Essentials of Strategic Management: The Quest for Competitive Advantage ISE

Name: Essentials of Strategic Management: The Quest for Competitive Advantage ISE
Price: 5230 ISK
Availability: InStock
Author: GAMBLE
ISBN: 9781266284922

Höfundur: GAMBLE (Útgáfa: 9)

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Essentials of Strategic Management, by Gamble, Peteraf, and Thompson presents concise, straight-to-the-point discussions, and timely examples, with a writing style that captures student interest. It features 10 chapters with 12 diverse and tightly linked cases. The content is solidly mainstream and balanced, mirroring both insights of academic thought and real-world strategic management. For years, strategy instructors have been shifting from purely text and cases to a text-cases-simulation course structure.

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Útgefandi: McGraw-Hill Higher Education (International)

ISBN: 9781266284922

Print ISBN: 9781266031748

Format: ePub

Útgáfa: 9

Höfundar: GAMBLE

Tungumál: English

Útgefið: 2026-01-13

Prent takmörkun á líftíma: 100

Prent takmörkun: 2

Afritunar takmörkun: 2

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Table of Contents and Preface
Cover Page
Half Title
Title Page
Copyright Information
Dedication
About the Authors
Brief Contents
PART ONE CONCEPTS AND TECHNIQUES FOR CRAFTING AND EXECUTING STRATEGY
PART TWO CASES IN CRAFTING AND EXECUTING STRATEGY
Preface
Differentiation from Other Texts
Organization, Content, and Features of the 2026 Release Text Chapters
Chapter by Chapter Changes
The Case Collection
The Two Strategy Simulation Supplements: The Business Strategy Game and GLO-BUS
Resources and Support Materials for the 2026 Release for Students
For Instructors
Acknowledgments
Table of Contents
PART ONE CONCEPTS AND TECHNIQUES FOR CRAFTING AND EXECUTING STRATEGY Page 1
PART TWO CASES IN CRAFTING AND EXECUTING STRATEGY Page 240
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Chapter 1: Strategy, Business Models, and Competitive Advantage
Introduction
The Importance of a Distinctive Strategy and Competitive Approach
The Relationship Between a Company’s Strategy and Business Model
Strategy and the Quest for Competitive Advantage
The Importance of Capabilities in Building and Sustaining Competitive Advantage
Why a Company’s Strategy Evolves over Time
The Three Tests of a Winning Strategy
Why Crafting and Executing Strategy Are Important Tasks
The Road Ahead
Key Points
Assurance of Learning Exercises
Exercises for Simulation Participants
Endnotes
Chapter 2: The Strategy Formulation, Strategy Execution Process
Introduction
The Strategy Formulation, Strategy Execution Process
Stage 1: Developing a Strategic Vision, a Mission, and Core Values
The Importance of Communicating the Strategic Vision
Developing a Company Mission Statement
Linking the Strategic Vision and Mission with Company Values
Stage 2: Setting Objectives
The Imperative of Setting Stretch Objectives
What Kinds of Objectives to Set
Stage 3: Crafting a Strategy
Strategy Formulation Involves Managers at All Organizational Levels
A Company’s Strategy-Making Hierarchy
Stage 4: Implementing and Executing the Chosen Strategy
Stage 5: Evaluating Performance and Initiating Corrective Adjustments
Key Points
Assurance of Learning Exercises
Exercises for Simulation Participants
Endnotes
Chapter 3: Evaluating a Company’s External Environment
Introduction
Assessing the Company’s Industry and Competitive Environment
Question 1: What are the Strategically Relevant Components of the Macro-Environment?
Question 2: How Strong Are the Industry’s Competitive Forces?
The Competitive Force of Buyer Bargaining Power
The Competitive Force of Substitute Products
The Competitive Force of Supplier Bargaining Power
The Competitive Force of Potential New Entrants
The Competitive Force of Rivalry among Competing Sellers
The Collective Strengths of the Five Competitive Forces and Industry Profitability
Question 3: What Are the Industry’s Driving Forces of Change, and What Impact Will They Have?
The Concept of Industry Driving Forces
Identifying an Industry’s Driving Forces
Assessing the Impact of the Industry Driving Forces
Determining Strategy Changes Needed to Prepare for the Impact of Driving Forces
Question 4: How Are Industry Rivals Positioned?
