Contemporary Strategy Analysis Text Only 7th edition by Robert Grant – Ebook PDF Instant Download/Delivery:9780470747100,0470747102
Full dowload Contemporary Strategy Analysis Text Only 7th edition after payment
Product details:
ISBN 10:0470747102
ISBN 13: 9780470747100
Author:Robert Grant
Considered by many to be the best textbook on Strategy, Contemporary Strategy Analysis 7th edition builds on the strengths of previous editions by introducing students to the core concepts and principles of strategy. Rob Grant eloquently combines theory with current real world examples and practice using a clearly written, logical and comprehensive approach.
Updates for the 7th Edition:
-
An improved focus on strategy implementation, including additional content.
-
Case material substantially enhanced including new cases form a variety of industries.
-
More use of Strategy Capsules in every chapter that give more detailed examples of each strategy being implemented by a real company and the impacts the strategy has on their operation.
-
Several of the longer chapters shortened or split into two to further improve readability.
Contemporary Strategy Analysis 7th edition is suitable for both MBA and advanced undergraduate students.
Contemporary Strategy Analysis Text Only 7th Table of contents:
I INTRODUCTION
1 The Concept of Strategy
Introduction and Objectives
The Role of Strategy in Success
STRATEGY CAPSULE 1.1 Madonna
STRATEGY CAPSULE 1.2 General Giap and the Vietnam Wars, 1948–75
STRATEGY CAPSULE 1.3 Lance Armstrong and the Tour de France
FIGURE 1.1 Common elements in successful strategies
The Basic Framework for Strategy Analysis
FIGURE 1.2 The basic framework: strategy as a link between the firm and its environment
STRATEGY CAPSULE 1.4 What’s Wrong with SWOT?
STRATEGY CAPSULE 1.5 Corporate Planning in a Large U.S. Steel Company, 1965
What Is Strategy?
FIGURE 1.3 Evolution of strategic management: dominant themes
FIGURE 1.4 The sources of superior profitability
FIGURE 1.5 Describing firm strategy: competing in the present, preparing for the future
STRATEGY CAPSULE 1.6 Apple Computer, Inc.: Business Strategy
STRATEGY CAPSULE 1.7 Nokia’s Strategy
FIGURE 1.6 The structure of the book
II THE TOOLS OF STRATEGY ANALYSIS
2 Goals, Values, and Performance
Introduction and Objectives
Strategy as a Quest for Value
STRATEGY CAPSULE 2.1 Economic Value Added at Diageo plc.
FIGURE 2.1 Disaggregating return on capital employed
STRATEGY CAPSULE 2.3 Diagnosing Performance: What Ails Ford?
FIGURE 2.2 Linking value drivers to performance
FIGURE 2.3 Balanced scorecard for Mobil North American Marketing and Refining
STRATEGY CAPSULE 2.4 The Pitfalls of Pursuing Shareholder Value: Boeing
Values and Principles
STRATEGY CAPSULE 2.5 Shell’s Values and Principles
3 Industry Analysis: The Fundamentals
OUTLINE
Introduction and Objectives
From Environmental Analysis to Industry Analysis
FIGURE 3.1 From environmental analysis to industry analysis
STRATEGY CAPSULE 3.1 Chewing Tobacco, Sausage Skins, and Slot Machines: The Joys of Niche Markets
FIGURE 3.2 Porter’s five forces of competition framework
FIGURE 3.3 The structural determinants of the five forces of competition
FIGURE 3.4 The impact of growth on profitability
FIGURE 3.5 The impact of unionization on profitability
STRATEGY CAPSULE 3.2 The Future of the Wireless Handset Industry
STRATEGY CAPSULE 3.3 The Internet: Value Creator or Value Destroyer?
STRATEGY CAPSULE 3.4 Analyzing Competition in Markets for Offerings
STRATEGY CAPSULE 3.5 Probing for Key Success Factors
FIGURE 3.6 Identifying key success factors
FIGURE 3.7 Identifying key success factors through analyzing profit drivers: the case of retailing
STRATEGY CAPSULE 3.6 Identifying Key Success Factors by Modeling Profitability: Airlines
Summary
Self-Study Questions
Notes
4 Further Topics in Industry and Competitive Analysis
OUTLINE
Introduction and Objectives
Extending the Five Forces Framework
Does Industry Matter?
