Strategic Management

Name: Strategic Management
Price: 5590 ISK
Availability: InStock
Author: Garth Saloner; Andrea Shepard; Joel Podolny
ISBN: 9781118102459

Höfundar: Garth Saloner; Andrea Shepard; Joel Podolny (Útgáfa: 1)

Kaup valmöguleikar

Nánar um bókina

Útgefandi: Wiley Global Education US

ISBN: 9781118102459

Print ISBN: 9780470009475

Format: ePub

Útgáfa: 1

Höfundar: Garth Saloner; Andrea Shepard; Joel Podolny

Tungumál: English

Útgefið: 2005-11-23

Prent takmörkun á líftíma: 100

Prent takmörkun: 10

Afritunar takmörkun: 2

Flokkar: Viðskiptafræði

Efnisflokkar: Viðskipti og hagfræði › Ákvarðanataka og lausn vandamála

Kaflar

Front Matter
Dedication
PREFACE
CHAPTER 1 INTRODUCTION
1.1 STRATEGIC MANAGEMENT
1.2 THE ROLE OF BUSINESS STRATEGY
FIGURE 1-1 Strategic Management
Examples: Dell Computer and Compaq Computer
The Dynamics of Business Strategy
FIGURE 1-2 Dynamics of Business Strategy
Strategic Planning versus Strategic Thinking
1.3 THE ORGANIZATION AND ITS OBJECTIVES
Performance: Overarching Objectives
Firms and Managers
1.4 PERSPECTIVES ON THE IMPACT OF THE GENERAL MANAGER
1.5 ORGANIZATION OF THE BOOK
CHAPTER 2 BUSINESS STRATEGY
2.1 INTRODUCTION
2.2 DESCRIBING BUSINESS STRATEGY
FIGURE 2-1 Dynamics of Business Strategy
Goals
Scope
Competitive Advantage
Logic
FIGURE 2-2 The Logic of the More Complete Strategy
2.3 RELATIONSHIP OF STRATEGY TO MISSION, PURPOSE, VALUES, AND VISION
Mission, Purpose, and Values
FIGURE 2-3 Charter, Mission, and Values Statement of Sunrise Medical
FIGURE 2-4 A Mission Statement
FIGURE 2-5 A Statement of Values
Vision
2.4 THE STRATEGY STATEMENT
Benefits of an Explicit Strategy Statement
The Form and Use of the Strategy Statement
An Example: Borders Books
FIGURE 2-6 Strategy Statement for Borders, Inc.
2.5 DEVELOPING STRATEGY: THE STRATEGY PROCESS
FIGURE 2-7 Steps in Setting Strategy
Strategy Identification
Strategy Evaluation: Testing the Logic
Strategy Process and Strategic Change
2.6 SUMMARY
CHAPTER 3 COMPETITIVE ADVANTAGE
3.1 INTRODUCTION
3.2 VALUE AND COMPETITIVE ADVANTAGE
FIGURE 3-1 Sources of Competitive Advantage
3.3 TWO MAIN ROUTES TO COMPETITIVE ADVANTAGE
Position
Examples of Positional Advantage
Capabilities
3.4 SUSTAINABLE COMPETITIVE ADVANTAGE
Capability as Sustainable Competitive Advantage
FIGURE 3-2 Sources of Causal Ambiguity
Position as Sustainable Competitive Advantage
3.5 THE RELATIONSHIP OF POSITION TO CAPABILITIES
FIGURE 3-3 Capabilities and Position Interact
3.6 POSITION, CAPABILITIES, AND “THE RESOURCE-BASED VIEW OF THE FIRM”
3.7 THE COST-QUALITY FRONTIER AND COMPETITIVE ADVANTAGE
Product Quality and Cost
A Cost–Quality Framework
FIGURE 3-4 The Cost and Perceived Quality Framework
Using the Cost–Quality Frontier to Illustrate Competitive Advantage: An Example
FIGURE 3-5 Using the Cost-Quality Framework to Map Competition
FIGURE 3-6 Firm B Has a Competitive Advantage over Firm D
3.8 SUMMARY
CHAPTER 4 INTERNAL CONTEXT: ORGANIZATION DESIGN
4.1 INTRODUCTION
4.2 ORGANIZATION DESIGN AND COMPETITIVE ADVANTAGE
FIGURE 4-1 Sources of Competitive Advantage