Using Strategic Group Maps to Assess the Positioning of Key Competitors
The Value of Strategic Group Maps
Question 5: What Strategic Moves Are Rivals Likely to Make Next?
Current Strategy
Objectives
Capabilities
Assumptions
Question 6: What Are the Industry Key Success Factors?
Question 7: Does the Industry Offer Good Prospects for Attractive Profits?
Key Points
Assurance of Learning Exercises
Select AOL exercises are available in McGraw Hill Connect.
Exercises for Simulation Participants
Endnotes
Chapter 4: Evaluating a Company’s Resources, Capabilities, and Competitiveness
Introduction
Question 1: How Well Is the Company’s Strategy Working?
Question 2: What Are the Company’s Competitively Important Resources and Capabilities?
Identifying Competitively Important Resources and Capabilities
Determining the Competitive Power of a Company’s Resources and Capabilities
The Importance of Dynamic Capabilities in Sustaining Competitive Advantage
Is the Company Able to Seize Market Opportunities and Nullify External Threats?
Question 3: Are the Company’s Cost Structure and Customer Value Proposition Competitive?
Company Value Chains
Benchmarking: A Tool for Assessing Whether a Company’s Value Chain Activities Are Competitive
The Value Chain System for an Entire Industry
Strategic Options for Remedying a Cost or Value Disadvantage
How Value Chain Activities Relate to Resources and Capabilities
Question 4: What Is the Company’s Competitive Strength Relative to Key Rivals?
Interpreting the Competitive Strength Assessments
Question 5: What Strategic Issues and Problems Must Be Addressed by Management?
Key Points
Assurance of Learning Exercises
Exercises for Simulation Participants
Endnotes
Chapter 5: The Five Generic Competitive Strategies
Introduction
The Five Generic Competitive Strategies
Low-Cost Provider Strategies
The Two Major Avenues for Achieving Low-Cost Leadership
When a Low-Cost Provider Strategy Works Best
Pitfalls to Avoid in Pursuing a Low-Cost Provider Strategy
Broad Differentiation Strategies
Approaches to Differentiation
Managing the Value Chain in Ways That Enhance Differentiation
Delivering Superior Value via a Differentiation Strategy
Perceived Value and the Importance of Signaling Value
When a Differentiation Strategy Works Best
Pitfalls to Avoid in Pursuing a Differentiation Strategy
Focused (or Market Niche) Strategies
A Focused Low-Cost Strategy
A Focused Differentiation Strategy
When a Focused Low-Cost or Focused Differentiation Strategy Is Viable
The Risks of a Focused Low-Cost or Focused Differentiation Strategy
Best-Cost Provider Strategies
When a Best-Cost Provider Strategy Works Best
The Danger of an Unsound Best-Cost Provider Strategy
Successful Competitive Strategies Are Resource Based
Key Points
Assurance of Learning Exercises
Exercises for Simulation Participants
Endnotes
Chapter 6: Strengthening a Company’s Competitive Position: Strategic Innovation, Competitive Moves, and Scope of Operations
Introduction
Strategic Innovation: Creating Market Opportunities and Enhancing Competitive Capabilities
Launching Strategic Offensives to Improve a Company’s Market Position
Choosing the Basis for Competitive Attack
Choosing Which Rivals to Attack
Blue Ocean Strategy—A Special Kind of Offensive
Using Defensive Strategies to Protect a Company’s Market Position and Competitive Advantage
Blocking the Avenues Open to Challengers
Signaling Challengers That Retaliation Is Likely
Timing a Company’s Offensive and Defensive Strategic Moves
The Potential for Late-Mover Advantages or First-Mover Disadvantages
Deciding Whether to Be an Early Mover or Late Mover
Strengthening a Company’s Market Position via Its Scope of Operations
Horizontal Merger and Acquisition Strategies
Why Mergers and Acquisitions Sometimes Fail to Produce Anticipated Results
Vertical Integration Strategies
The Advantages of a Vertical Integration Strategy
The Disadvantages of a Vertical Integration Strategy
Outsourcing Strategies: Narrowing the Scope of Operations
The Big Risk of an Outsourcing Strategy
Strategic Alliances and Partnerships
Capturing the Benefits of Strategic Alliances
The Strategic Dangers of Relying on Alliances for Essential Resources and Capabilities
Key Points
Assurance of Learning Exercises
Exercises for Simulation Participants
