• Strategy: the oldest and newest of management disciplines?
• Is strategy a science, an art or a humanity?
• Strategy or strategizing?
• Defining strategy
• Mintzberg’s 5Ps
• Strategy as plan
• Strategy as ploy
• Strategy as pattern
• Strategy as position
• Strategy as perspective
• Situating the field of strategic management
• So what is strategy?
• 2 Strategy: a brief history
• Introduction
• Military antecedents of (business) strategy
• Strategy, the rise of ‘big business’ and the West Point connection
• The emergence of the first business schools
• World War II: the widening exchange of ideas, methods and practices
• The recent history of business strategy
• The 1960s: growth, planning and stability
• 1970s: crisis and change
• 1980s: competition and entrepreneurship
• 1990s: renewed growth and the global economy
• 2000s: innovation, value and networks
• Summary
• 3 Strategy by design and an emergent critique (part 1)
• Introduction
• Strategic planning: underlying assumptions
• Strategy as a rational process
• The CEO as strategy architect
• Separation of implementation from formulation
• Strategic planning: tools and techniques
• Hierarchy of plans
• A strategic planning model
• Vision and mission
• Situation analysis (SWOT)
• The rational decision model
• What value strategic planning?
• The benefits of planning
• Summary
• 4 Strategy by design and an emergent critique (part 2)
• Introduction
• Henry Mintzberg and the three fallacies of strategic planning
• The emergence of the learning approach
• Bounded rationality
• ‘Satisficing’ behaviour
• Disjointed incrementalism: ‘muddling through’
• Logical incrementalsim
• Formulating an emergent strategy
• The crafting metaphor
• The organization as garbage can
• Umbrella strategies
• Scenario planning
• The emergence of scenario planning
• A typical scenario planning process
• Stage 1: establishing the parameters
• Stage 2: external analysis
• Stage 3: construct scenario options
• Stage 4: developing scenario narratives
• Stage 5: developing strategic responses
• Evaluating scenario planning
• Chapter summary
• 5 Strategy and the multi-business firm
• Introduction
• The rise of the multi-business firm
• Diversification strategy
• Why do firms diversify?
• Diversification and innovation
• Diversification and efficiency
• Diversification and new market entry
• Diversification: related or unrelated?
• Diversification as empire-building and the personal strategies of the strategist
• Parenting theory
• Portfolio parent
• Synergy parent
• Parental developer
• The rise of the consultants
• Portfolio management and the contribution of BCG
• The experience curve
• Growth/share matrix
• Stars
• Cash cows
• Question marks
• Dogs
• The balance portfolio
• The firm as a bundle of liquid assets
• Putting it all together: the portfolio planning process
• What value the portfolio approach?
• Lack of direction
• Over simplified?
• Context-specific
• Problems of definition
• Impact on people
• Connections within the portfolio
• Chapter summary
• 6 Creating strategy from the outside-in
• Introduction
• Theoretical underpinnings: industrial organization economics
• The contribution of Michael Porter
• Industry analysis
• Threat of new entry
• The power of suppliers
• The power of buyers
• The threat of substitutes
• Existing rivalry
• Critical lessons in successfully applying the five forces
• A tool of industry analysis
• Defining the industry
• Why only five forces?
• Confusing substitutes and rivals
• A tool of analysis not description
• The attractiveness test
• Positioning and the generic strategies
• Cost leadership
• Differentiation
• Focus
• The value chain
• Primary activities
• Support activities
• Activity types
• The value chain and strategic fit
• Cost leadership and strategic fit
• Differentiation and strategic fit
• Value networks
• Porter’s further contributions: expanding the logic of the outside-in approach
• The competitive advantage of nations
• Factor conditions
• Demand conditions
• Related and supporting industries
• Firm strategy, structure and rivalry
• Strategic clusters
• Evaluating Porter’s contributions to the strategy field
• Chapter summary
• 7 Creating strategy from the inside-out
• Introduction
• Theoretical underpinnings: the resource-based view (RBV)
• Edward Chamberlin
• Edith Penrose
• Birger Wernerfelt
• Jay Barney
• Dynamic capabilities
• The RBV in practice
• Hamel and Prahalad stake their claim!
• Strategic intent
• Strategy as stretch
• Core competencies
• From core competence to core products
• Manufacturing share vs. brand share
• Watch out for surprise competitors
• The tyranny of the SBU
• Strategy as leverage
• Putting it all together: building a strategy architecture
• Network-level strategy
• Why collaborate?
• Strategic outsourcing
• Business networks and co-opetition
• Assessing Hamel and Prahalad’s contribution to the field
• Chapter summary
• 8 Creating strategy through value innovation
• Introduction
• Perceptions of value and the limits of a dominant logic
• Industry assumptions
• Strategic focus
• Customers
• Resources and capabilities
• Product and service offering
• Breaking free from the blinders of a dominant logic
• Focus on next practices
• Experimentation
• Look beyond the borders of industries
• Looking beyond geographic borders
• Theoretical underpinnings: Schumpeterian competition
• Blue ocean strategy
• The rising imperative of creating blue oceans
• Developing a blue ocean strategy
• Creating uncontested market space
• Break the value/cost trade-off
• Creating blue oceans through building complimentary offerings
• Aligning the organization
• The strategy canvas
• The Four Actions framework
• Disruptive innovation
• Low-end disruption
• New market disruption
• The shackles of incumbency and the innovator’s dilemma
• Sources of disruptive innovation
• Formulating a disruptive strategy: the innovator’s solution
• Leadership and disruptive innovation
• The role of middle managers
• Experience innovation and the co-creation of value
• The strategy of co-creation
• Developing engagement platforms
• Building a co-creation architecture
• Chapter summary
• Concluding discussion
• So what is strategy?
• Towards a holistic theory of strategy?
• Outside-in or inside-out: does it matter?
• Outside-in or inside-out: where does it matter?
• Case 1: IKEA: daring to be different
• Introduction
• The emergence of the IKEA business model
• In-house design and supplier relations
• The IKEA store concept
• The innovation of flat-packed furniture
• Product range
• The importance of culture: some lessons learnt
• Case questions
• Case 2: fast fashion at Zara
• Introduction
• Unpicking Zara’s business model
• Design
• Operations management
• Logistics
• Zara stores
• Future challenges: the dangers of speed
• Case questions
• Case 3: innovation and change at Nike
• Introduction
• Nike’s move into digital platforms
• Joga.com
• Nike ID
• Wearable technology
• Nike+ and the FuelBand
• Nike’s approach to innovation
• Nike: where next?
• Case questions
• Case 4: Apple Inc. in 2014
• Introduction
• History
• Apple: the early years
• The Sculley years (1985–1993)
• The Spindler and Amelio years (1993–1997)
• Steve Jobs and the Apple turnaround
• Key milestones
• Core business activity and competitive environment
• Key product and service portfolio
• Apple’s value proposition
• Apple’s resource base
• Culture as a key resource
• Innovation at Apple
• Case questions
• References
• Index