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• Cover
• Half Title
• Title Page
• Copyright Page
• Dedication
• Brief Table of Contents
• Detailed Table of Contents
• About the Authors
• Acknowledgements
• Preface
• 1 An Introduction to Strategic Management
• Google: A Story of Great Success
• A Quest for Performance
• Strategic Management
• Basic Definitions
• Plan, Ploy, Pattern, Position, and Perspective
• Competitive Advantage
• Focusing on Transactions
• Strengths, Weaknesses, Opportunities, and Threats
• Competitive Advantage and Firm Performance
• The End of the Beginning
• 2 Understanding Organizational Performance
• Valuing Facebook
• Understanding Organizational Performance
• Value as a Measure of Performance
• Profitability as a Measure of Performance
• Performance Over Time
• Performance From a Variety of Perspectives
• Tobin’s q
• Economic Value Added
• Performance in Context
• Purpose, Values, and Mission
• Taking Stock of Performance
• 3 Tools of the Trade
• The Tools of the Trade
• Organizational Mission, Values, and Intentions
• Organizational Abilities, Skills, and Resources
• Environmental Conditions and Characteristics
• Goals, Objectives, and Strategies
• Functional Strategies and Implementation
• Learning, Adaptation, and Change
• Additional Thoughts and Caveats
• Starting From Scratch Is the Exception
• Whose Job Is Strategic Management?
• Intended Versus Realized Outcomes
• The Process Is Often Messy
• 4 Analyzing the Environment
• Defining the Business and the Environment
• The Macro-Environment: PESTEL Framework
• Analyzing the Competitive Environment
• The 5-Forces Model
• Bargaining Power of the Seller
• Bargaining Power of the Buyer
• Availability of Substitutes
• Threat of New Entrants
• Rivalry Among Competitors
• Competitiveness and the Lifecycle Model
• Ongoing Evolution in the Environment
• Concluding Thoughts and Caveats
• Hypercompetition
• Industry Definition
• Locus of Competition
• 5 Organizational Strengths and Weaknesses: Analyzing a Firm’s Capabilities and Resources
• Harley-Davidson
• Introduction to Organizational Analysis
• The Resource-Based View
• Value
• Rarity
• Inimitability
• Non-Substitutability
• Appropriability
• The Value Chain
• Analysis of Resources and Capabilities
• Summary
• Concluding Thoughts and Caveats
• The Fallacy of the Better Mousetrap
• The Ongoing Nature of Sustainability
• Ambiguity and Social Complexity
• 6 Strategies for Competitive Advantage
• Home Depot and Lowe’s
• The Nature of Competitive Advantage
• Competitive Advantage as an Interaction
• The Transaction-Based View
• Value Is Determined by the Customer
• Determinations of Value Are Context-Specific
• Value Is Episodically Specific
• Different Types of Competitive Advantage
• Focus
• Differentiation
• Low Cost
• Differentiation, Low Cost, and Performance
• Some Final Caveats
• Simple Supply and Demand?
• Monopoly, Limits to Competition, and Competitive Advantage
• Stuck in the Middle
• The Dynamic Capabilities Perspective
• 7 Corporate and Multi-Business Unit Strategy
• Google and the Formation of Alphabet Inc.
• History and the Transition From Google to Alphabet Inc.
• Introduction
• Corporate-Level Strategy
• Corporate Strategy and Portfolio Management
• The Challenge of Corporate Strategy
• Corporate Strategy and Competitive Advantage
• Portfolio Management
• Restructuring
• Transferring Skills
• Sharing Activities
• Summary
• Final Caveats
• Related and Unrelated Diversification
• Market Selection
• The M-Form Organizational Structure
• Organizational Culture
• Multi-Point Competition
• 8 Implementation, Adaptation, and Learning
• Billions Served
• Implementation
• Another Level of Fit
• McKinsey 7-S Model
• Short-Term Fit, Long-Term Flexibility
• The Paradox of Success
• Exploitation Versus Experimentation
• When Less Is More
• Adaptation and Learning
• Summary
• Some Final Thoughts
• Dynamic Capabilities
• Real Options
• Problems With Present Value
• A Means to an End
• 9 Disruptive Megatrends
• The Demise of Toys “R” Us
• Globalization
• Internet
• Mobile Devices
• Changing Demographics
• Climate Change
• Big Data, Fast Data
• Rapid Urbanization
• Social Commerce
• Technology Advances
• Blockchain
• Energy Generation and Storage
• Scenario Planning
• Building Scenarios
• Concluding Thoughts and Caveats
• The Real Challenge
• Method and Myth
• Mega and Micro, Aggregation, and Causality
• 10 Issues of Context, Setting, and Application
• A Broad Value Proposition
• A Highly Generalizable Discipline
• Entrepreneurship
• Parallel Models
• New Complexities
• International Business
• International Strategies
• Implementation and Fit
• Leadership
• Basics of Leadership and Strategy
• Casting a Vision
• Communicating and Motivating
• Catalyzing Innovation and Change
• Driving for Results
• Adding Value
• Corporate Governance
• Public and Private Ownership
• Agency Problems
• Governing the Board
• Governance, Value, and Strategic Management
• Conclusions
• References
• Index