Efnisyfirlit

• Part I Introducing Strategic Management
• 1 Introducing strategy and strategy making
• What is strategy?
• A brief history of the concept
• A multiplicity of meanings
• Assumptions and metatheories
• Strategists and stakeholders
• The social web and the ‘political’ process of strategy making
• 2 Thinking and acting strategically
• Case Study Scenario The IKEA way
• The distinction between strategic thinking, strategic management and strategic planning
• Strategy in Action Quick strategic thinking in unfavourable circumstances
• Strategy in Action Sony – the disruptive innovator
• Principles for the successful use of strategy
• Finding the right strategic mix of entrepreneurial creativity and administrative expertise
• Case Study The IKEA way
• 3 Adopting a global perspective
• Case Study Scenario The airlines and the integration of global markets
• The meaning of globalization
• The five main elements of globalization
• Home country bias
• A convergent world
• Global players
• The impact of globalization on strategy
• Case Study Bad strategy and bad fortune – Swissair and Qantas
• 4 Reading an uncertain future
• Case Study Scenario Airbus Industrie and the next generation of civil airliners
• Limited information
• Information, knowledge and strategy
• Reading the general environment
• Coping with the future
• Different kinds of risk
• Scenario building
• Case Study Airbus Industrie and the next generation of civil airliners
• Part II Strategic Environments and Competitive Advantage
• 5 Identifying opportunity and risk
• Case Study Scenario A clean vehicle – the hybrid electric vehicle (HEV)
• General and competitive environments
• The nature of the general environment
• Change and strategy
• Environment segments
• Strategy in Action Riding the Internet wave – Amazon.com
• Strategy in Action The Celtic tiger
• Strategy in Action Argentina, a case of recurrent crises
• Strategy in Action The development state – the port of Tanjung Pelepas (PTP)
• The main features of global change
• Case Study A clean vehicle – the hybrid electric vehicle (HEV)
• 6 Reading the competitive environment
• Case Study Scenario Video game wars
• Strategic players
• The forces of competition
• Strategy in Action Competitive forces for Starbucks
• Risk and market structures
• Indeterminateness of outcomes
• Strategy in Action Banking in Europe, Germany and market structure
• Country risk
• Strategy in Action Business crisis, country risk and the case of Indonesia
• Strategic risk
• Strategy in Action The Deutsche Bank and investment banking
• Case Study Video game wars
• 7 Analysing resources, capabilities and core competencies
• Case Study Scenario Branding a sports team – Manchester United
• Enterprise identity
• The nature of resources: tangible and intangible
• Resources and capabilities
• Strategy in Action Charles Schwab and online broking
• The core competencies of an enterprise
• Strategy in Action Haier: developing a new core competency and pioneering the Chinese export brand
• Strategy in Action Business models in broking
• Strategy in Action John Doerr and Kleiner Perkins Caulfield & Byers, the leading venture capital fir
• Case Study Branding a sports team – Manchester United
• 8 Creating and maintaining competitive advantage
• Case Study Scenario Hutchison and the introduction of third generation wireless communication
• The concept of competitive advantage
• Strategy in Action Inventing a new product – cosmetic contact lenses
• Strategy in Action The virtual university and the MBA
• Strategies for acquiring competitive advantage
• Strategy in Action The Mt Buller winter resort and global warming
• Focusing
• Strategy in Action Samsung Electronics: a dramatic turnaround – creating the brand
• Remaking the environment by innovation
• Strategy in Action Samsung Electronics: a dramatic turnaround – investing in new technology
• Strategy in Action Vivendi Universal – divesting to survive
• Competitive advantage and market structures
• E-commerce and services
• Strategy in Action Dell and direct sales
• Case Study Hutchison and the introduction of third generation wireless communication
• 9 Reducing costs
• Case Study Scenario Infosys and the Indian comparative advantage
• Cost leadership
• Cost drivers
• Strategy in Action The rise of Haier
• Pricing strategy
• Strategy in Action Southwest Airline – the no-frills airline
• Focused cost minimization
• Strategy in Action Packaging a cheap holiday – Club Med
• The nature of a technology
• Strategy in Action Wal-Mart: the origins of a cost-reducing machine
• The limits of cost leadership
• Strategy in Action Caterpillar vs. Komatsu
• Strategy in Action Wal-Mart: IT as a source of cost leadership
• Case Study Infosys and the Indian comparative advantage
• 10 Differentiating the product
• Case Study Scenario Turning a stone into a jewel – De Beers
• Needs and wants
• Strategy in Action The democratization of luxury
• Strategy in Action Creating and maintaining demand for luxury and aspirational automobiles
• Marketing as a source of competitive advantage
• Strategy in Action Formula One
• Strategy in Action Promoting a good image
• Product differentiation
• Strategy in Action Exploiting a brand name – Harley-Davidson
• Intangible qualities
• Branding
• Strategy in Action Sir Richard Branson and many wise virgins
• A product differentiation strategy
• Case Study Turning a stone into a jewel – De Beers
• Part III Strategic Dilemmas
• 11 Determining the size of an enterprise
• Case Study Scenario A merger and a demerger
• The optimum size of an enterprise
• Strategy in Action Communication, information and entertainment – the forces making for fusion
• The strategic gains from vertical and horizontal integration
• Strategy in Action Integration in communications/information/entertainment
• Acquisitions and mergers
• Strategy in Action The Hewlett-Packard/Compaq merger
• Focusing, strategic alliances and networks as devices for reducing the disadvantages of size
• Outsourcing and downscoping
• Case Study A merger and a demerger
• 12 Integrating the strategists
• Case Study Scenario The house of Gucci
• Integrating structures
• The influence of the principal/agent relationship on strategy
• Strategy in Action Microsoft, a giant comes of age
• The behaviour of principals and agents
• Strategy in Action Semco and Ricardo Semler – democracy as a management strategy
• Strategy in Action Finding a new structure and new strategy for Microsoft
• Strategy in Action Reliance and the death of the founder
• Strategy and organizational design
• Strategy in Action Asea Brown Boveri (ABB)
• Monitoring, incentives and corporate culture
• Outside control
• Case Study The house of Gucci
• 13 When to compete and when to cooperate
• Case Study Scenario The wine industry in Australia
• Dealing with other strategic players
• Strategy in Action Benetton: cooperation as strategy
• Strategy in Action The strategic alliance between Renault and Nissan
• The commons and free riding
• Strategy in Action Benetton and changing networks
• Game theory and the prisoner’s dilemma
• The universality of the prisoner’s dilemma
• How to cooperate
• Strategic alliances
• Strategy in Action When does a strategic alliance become a merger?