Endnotes
Chapter 7: Strategies for Competing in International Markets
Introduction
Why Companies Expand into International Markets
Factors That Shape Strategy Choices in International Markets
Cross-Country Differences in Demographic, Cultural, and Market Conditions
Opportunities for Location-Based Cost Advantages
Industry Cluster Knowledge Sharing Opportunities
The Risks of Adverse Exchange Rate Shifts
The Impact of Government Policies on the Business Climate in Host Countries
Strategy Options for Entering Foreign Markets
Export Strategies
Licensing Strategies
Franchising Strategies
Foreign Subsidiary Strategies
Alliance and Joint Venture Strategies
International Strategy: The Three Principal Options
Multidomestic Strategy—A Think Local, Act Local Approach to Strategy Making
Global Strategy—A Think Global, Act Global Approach to Strategy Making
Transnational Strategy—A Think Global, Act Local Approach to Strategy Making
Using International Operations to Improve Overall Competitiveness
Using Location to Build Competitive Advantage
Using Cross-Border Coordination to Build Competitive Advantage
Strategies for Competing in the Markets of Developing Countries
Strategy Options for Competing in Developing-Country Markets
Key Points
Assurance of Learning Exercises
Exercises for Simulation Participants
Endnotes
Chapter 8: Corporate Strategy: Diversification and the Multibusiness Company
Introduction
When Business Diversification Becomes a Consideration
Building Shareholder Value: The Ultimate Justification for Business Diversification
Approaches to Diversifying the Business Lineup
Diversification by Acquisition of an Existing Business
Entering a New Line of Business Through Internal Development
Using Joint Ventures to Achieve Diversification
Choosing the Diversification Path: Related versus Unrelated Businesses
Diversifying into Related Businesses
Strategic Fit and Economies of Scope
The Ability of Related Diversification to Deliver Competitive Advantage and Gains in Shareholder Value
Diversifying into Unrelated Businesses
Building Shareholder Value Through Unrelated Diversification
The Pitfalls of Unrelated Diversification
Misguided Reasons for Pursuing Unrelated Diversification
Diversifying into Both Related and Unrelated Businesses
Evaluating the Strategy of a Diversified Company
Step 1: Evaluating Industry Attractiveness
Step 2: Evaluating Business-Unit Competitive Strength
Step 3: Determining the Competitive Value of Strategic Fit in Multibusiness Companies
Step 4: Evaluating Resource Fit
Step 5: Ranking Business Units and Setting a Priority for Resource Allocation
Step 6: Crafting New Strategic Moves to Improve the Overall Corporate Performance
Key Points
Assurance of Learning Exercises
Exercises for Simulation Participants
Endnotes
Chapter 9: Ethics, Corporate Social Responsibility, Environmental Sustainability, and Strategy
Introduction
What Do We Mean by Business Ethics?
Drivers of Unethical Strategies and Business Behavior
Faulty Oversight, Enabling the Unscrupulous Pursuit of Personal Gain and Other Selfish Interests
Heavy Pressures on Company Managers to Meet or Beat Performance Targets
A Company Culture That Puts Profitability and Good Business Performance Ahead of Ethical Behavior
The Costs of Ethical Wrongdoing
Ensuring a Strong Commitment to Business Ethics in Companies with International Operations
The School of Ethical Universalism
The School of Ethical Relativism
Integrative Social Contracts Theory
Strategy, Corporate Social Responsibility, and Environmental Sustainability
The Concepts of Corporate Social Responsibility and Good Corporate Citizenship
Environmental Sustainability
Strategy, Ethics, Corporate Social Responsibility and the Duty of the Board of Directors
Crafting Corporate Social Responsibility and Environmental Sustainability Strategies
Key Points
Assurance of Learning Exercises
Exercises for Simulation Participants
Endnotes
Chapter 10: Superior Strategy Execution—Another Path to Competitive Advantage
Introduction
The Principal Managerial Components of Strategy Execution
Building an Organization Capable of Good Strategy Execution: Three Key Actions
Staffing the Organization
Acquiring, Developing, and Strengthening Key Resources and Capabilities
Matching Organizational Structure to the Strategy