Complements: A Missing Force in the Porter Model?
FIGURE 4.1 Five forces, or six?
Dynamic Competition: Creative Destruction and Hypercompetition
The Contribution of Game Theory
Cooperation
STRATEGY CAPSULE 4.1 The Prisoners’ Dilemma
Deterrence
Commitment
Changing the Structure of the Game
Signaling
Is Game Theory Useful?
Competitor Analysis
Competitive Intelligence
A Framework for Predicting Competitor Behavior
FIGURE 4.2 A framework for competitor analysis
STRATEGY CAPSULE 4.2 Motorcycle Myopia
STRATEGY CAPSULE 4.3 Segmenting the European Metal Can Industry
FIGURE 4.3 The basis for segmentation: the characteristics of buyers and products
2 Construct a Segmentation Matrix
STRATEGY CAPSULE 4.4 Segmenting the World Automobile Market
FIGURE 4.4 The U.S. auto industry profit pool
FIGURE 4.5 Strategic groups within the world automobile industry
FIGURE 4.6 Strategic groups within the world petroleum industry
FIGURE 5.1 Analyzing resources and capabilities: the interface between strategy and the firm
FIGURE 5.2 Honda Motor Company: product development milestones
Resources and Capabilities as Sources of Profit
STRATEGY CAPSULE 5.1 Focusing Strategy around Core Capabilities: Lyor Cohen on Mariah Carey
STRATEGY CAPSULE 5.2 Resource Utilization: Revival at Walt Disney
The Resources of the Firm
FIGURE 5.3 The links among resources, capabilities and competitive advantage
FIGURE 5.4 Porter’s value chain
FIGURE 5.5 The hierarchical nature of capabilities: a manufacturer of PBXs
Appraising Resources and Capabilities
Establishing Competitive Advantage
FIGURE 5.6 Appraising the strategic importance of resources and capabilities
Sustaining Competitive Advantage
Durability
Transferability
Replicability
Appropriating the Returns to Competitive Advantage
STRATEGY CAPSULE 5.3 When Your Competitive Advantage Walks Out the Door: Gucci
STRATEGY CAPSULE 5.4 Using Benchmarking to Assess Capabilities
Bringing Together Importance and Relative Strength
FIGURE 5.7 Appraising VW’s resources and capabilities (hypothetical)
OUTLINE
Introduction and Objectives
Developing Resources
The Challenge of Capability Development
Path Dependency and the Role of Early Experiences
The Linkage between Resources and Capabilities
FIGURE 6.1 Integrating resources to create organizational capabilities
STRATEGY CAPSULE 6.1 Siochiro Honda and the Isle of Man TT
Are Organizational Capabilities Rigid or Dynamic?