FIGURE 4-2 Organization and Competitive Advantage
4.3 STRATEGY AND ORGANIZATION AT SOUTHWEST AIRLINES
Southwest's Strategy and Performance
Southwest's Organization
Comparisons to Other Airlines
Summary: Consistency and Alignment
4.4 THE CHALLENGE OF ORGANIZATION DESIGN
The Coordination Problem
The Incentive Problem
4.5 MEETING THE CHALLENGE
FIGURE 4-3 Elements of Organizational Design
Architecture: Structure
FIGURE 4-4 A Functional Architecture
FIGURE 4-5 A Divisional Architecture
Examples of Horizontal Linkages
Architecture: Compensation and Rewards
Routines
Culture
4.6 ARC ANALYSIS
FIGURE 4-6 ARC Analysis: Building an Effective Organization
4.7 SUMMARY
FIGURE 4-7 ARC Analysis Questions
CHAPTER 5 ORGANIZATION AND COMPETITIVE ADVANTAGE
5.1 INTRODUCTION
5.2 ALIGNING STRATEGY AND ORGANIZATION
FIGURE 5-1 The Link between Internal Context and Competitive Advantage
FIGURE 5-2 Strategic Alignment
Applying ARC Analysis to Assess Strategic Alignment: Southwest Airlines Revisited
FIGURE 5-3 An Abbreviated Analysis of Southwest Airlines
Other Examples: Sony, Apple Computer, and Silicon Graphics
5.3 BUILDING AND CREATING COMPETITIVE ADVANTAGE
FIGURE 5-4 Strategic Alignment Implications
Explorers and Exploiters
Interdependence and Tight-Coupling
Organizational Slack
Central Direction
The ARC of Explorers and Exploiters
TABLE 5-1 Explorer and Exploiter Profiles
5.4 COMBINING EXPLORATION AND EXPLOITATION
5.5 COSTS OF ORGANIZATIONAL CHANGE
5.6 SUMMARY
CHAPTER 6 EXTERNAL CONTEXT: INDUSTRY ANALYSIS
6.1 INTRODUCTION
6.2 THE EFFECTS OF INDUSTRY CHARACTERISTICS ON FIRM PERFORMANCE
FIGURE 6-1 Ratio of Market to Asset Value for Selected Industries
FIGURE 6-2 Ratio of Market Value to Asset Value for Steel and Selected Steel Manufacturers
6.3 ORGANIZING INDUSTRY ANALYSIS
FIGURE 6-3 The Structure-Conduct-Performance Paradigm
FIGURE 6-4 Porter's “Five Forces” Industry Analysis Framework
6.4 A FRAMEWORK FOR INDUSTRY ANALYSIS
FIGURE 6-5 An Illustrative Value Chain
Value Creation: Potential Industry Earnings (PIE)
FIGURE 6-6 Potential Industry Earnings in a Simple Value Chain
Determinants of PIE
FIGURE 6-7 Forces that Increase Potential Industry Earnings (PIE)
An Example of Value Creation: Lobster PIE
FIGURE 6-8 Potential Industry Earnings (PIE) for the Lobster Industry
FIGURE 6-9 Incremental Opportunity Cost in the Lobster Industry Value Chain
Capturing Value: Dividing PIE
Competition
FIGURE 6-10 Forces Increasing the Share of PIE Retained by Incumbents
Entry and Incumbency Advantage
An Example of the Effects of Competition and Entry
FIGURE 6-11 Entry and Price in the Pharmaceutical Industry
Vertical Power: Buyer or Supplier Power
Dividing the Lobster PIE
FIGURE 6-12 Revenues and Profit in the Lobster Industry
6.5 INDUSTRY DEFINITION
Industry Definition Based on “Close” Substitutes
Industry Definitions for Systems of Complementary Products
6.6 SUMMARY
CHAPTER 7 THE SPECTRUM OF COMPETITION AND NICHE MARKETS
7.1 INTRODUCTION
7.2 THE SPECTRUM OF COMPETITION
FIGURE 7-1 The Spectrum of Competition
Structure and Behavior