Allocating Resources to Strategy-Critical Activities
Instituting Strategy-Supportive Policies and Procedures
Employing Business Process Management Tools
Promoting Operating Excellence: Three Powerful Business Process Management Tools
The Difference Between Business Process Reengineering and Continuous Improvement Programs
Installing Information and Operating Systems
Using Rewards and Incentives to Promote Better Strategy Execution
Motivation and Reward Systems
Guidelines for Designing Monetary Incentive Systems
Nonmonetary Rewards
Instilling a Corporate Culture That Promotes Good Strategy Execution
High-Performance Cultures
Adaptive Cultures
Unhealthy Corporate Cultures
Changing a Problem Culture
Leading the Strategy Execution Process
Staying on Top of How Well Things Are Going
Putting Constructive Pressure on Organizational Units to Achieve Good Results and Operating Excellence
Initiating Corrective Actions to Improve Both the Company’s Strategy and Its Execution
Key Points
Assurance of Learning Exercises
Exercises for Simulation Participants
Endnotes
Appendix
Appendix
Key Financial Ratios: How to Calculate Them and What They Mean
Case 1: SpaceX in 2025: Its Vision, Business Model, and Achievements in Space Exploration
SpaceX in 2025: Its Vision, Business Model, and Achievements in Space Exploration
Company History
Vision and Mission
Business Model and Strategy
Strategic Issues Confronting SpaceX in Mid-2025
Endnotes
Case 2: Airbnb in 2025
Airbnb in 2025
Overview of Accommodation Market
Airbnb’s Business Model and Strategy
Airbnb’s Strategic Situation in 2025
Endnotes
Case 3: Competition in the Energy Drink Market in 2025
Competition in the Energy Drink Market in 2025
Industry Overview
Suppliers to the Alternative Beverage and Energy Drink Industry
Distribution and Sale of Alternative Beverages and Energy Drinks
Key Competitive Capabilities in the Market for Alternative Beverages and Energy Drinks
Profiles of the Leading Alternative Beverage and Energy Drink Producers
PepsiCo
Other Sellers
Case 4: Academy Sports + Outdoors: Has the Company’s Focus on Operational Excellence Prepared It for Growth?
Academy Sports + Outdoors: Has the Company’s Focus on Operational Excellence Prepared It for Growth?
Company Background
Overview of the U.S. Sporting Goods and Outdoor Recreation Retail Industry
Profiles of Major Sporting Goods and Outdoor Recreation Retailers
Academy Sports + Outdoors’ Situation and Initiatives in Fiscal 2026
Case 5: Electronic Arts in 2025: Its Strategy in the Video Game Software Publishing Industry
Electronic Arts in 2025: Its Strategy in the Video Game Software Publishing Industry
Company Overview
Overview of the Video Game Industry in 2025
Electronic Arts’ Strategy in the Video Game Software Publishing Industry
Electronic Arts’ Corporate Social Responsibility and Sustainability Strategy
Profiles of Leading Video Game Software Publishers
Electronic Arts’ Situation in Mid-2025
Case 6: Netflix’s Strategy in 2025: Striving to Sustain Its Leadership in the Global Market for Streamed Video Subscribers
Netflix’s Strategy in 2025: Striving to Sustain Its Leadership in the Global Market for Streamed Video Subscribers
Netflix’s Reinvention of Its Business Model, 2010–2022
Changes in Netflix’s Top Management
The Fast-Changing Market for Streamed Entertainment
A Sampling of Netflix’s Competitors in the Global Market for Streamed Video Subscribers
Amazon’s Prime Video
The Walt Disney Company, Disney+, Hulu, and ESPN3
Premium Add-ons
Warner Bros. Discovery and HBO Max
Comcast, NBC Universal, and the Peacock Streaming Service
Paramount Global, Paramount+, and Showtime
Apple TV+
Netflix’s Business Model and Strategy in 2025
A Quick Overview of the Evolutionary Changes in Netflix’s Subscription-Based Business Model and Strategy, 1999–2022
Netflix’s Strategy in 2025
Netflix’s Subscription Pricing Strategy in 2025
Netflix’s Strategy to Improve the Quality of Its Original Content in 2023–2025
Marketing and Advertising Strategy in 2023–2025
Netflix’s Performance, By Geographic Region
The Debt Burden Created by Netflix’s Rapid Buildout of Its Content Library
Endnotes
Case 7: Tesla’s Strategy in 2025: Creating New Revenue Streams and Growing Profitability
Tesla’s Strategy in 2025: Creating New Revenue Streams and Growing Profitability
Company Background
Tesla’s Strategy in 2025
