Essentials of Strategic Management: The Quest for Competitive Advantage ISE

Höfundar: John Gamble; Arthur Thompson; Margaret Peteraf (Útgáfa: 9)
Essentials of Strategic Management: The Quest for Competitive Advantage ISE

Kaup valmöguleikar

Essentials of Strategic Management eftir Gamble, Peteraf og Thompson býður upp á hnitmiðaða og markvissa umfjöllun, ásamt nýlegum dæmum og lifandi framsetningu sem vekur áhuga nemenda. Bókin skiptist í 10 kafla og inniheldur 12 fjölbreytt og vel samþætt tilvik. Efnið endurspeglar jafnt viðurkenndar fræðilegar kenningar og raunveruleg viðfangsefni stefnumiðaðrar stjórnunar. Undanfarin ár hefur kennsla í stefnumótun í auknum mæli þróast frá því að byggjast eingöngu á kennslubók og tilvikum yfir í samþætt námskeið með kennslubók, tilvikum og hermilíkani.

Nánar um bókina

Útgefandi
McGraw-Hill Higher Education (International)
ISBN
9781266284922
Print ISBN
9781266031748
Format
ePub
Útgáfa
9
Höfundar
John Gamble; Arthur Thompson; Margaret Peteraf
Tungumál
English
Útgefið
2026-01-13
Prent takmörkun á líftíma
100
Prent takmörkun
2
Afritunar takmörkun
2

Kaflar

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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
  • Connect
  • Your complete course platform
  • 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
  • Glossary
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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)