7.3 NICHE MARKETS AND PRODUCT DIFFERENTIATION
Building, Defending, and Exploiting a Market Niche: Benetton and The Gap
7.4 CONSUMER PREFERENCES AND PRODUCT DIFFERENTIATION
Preferences and Products
FIGURE 7-2 Consumer Preference for Cereal “Crunchiness”
FIGURE 7-3 Location of Cereal Brands
FIGURE 7-4 Mapping the U.S. Automotive Market
Horizontal and Vertical Product Differentiation
7.5 DIFFERENTIATION AND COMPETITION
Niches and Neighbors
TABLE 7-1 Segmentation in the Personal Computer Industry
Differentiation Softens Competition
Price Competition and Market Share
TABLE 7-2 Illustration of Product Demand, Price, and Product Differentiation (Competitor's Price = 1.00)
7.6 PRODUCT POSITIONING
7.7 SUMMARY
APPENDIX: MONOPOLY, COMPETITION, AND NICHE MARKETS
Monopoly
FIGURE 7A-1 Monopoly Firm
Perfect Competition
FIGURE 7A-2 Competitive Firm
Niche Markets
FIGURE 7A-3 The Market for Cheerios When It Faces No Nearby Competitors
FIGURE 7A-4 Effects of Differentiation on Sales
FIGURE 7A-5 Cheerios Monopoly Charging a Price = p
FIGURE 7A-6 Cheerios Charges Price = p When Its Competitors Charge Price = 0
CHAPTER 8 COMPETITION IN CONCENTRATED MARKETS
8.1 INTRODUCTION
8.2 OLIGOPOLY: THE ELEMENTS OF STRATEGIC INTERACTION
FIGURE 8-1 Elements of Strategic Interaction
Differences in Actions
TABLE 8-1 The Demand for Fish and Industry Revenue
TABLE 8-2 How Many Fish to Catch: Firm Profits for Each Level of Outputs
Timing
Players
Information
Repetition
TABLE 8-3 The Incentive to Cheat by Lowering Price
TABLE 8-4 Stock Market Response to “Simplified Pricing”
Summary
8.3 DOMINANT FIRMS
8.4 ANTITRUST
Collusion and Antitrust
8.5 SUMMARY
CHAPTER 9 ENTRY AND THE ADVANTAGE OF INCUMBENCY
9.1 INTRODUCTION
FIGURE 9-1 Entry Barriers Increase the Share of PIE Retained by Incumbents
9.2 TYPES OF INCUMBENCY ADVANTAGE
Scale Advantages
FIGURE 9-2 Fixed and Variable Costs
FIGURE 9-3 Covering Fixed Costs
FIGURE 9-4 Covering Fixed Costs with Two Firms
FIGURE 9-5 Long-run Economies of Scale
Incumbency Advantage from Cumulative Investment
Learning Economies
FIGURE 9-6 An Example of Learning Economies
FIGURE 9-7 Learning Economies as a Barrier to Entry
Innovation Advantage
Promotional Advantage
Incumbency Advantage from Consumer Loyalty
Incumbency Advantage from Switching Costs and Demand-Side Increasing Returns
Incumbency Advantage from Sunk Costs
Firm Scope
9.3 ENTRY BARRIERS AT WORK
TABLE 9-1 Entry Thresholds in Small Towns
9.4 STRATEGICALLY CREATING INCUMBENCY ADVANTAGE
Packing the Product Space
FIGURE 9-8 The Entry Blocking Investment Decision
FIGURE 9-9 Payoffs in the Entry Blocking Decision
Blocking Entry through Contract or Vertical Integration
Signaling to Prevent Entry
Entry Barriers and Antitrust
9.5 SUMMARY
CHAPTER 10 CREATING AND CAPTURING VALUE IN THE VALUE CHAIN
10.1 INTRODUCTION
10.2 VALUE CREATION AND VALUE CAPTURE
FIGURE 10-1 A Stronger Vertical Position Increases the Share of PIE Incumbents Retain
FIGURE 10-2 Creating Value Increases the Size of the PIE and the Size of the Firm's Slice
10.3 THE VALUE CHAIN AND BUYER OR SUPPLY POWER
FIGURE 10-3 A Value Chain