Approaches to Capability Development
Acquiring Capabilities: Mergers, Acquisitions and Alliances
Internal Development: Focus and Sequencing
STRATEGY CAPSULE 6.2 Hyundai Motor: Developing Capabilities through Product Sequencing
STRATEGY CAPSULE 6.3 Incubating Capabilities in Separate Organizational Units
Knowledge Management and the Knowledge-based View
Types of Knowledge
Knowledge Processes that Promote Capability Development
FIGURE 6.2 Types of knowledge process within an organization
Knowledge Conversion and the Challenge of Replication
FIGURE 6.3 Knowledge conversion
Designing Knowledge Management Systems
Summary
Self-Study Questions
Notes
7 Organization Structure and Management Systems: The Fundamentals of Strategy Implementation
OUTLINE
Introduction and Objectives
The Evolution of the Corporation
Firms and Markets
Legal Development
Organizational Development
Line-and-Staff Structure
The Multidivisional Corporation
FIGURE 7.1 General Motors Corporation: organizational structure, 1921
Organizational Change since the 1950s
The Organizational Problem: Reconciling Specialization with Coordination and Cooperation
Specialization and Division of Labor
The Cooperation Problem
The Coordination Problem
Hierarchy in Organizational Design
Hierarchy as Coordination: Modularity
FIGURE 7.2 How hierarchy economizes on coordination
STRATEGY CAPSULE 7.1 Hierarchical Structures: The 1952 Mandela Plan for the ANC
FIGURE 7.3 General Motors Corporation: organizational structure, 1997
Matrix Structures
FIGURE 7.4 General Electric: organizational structure, 2009
FIGURE 7.5 Royal Dutch Shell Group: pre-1996 matrix structures
FIGURE 7.6 The generic strategic planning cycle
Financial Planning and Control Systems
The Capital Expenditure Budget
The Operating Budget
Human Resource Management Systems
Corporate Culture as a Control Mechanism
Integrating Different Control Mechanisms
Summary
Self-Study Questions
Notes
III THE ANALYSIS OF COMPETITIVE ADVANTAGE
8 The Nature and Sources of Competitive Advantage
OUTLINE
Introduction and Objectives
The Emergence of Competitive Advantage
External Sources of Change
FIGURE 8.1 The emergence of competitive advantage
Competitive Advantage from Responsiveness to Change
Competitive Advantage from Innovation: “New Game” Strategies
Sustaining Competitive Advantage
FIGURE 8.2 Sustaining competitive advantage: types of isolating mechanism
Identification: Obscuring Superior Performance
Deterrence and Preemption
Diagnosing Competitive Advantage: “Causal Ambiguity” and “Uncertain Imitability”
STRATEGY CAPSULE 8.1 Urban Outfitters
FIGURE 8.3 Competitive advantage in different industry settings: trading and production
FIGURE 8.4 Sources of competitive advantage
FIGURE 8.5 Porter’s generic strategies
Summary
Self-Study Questions
Notes
FIGURE 9.1 The drivers of cost advantage
Economies of Scale
FIGURE 9.2 The long-run average cost curve for a plant
Scale Economies and Industry Concentration
FIGURE 9.3 Economies of scale in advertising: U.S. soft drinks
STRATEGY CAPSULE 9.2 Process Re-engineering at IBM Credit
FIGURE 9.4 Using the value chain in cost analysis: an automobile manufacturer
Summary
Self-Study Questions
Notes
10 Differentiation Advantage
OUTLINE
Introduction and Objectives
The Nature of Differentiation and Differentiation Advantage
Differentiation Variables
Differentiation and Segmentation
The Sustainability of Differentiation Advantage
Analyzing Differentiation: The Demand Side
STRATEGY CAPSULE 10.1 Understanding What a Product is About
Product Attributes and Positioning
Multidimensional Scaling
FIGURE 10.1 Consumer perceptions of competing pain relievers: a multidimensional scaling mapping
Conjoint Analysis
Hedonic Price Analysis
Value Curve Analysis
The Role of Social and Psychological Factors
Analyzing Differentiation: The Supply Side
The Drivers of Uniqueness
FIGURE 10.2 Identifying differentiation potential: the demand side
FIGURE 10.3 Differentiation of merchandise (hardware) and support (software)
Product Integrity
Signaling and Reputation
FIGURE 10.4 The problem of quality in experience goods: a “prisoners’ dilemma”
Brands
The Costs of Differentiation
Bringing It All Together: The Value Chain in Differentiation Analysis
Value Chain Analysis of Producer Goods
FIGURE 10.5 Using the value chain to identify differentiation potential on the supply side
STRATEGY CAPSULE 10.2 Analyzing Differentiation Opportunities for a Manufacturer of Metal Containers
Value Chain Analysis of Consumer Goods
Summary
Self-Study Questions
Notes
IV BUSINESS STRATEGIES IN DIFFERENT INDUSTRY CONTEXTS
11 Industry Evolution and Strategic Change
OUTLINE
Introduction and Objectives
The Industry Life Cycle
FIGURE 11.1 The industry life cycle
Demand Growth
Creation and Diffusion of Knowledge
Dominant Designs and Technical Standards
From Product to Process Innovation
FIGURE 11.2 Product and process innovation over time
STRATEGY CAPSULE 11.1 Evolution of the Automobile Industry
How General is the Life-Cycle Pattern?