Tesla’s Strategy to Become the World’s Biggest and Most Highly Regarded Producer Of Electric Vehicles
Distribution Strategy: A Company-Owned and Operated Network of Retail Stores and Service Centers
Tesla’s Supercharger Network: Providing Recharging Services to Owners When Away from Home
Technology and Product Development Strategy
Battery Pack
Power Electronics
Control and Infotainment Software
Vehicle Design and Engineering
Supply Chain Strategy
Marketing Strategy
Tesla’s Leasing Activities
Tesla’s Sales of Regulatory Credits to Other Automotive Manufacturers
Tesla Energy in 2025
The Electric Vehicle Segment of the Global Automotive Industry
Endnotes
Case 8: Under Armour in 2025: What Can the Company Do to Boost Its Performance in North America?
Under Armour in 2025: What Can the Company Do to Boost Its Performance in North America?
Arthur A. Thompson
Company Background
Under Armour’s Mission, Vision, and Principal Business Activities in 2025
Competition
Endnotes
Case 9: LVMH in 2025: Its Diversification into Luxury Goods
LVMH in 2025: Its Diversification into Luxury Goods
Company History
LVMH’s Performance in 2025
Endnotes
Case 10: Vail Resorts, Inc. in 2025
Vail Resorts, Inc. in 2025
Vail Resorts’ Family of Winter Resorts
The Winter Resort Industry
Vail Resorts’ Strategy and Performance
Strategy Implementation at Vail Resorts
Vail Resorts in 2025 and Beyond
Case 11: Starbucks in 2025: Is the Company’s Turnaround Strategy on Track to Succeed?
Starbucks in 2025: Is the Company’s Turnaround Strategy on Track to Succeed?
Company Background
Rapid Expansion of Starbucks Locations, 1992–2024
Store Design and Ambience: Key Elements of the “Starbucks Experience”
Starbucks’ Strategy to Expand Its Product Offerings and Enter New Market Segments
The Sales Mix at Starbucks Stores in 2024–2025
Starbucks’ Internal Organization Arrangements for Outside Sales of Starbucks Products
Howard Schultz’s Efforts to Make Starbucks A Great Place to Work, 1988–2018
Starbucks’ Mission, Business Principles, and Values
Starbucks’ Coffee Purchasing Strategy
Coffee Roasting Operations
Starbucks’ Corporate Social Responsibility Strategy
Luckin Coffee’s Sudden Emergence to Challenge Starbucks’ Coffee Market Leadership in China
Another Chinese Coffee Company Emerges to Challenge Starbucks in China and Globally
Recent Developments at Starbucks
Endnotes
Case 12: Nestlé in 2025: Reducing Plastic Waste?
Nestlé in 2025: Reducing Plastic Waste?
Company Background
The United States Bottled Water Industry
Plastic Waste in the Environment
Nestlé Prior Initiatives to Reduce Plastic Waste
Nestlé’s Options
Endnotes
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Accessibility Content: Extended Descriptions for Images
Figure 1.1 Extended Description (Chapter 1)
Figure 2.1 Extended Description (Chapter 2)
Figure 2.2 Extended Description (Chapter 2)
Figure 3.1 Extended Description (Chapter 3)
Figure 3.2 Extended Description (Chapter 3)
Figure 3.3 Extended Description (Chapter 3)
Figure 3.4 Extended Description (Chapter 3)
Figure 3.5 Extended Description (Chapter 3)
Figure 3.6 Extended Description (Chapter 3)
Figure 3.7 Extended Description (Chapter 3)
A Bubble Chart Maps Companies in the Food Extended Description (Chapter 3)
Figure 3.8 Extended Description (Chapter 3)
Figure 4.1 (a) Extended Description (Chapter 4)
Figure 4.1 (b) Extended Description (Chapter 4)
Figure 4.2 Extended Description (Chapter 4)
Figure 5.1 Extended Description (Chapter 5)
Figure 5.2 Extended Description (Chapter 5)
Figure 5.3 Extended Description (Chapter 5)
Figure 6.1 Extended Description (Chapter 6)
A Grid of 60 Individual Application Icons Extended Description (Chapter 6)
Figure 7.1 Extended Description (Chapter 7)
Figure 8.1 Extended Description (Chapter 8)
Figure 8.2 Extended Description (Chapter 8)
Figure 8.3 Extended Description (Chapter 8)
Figure 8.4 Extended Description (Chapter 8)
Figure 9.1 Extended Description (Chapter 9)
Figure 9.2 Extended Description (Chapter 9)
A Large, Blue and White Corporate Sign Extended Description (Chapter 9)
Figure 10.1 Extended Description (Chapter 10)
Figure 10.2 Extended Description (Chapter 10)
Exhibit 2 Extended Description (Case 9)
Exhibit 2 Extended Description (Case 10)
Exhibit 3 Extended Description (Case 10)
Exhibit 5 Extended Description (Case 10)