10.4 CAPTURING VALUE
Value Capture without Buyer or Supplier Power
TABLE 10-1 Value Creation and Capture in a Chain with No Buyer or Supplier Powera
Value Capture by a Single Powerful Supplier (or Buyer)
TABLE 10-2 Value Creation and Capture with a Single Monopolista
Value Capture When Buyers and Suppliers Are Powerful
Double Marginalization
Bargaining between Powerful Buyers and Suppliers
TABLE 10-3 Value Allocation When Each Firm Has a Monopoly Positiona
Reducing Power in Other Segments
10.5 CREATING VALUE
Opportunities for Creating Value: The Coordination Problem
Contracting to Create Value: The Incentive Problem
10.6 SUMMARY
APPENDIX: PRICE DISCRIMINATION
TABLE 10-A1 Separating Consumers by Their Preferences for Quality
TABLE 10-A2 The Effect of Bundling
CHAPTER 11 STRATEGIC MANAGEMENT IN A CHANGING ENVIRONMENT
11.1 INTRODUCTION
FIGURE 11-1 Dynamics of Business Strategy
11.2 THE EVOLUTION OF THE U.S. AUTOMOBILE INDUSTRY1
11.3 CHANGE AND COMPETITIVE ADVANTAGE
FIGURE 11-2 Change and Competitive Advantage
11.4 INDUSTRY LIFE CYCLE
Emergence
FIGURE 11-3 The Industry Life Cycle
Growth
Maturity and Decline
TABLE 11-1 Company and Plant Concentration, 1947–1992
TABLE 11-2 Surviving Breweries by Capacity, 1959–1992
11.5 THE EVOLUTION OF INDUSTRY ORGANIZATION
Horizontal vs. Vertical Organization
FIGURE 11-4 The “Old” Computer Industry
FIGURE 11-5 The “New” Computer Industry
Organizational Implications of Industry Structure
11.6 MANAGING STRATEGIC CHANGE
Overcoming the Barriers to Strategic Change
FIGURE 11-6 Organization Designs for Corporate Entrepreneurship
Managing Under Uncertainty: Scenario Analysis
Strategic Change: An Example
SUMMARY
CHAPTER 12 STRATEGY IN MARKETS WITH DEMAND-SIDE INCREASING RETURNS
12.1 INTRODUCTION
12.2 SOURCES OF DEMAND-SIDE INCREASING RETURNS (DSIR)
Compatibility Benefits
Network Benefits
FIGURE 12-1 Dilbert Is an Early Videophone Adopter
FIGURE 12-2 The Network Effect
FIGURE 12-3 A “Star” Network in Banking
12.3 COMPETITION IN MARKETS WITH DEMAND-SIDE INCREASING RETURNS
Installed Base and Tipping
FIGURE 12-4 Positive Feedback
Competitive Strategies for Building DSIR
12.4 SYSTEMS OF COMPONENTS
System Compatibility
Leveraging Market Position
FIGURE 12-5 Domino Has a DSIR Advantage from Dominating Component 1
FIGURE 12-6 A New, Intermediate, Layer Emerges
12.5 TECHNOLOGY ADOPTION
FIGURE 12-7 Illustrative Adoption Pattern
12.6 MANAGING THE ADOPTION PROCESS
FIGURE 12-8 An Alternative Adoption Pattern
Marketing to Create Momentum
Leveraging Reputation
Committing to “Open” Standards
Winning Over An Influential Buyer
Advance Sign-Ups
Winks at Pirates
Leasing
Price Commitments
12.7 STANDARDS-SETTING PROCESSES
12.8 SUMMARY
CHAPTER 13 GLOBALIZATION AND STRATEGY
13.1 INTRODUCTION
13.2 IMPLICATIONS FOR MANAGERS
FIGURE 13-1 Sources of Competitive Advantage
13.3 STRATEGIC GAINS FROM GLOBALIZATION
13.4 GLOBALIZATION OF INDUSTRIES AND ECONOMIES
13.5 STRATEGIC CHALLENGES
The Challenge of Local Responsiveness
FIGURE 13-2 Distribution of Selected Countries on Individualism-Collectivism and Power Distance Scales