FIGURE 11.3 Innovation and renewal in the industry life cycle: retailing
Structure, Competition and Success Factors over the Life Cycle
Product Differentiation
TABLE 11.1 The evolution of industry structure and competition over the life cycle
Organizational Demographics and Industry Structure
Location and International Trade
The Nature and Intensity of Competition
Key Success Factors and Industry Evolution
FIGURE 11.4 Differences in strategy and performance between businesses at different stages of the industry life cycle
Organizational Adaptation and Change
The Sources of Organizational Inertia
Evolutionary Theory and Organizational Change
Empirical Evidence on Organizational Adaptation
TABLE 11.2 World’s biggest companies in terms of market capitalization, 1912 and 2009
Adapting to Changes over the Life Cycle
Adapting to Technological Change: Architectural Innovation
Disruptive Technologies
Established Firms in New Industries
Managing Organizational Change
Dual Strategies and Separate Organizational Units
Bottom-up Processes of Decentralized Organizational Change
Imposing Top-down Organizational Change
Using Scenarios to Prepare for the Future
STRATEGY CAPSULE 11.2 Multiple Scenario Development at Shell
Shaping the Future
FIGURE 11.5 Shaking the foundations
Summary
Self-Study Questions
Notes
12 Technology-based Industries and the Management of Innovation
OUTLINE
Introduction and Objectives
Competitive Advantage in Technology-intensive Industries
The Innovation Process
FIGURE 12.1 The development of technology: from knowledge creation to diffusion
The Profitability of Innovation
FIGURE 12.2 Appropriation of value: who gets the benefits from innovation?
Property Rights in Innovation
Tacitness and Complexity of the Technology
Lead Time
Complementary Resources
FIGURE 12.3 Complementary resources
Which Mechanisms are Effective at Protecting Innovation?
TABLE 12.1 The effectiveness of mechanisms for protecting innovation: percentage of innovations for which different mechanisms were considered effective
TABLE 12.2 Why do companies patent? (Responses by 674 US manufacturers)
Strategies to Exploit Innovation: How and When to Enter
Alternative Strategies to Exploit Innovation
FIGURE 12.4 Alternative strategies for exploiting innovation
Characteristics of the Innovation
Resources and Capabilities of the Firm
Timing Innovation: To Lead or to Follow?
TABLE 12.3 Leaders, followers, and success in emerging industries
Managing Risks
STRATEGY CAPSULE 12.1 Keeping your Options Open: Microsoft in Operating Systems
Competing for Standards
Types of Standard
TABLE 12.4 Examples of companies that own de facto industry standards
Why Standards Appear: Network Externalities
Winning Standards Wars
STRATEGY CAPSULE 12.2 Building a Bandwagon by Sharing Value: Lessons from VCRs and PCs
Implementing Technology Strategies: Creating the Conditions for Innovation
Managing Creativity
The Conditions for Creativity
Organizing for Creativity
From Invention to Innovation: The Challenge of Integration
Balancing Creativity and Commercial Direction
TABLE 12.5 The characteristics of “operating” and “innovating” organizations
Organizational Approaches to the Management of Innovation
STRATEGY CAPSULE 12.3 Innovation at 3M: The Role of the Product Champion
STRATEGY CAPSULE 12.4 Procter & Gamble’s Open Innovation Initiative
STRATEGY CAPSULE 12.5 Incubating innovation at IBM and Cisco Systems
Summary
Self-Study Questions
Notes
13 Competitive Advantages in Mature Industries
OUTLINE
Introduction and Objectives
Competitive Advantage in Mature Industries
Cost Advantage
Segment and Customer Selection
The Quest for Differentiation
Innovation
STRATEGY CAPSULE 13.1 Innovation in Mature Industries: Brassiere Technology
FIGURE 13.1 Strategic alternatives for declining industries
FIGURE 14.1 The scope of the firm: specialization versus integration
FIGURE 14.2 The value chain for steel cans
FIGURE 14.3 An American Apparel advertisement