• Case Study The wine industry in Australia
• 14 Managing risk
• Case Study Scenario Africa – AIDS and civil wars
• The universality of risk management
• Strategic responses to risk
• Strategy in Action Enron and the Dabhol project
• Strategy in Action Lloyd’s of London and ‘long-tailed’ risk
• Strategy in Action Responses to the Asian economic crisis
• Strategy in Action Disney and the redistribution of risk
• Risk and diversification
• Strategic risk, scenario building and strategy making
• Strategy in Action Three different reform scenarios in China
• Case Study Africa – AIDS and civil wars
• 15 Participating in the global economy
• Case Study Scenario Entry into the Chinese automobile industry
• Participation strategies
• Strategy in Action Wal-Mart and the internationalization of retailing
• Strategy in Action News Corporation and expansion in the USA
• Participation strategies and competitive advantage
• Strategy in Action The Japanese entry into the USA automobile market
• Country-specific assets and enterprise-specific assets
• Strategy in Action 1. Disney and a tale of three cultures
• Strategy in Action 2. The trials of Euro Disney
• Internalization
• The nature of a world (global) enterprise
• Strategy in Action SingTel and its Asia Pacific role
• Strategy in Action Nestlé – a global enterprise?
• Case Study Entry into the Chinese automobile industry
• Part IV Bringing it all Together
• 16 Formulating strategy
• Case Study Scenario The supreme strategist – General Electric
• Case Study Scenario Nokia – where did it come from?
• How to learn good strategy making, the ‘core’ core competency
• Strategy in Action Honda and the revival of a stagnant market
• Steps in strategy making
• Two alternative models
• Strategic thinking – making room for creativity
• The nature of strategic management
• Strategy in Action IKEA and innovative combination
• Strategic planning
• Case Study 1: The supreme strategist – General Electric
• Case Study 2 Nokia – where did it come from?
• 17 Implementing strategy
• Case Study Scenario 1 South African Breweries – a different global strategy
• Case Study Scenario 2 Toyota – still a Japanese company?
• Common weaknesses in strategy implementation
• The five Cs and strategy implementation
• Strategy in Action Starbucks and being a good citizen
• The interactive or iterative nature of strategy making
• Boundaries
• Staging
• Strategy in Action Lessons from the online broking experience – how to stage?
• Leadership and the role of the centre: a specialized strategy division
• Case Study 1 South African Breweries – a different global strategy
• Case Study 2 Toyota – still a Japanese company?
• 18 Monitoring strategic performance
• Case Study Scenario 1 Sony – the disruptive innovator
• Case Study Scenario 2 A blockbuster drug – Imclone and insider trading
• Monitoring
• Measuring
• The role of financial controls
• Strategy in Action Andersen, accounting and the problems of monitoring
• Satisfying all the stakeholders
• Strategy in Action General Motors and its value added
• Strategy in Action The Enron collapse and others
• Choosing the nature of strategy
• Case Study 1 The disruptive innovator, Sony
• Case Study 2 A blockbuster drug – ImClone and insider trading
• Part V Strategic Analysis and Audit
• Riding the Internet wave: Amazon.com
• Finance, a venue for perfect competition: the Deutsche Bank
• Haier: pioneering the Chinese export brand
• The Hewlett-Packard/Compaq merger
• Lloyd’s of London and ‘long-tailed’ risk
• The Mt Buller winter resort and global warming
• Euro Disney and a tale of three cultures
• The strategic alliance between Renault and Nissan
• Samsung Electronics: a dramatic turnaround
• Going global: Singapore Telecommunications (SingTel)
• Starbucks: the third place
• Sir Richard Branson and many wise virgins
• Vivendi Universal: divesting to survive
• Wal-Mart: the cost-reducing machine
• Forecasting the price of oil
• Epilogue: reviewing the natureof strategy
• Glossary
• Bibliography
• Name index
• Organization index
• Subject index