The Challenge of Global Efficiency
The Challenge of Learning
FIGURE 13-3 The Relationship between Wages and Productivity
13.6 ORGANIZING TO MEET THE CHALLENGE
Federated vs. Centralized
Building the Middle Ground
The Regional Organization
Locational Advantage
FIGURE 13-4 Selected Location-Based Determinants of Competitive Advantage: The “Diamond”
The Transnational Corporation
13.7 SUMMARY
CHAPTER 14 CORPORATE STRATEGY: MANAGING FOR VALUE IN A MULTIBUSINESS COMPANY
14.1 INTRODUCTION
FIGURE 14-1 Business Unit Strategy
14.2 A FRAMEWORK FOR CORPORATE STRATEGY
FIGURE 14-2 The Multibusiness Firm
Managing Strategic Spillovers
FIGURE 14-3 Business Unit Spillovers
A Framework for Corporate Strategy
FIGURE 14-4 Adding Value in a Multibusiness Company
14.3 DOES CORPORATE ADD VALUE?
The Performance of Diversified Firms
14.4 STRATEGIC SPILLOVERS AND COMPETITIVE ADVANTAGE
Identifying and Managing Spillovers
Sources of Spillovers
FIGURE 14-5 Managing Strategic Spillovers
14.5 LEVERS: RESOURCE ALLOCATION AND ORGANIZATION DESIGN
Resource Allocation
Allocating Financial Capital
Allocating Human Capital
Organization Design
Architecture and Firm Performance
Routines for Information and Influence
Routines and Norms for Intervention
Corporate Direction
14.6 SUMMARY
CHAPTER 15 THE STRATEGY PROCESS
15.1 INTRODUCTION
15.2 SOME PRINCIPLES OF THE STRATEGY PROCESS
15.3 BUSINESS STRATEGY PROCESS
FIGURE 15-1 Steps in Setting Business Strategy
Strategy Identification
Strategy Evaluation
Internal
External
Developing and Evaluating Strategic Options
FIGURE 15-2 Inputs to Strategy Evaluation
Selecting and Communicating the Strategy
Strategy Process in a Rapidly Changing Environment
15.4 STRATEGIC PLANS
FIGURE 15-3 Examples of Major Directions, Objectives, Actions, and Benchmarks
15.5 THE EVOLUTION OF STRATEGY
Autonomous and Intentional Strategic Changes
15.6 CORPORATE STRATEGY PROCESSES
Corporate Strategy Processes for Strategically Independent Businesses
FIGURE 15-4 Corporate Strategy Process When Business Units Are Strategically Independent
FIGURE 15-5 The McKinsey–GE Investment Priority Screen
FIGURE 15-6 The BCG Typology for Assessing Investment Opportunities Facing a Diversified Firm
Corporate Strategy for Strategically Interdependent Businesses
FIGURE 15-7 Expanded Corporate Strategy Process
The Role of General Managers
15.7 CONCLUDING REMARKS
Back Matter
APPENDIX APPLYING GAME THEORY TO STRATEGIC MANAGEMENT
A.1 INTRODUCTION
A.2 A FAMOUS EXAMPLE: THE PRISONERS' DILEMMA
FIGURE A-1 Expected Jail Time in the Prisoners’ Dilemma
FIGURE A-2 Payoffs for the Battle of the Sexes
A.3 NASH EQUILIBRIUM AND DUOPOLY
FIGURE A-3 Best-Response Functions
A.4 THE EFFECT OF REPETITION
A.5 CREDIBILITY, COMMITMENT, AND FLEXIBILITY
The Value of Flexibility: Real Options
Commitment and Credibility
FIGURE A-4 Payoffs in the Entry Game
FIGURE A-5 The Extensive Form of the Entry Game
FIGURE A-6 The Extensive Form of the Modified Entry Game
A.6 STRATEGIC BEHAVIOR IN THE PRESENCE OF ASYMMETRIC INFORMATION
Signaling
Screening
Reputation
A.7 SUMMARY
CREDITS
INDEX