STRATEGY CAPSULE 14.2 Making Vertical Integration Work: Zara
FIGURE 15.1 Patterns of industry internationalization
FIGURE 15.2 Competitive advantage in an international context
Porter’s National Diamond
TABLE 15.1 Indexes of revealed comparative advantage for certain broad product categories
Factor Conditions
FIGURE 15.3 Porter’s national diamond framework
Related and Supporting Industries
Demand Conditions
Strategy, Structure and Rivalry
Consistency Between Strategy and National Conditions
Applying the Framework: International Location of Production
Determinants of Geographical Location
TABLE 15.2 Hourly compensation costs in U.S. dollars for production workers in manufacturing
Location and the Value Chain
TABLE 15.3 Comparative advantage in textiles and clothing by vertical stage
STRATEGY CAPSULE 15.1 The Globally-dispersed Value Chain: ECCO A/S
TABLE 15.4 Global production: the Hewlett Packard Pavilion 8000 laptop computer
FIGURE 15.4 Determining the optimal location of value chain activities
Applying the Framework: Foreign Entry Strategies
FIGURE 15.5 Alternative modes of overseas market entry
FIGURE 15.8 The transnational corporation
Organizing R&D and New Product Development
Summary
Self-Study Questions
Notes
16 Diversification Strategy
OUTLINE
Introduction and Objectives
Trends in Diversification over Time
The Era of Diversification, 1950–80
FIGURE 16.1 Diversification strategies of large U.S. and U.K. companies during the late twentieth century
Refocusing, 1980–2009
Emphasis on Shareholder Value
Turbulence and Transaction Costs
Trends in Management Thinking
FIGURE 16.2 Diversification: the evolution of strategy and management thinking
FIGURE 17.2 The BCG growth-share matrix
Portfolio Planning: The Ashridge Portfolio Display
FIGURE 17.3 Ashridge portfolio display: the potential for patenting advantage
FIGURE 17.4 Ashridge portfolio display applied to a diversified leisure company
Managing Individual Businesses
The Strategic Planning System
Rethinking the Strategic Planning System
STRATEGY CAPSULE 17.2 Strategic Planning at Exxon
Value Creation through Corporate Restructuring
FIGURE 17.5 The McKinsey restructuring pentagon
Beyond Restructuring: Value Creation from Business Linkages and Innovation
STRATEGY CAPSULE 17.3 General Electric: Welch’s Reinvention of Corporate Management
External Strategy: Mergers and Acquisitions
TABLE 17.3 Deals of the decade: mergers and acquisitions with bid value exceeding $50 billion, 1999–2009
Empirical Evidence on Mergers and Acquisitions
When do Mergers and Acquisitions Make Sense?
Postmerger Integration
Summary
Self-Study Questions
Notes
18 Current Trends in Strategic Management
OUTLINE
Introduction
The New External Environment of Business
The Economy: Volatility and Low Growth
Technology
Societal Pressures
Managing in an Economic Crisis
New Top Management Requirements
Dual Strategies: Surviving Today, Competing for Tomorrow
STRATEGY CAPSULE 18.1 Crisis Management at DuPont
Adjusting Performance Criteria
Linking Environment Scanning to Financial Management
Innovative Approaches to Strategy
New Directions in Strategic Thinking
Reorienting Shareholder Value Maximization
Managing Options
Seeking More Complex Sources of Competitive Advantage
The Challenge of Strategic Fit: Complementarity and Complexity
Complementarity
Complexity Theory
Analyzing Linkages within the Firm
Redesigning the Organization
Capability-based Structures
Beyond Unitary Structures
Team-based, Project-based and Process-based Structures
Organizing for Adaptability
Hands-off Management
Identity
Breaking Down Corporate Boundaries
New Modes of Leadership
People also search for Contemporary Strategy Analysis Text Only 7th:
contemporary strategy analysis 11th edition pdf
contemporary strategy analysis text and cases edition
contemporary strategy analysis audiobook
contemporary strategy analysis concepts techniques applications
Reviews
There are no reviews yet.