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STRATEGIC MANAGEMENT STRATEGIC MANAGEMENT Preface for Students Preface for Instructors Acknowledgements About the Author Section A: Strategy Chapter 1: The Need for Strategy Fierce Competition: Walmart vs Amazon TODAY’S STRATEGIC IMPERATIVES Sounds Really Big Picture, So How Does This Relate to Me? WHAT IS STRATEGY? Why Do Some Firms Perform Better? Creating Competitive Advantage How Are Performance Differences Sustained? Long-Term Orientation What Is the Nature of Strategy in a Multi-Business Firm? How Is Strategic Effectiveness Measured? Competition in Commercial Aircraft Manufacturing What Makes Strategic Decisions Special? HISTORY OF THE FIELD OF STRATEGY VISION, ETHICS, LEADERSHIP STRATEGIC MANAGEMENT PROCESS Analysis and Formulation Strategy in the Marketplace Implementation and Evaluation Iterative Processes WHY BUSINESS? CHAPTER SUMMARY Learning Objectives Review Key Terms Short Answer Review Questions Group Review Exercises Investor Relations Sites for Companies Mentioned in This Chapter References Chapter 2: Strategy and Performance Rollercoaster Flying in the Friendly Skies FOCUS ON PERFORMANCE Customary Performance Dimensions Emerging Stakeholder Performance Dimensions FINANCIAL PERFORMANCE AND COMPETITIVE ADVANTAGE INSIGHTS FROM DETAILED FINANCIAL ANALYSIS Current Financial Statements Trend Analysis ECONOMIC LOGIC AND OPERATING CHARACTERISTICS STRATEGY PLANNING CHAPTER SUMMARY Learning Objectives Review Key Terms Short Answer Review Questions Group Review Exercises Investor Relations Sites for Companies Mentioned in This Chapter References APPENDIX Chapter 3: Strategic Direction: Vision, Mission, Principles Alphabet Soup? STRATEGIC DIRECTION Providing Direction and Purpose Company X Mission VISION AND VISION STATEMENTS Developing the Vision Offline Media MISSION STATEMENTS Developing a Mission Statement Keep It Short Keep It Simple Keep It Company-Specific Keep It Actionable Keep It Measurable Well-Designed Mission Statements Mission Creep PRINCIPLES AND VALUES COMMUNICATING VISION, MISSION, PRINCIPLES CHAPTER SUMMARY Learning Objectives Review Key Terms Short Answer Review Questions Group Review Exercises Investor Relations Sites for Companies Mentioned in This Chapter References Section B: Strategy Analysis Fundamentals EXTERNAL ANALYSIS OF INDUSTRY INTERNAL ANALYSIS OF COMPANY FORMULATING A STRATEGIC APPROACH Chapter 4: Industry and Competitive Analysis Afraid of Concentration in Office Supplies Industry Tough Startup for Championship Foods THE NATURE OF MARKETS AND OPPORTUNITY FOR COMPETITIVE ADVANTAGE STRUCTURE – CONDUCT – PERFORMANCE Industry Attractiveness: Potential for Above-Average Profits Key Success Factors DEFINING AN INDUSTRY STEEPG – THE GENERAL ENVIRONMENT FIVE-FORCES ANALYSIS Threat of New Entrants Threat of Substitutes Bargaining Power of Buyers Bargaining Power of Suppliers Intensity of Rivalry CONCLUSIONS FROM FIVE FORCES ANALYSIS Industry Attractiveness A "Quick & Dirty" Illustration: PC Industry Competitive KSF Analysis EXTENDING INDUSTRY ANALYSIS CONCLUSIONS: STRATEGY MAPS AND STRATEGIC GROUPS CHAPTER SUMMARY Learning Objectives Review Key Terms Short Answer Review Questions Group Exercises Investor Relations Sites for Companies Mentioned in This Chapter References Chapter 5: Value Chain Analysis Apple iPhone X Introduction INTERNAL ANALYSIS VERSUS EXTERNAL ANALYSIS SWOT SWOT Benefits Potential SWOT Drawbacks The Greenbrier Resort VALUE CHAIN Industry and Company Value Chains Primary and Support Activities Value Chain Benefits Potential Value Chain Drawbacks VALUE CHAIN AND COMPETITIVE ADVANTAGE Value Creation Value Capture, Imitation, and Competitive Advantage Value Creation and Capture Through Opportunity Recognition Millions Recycled, Zero Waste CONDUCTING A VALUE CHAIN ANALYSIS Step 1: Identify Value Chain Activities Step 2: Evaluate Activities’ Value Characteristics and Costs Step 3: Identify Improvements That Allow the Company to Capture Greater Value CHAPTER SUMMARY Learning Objectives Review Key Terms Short Answer Review Questions Group Exercises Investor Relations Sites for Companies Mentioned in This Chapter References Chapter 6: Resource-Based Competitive Advantage Popping the Cork THE CHARACTERISTICS OF RESOURCES Ordinary and Extraordinary Resources Five Key Dimensions of Extraordinary Resources Starbucks, Part 1 Connecting Extraordinary Resources to Sustainable Advantage Types of Extraordinary Resources RESOURCES AND CAPABILITIES Starbucks, Part 2 CONDUCTING A RESOURCE ANALYSIS An Illustration of the Process CHAPTER SUMMARY Learning Objectives Review Key Terms Short Answer Review Questions Group Exercises Investor Relations Sites for Companies Mentioned in This Chapter References Chapter 7: Business-Level Strategy Cementing Its Position Danger Out There LOGIC OF BUSINESS-LEVEL STRATEGIES Connecting Business-Level Strategies with Superior Performance Important Caveats! Wendy’s International, Part 1 LOW COST STRATEGY Value Chain and Low Cost Strategy Risks Associated with Low Cost Strategy Wendy’s International, Part 2 DIFFERENTIATION STRATEGY Value Chain and Differentiation Strategy Risks Associated with Differentiation Strategy OTHER STRATEGIC APPROACHES Focus Strategies Integrated Low Cost/Differentiation Strategy OUTSOURCING, STRATEGY, AND THE VALUE CHAIN CHAPTER SUMMARY Learning Objectives Review Key Terms Short Answer Review Questions Group Exercises Investor Relations Sites for Companies Mentioned in This Chapter References Section C: Strategy in the Marketplace Chapter 8: Industry and Life Cycle Stages, Innovation, and International Strategy "When the Music’s Over, Turn Out the Lights" INDUSTRY LIFE CYCLES Life Cycle Stages Length of Industry Life Cycle Stages Best Buy, Part 1 FRAGMENTED AND CONSOLIDATED INDUSTRIES Consolidated Industries Fragmented Industries ORGANIZATIONAL LIFE CYCLES Life Cycle Stages and Functional Area Issues Best Buy, Part 2 STRATEGY ISSUES IN STAGES First-Mover Strategy Fast Growth MANAGING INNOVATION Forms of Innovation Degrees of Innovation Opportunity Recognition and Evaluation INTERNATIONAL STRATEGY Motivations to Expand Internationally Best Buy, Part 3 Leveraging Value Chain and Resources Assessing Strategic Fit with Country Expansion Practical Dimensions of International Expansion CHAPTER SUMMARY Learning Objectives Review Key Terms Short Answer Questions Group Exercises Investor Relations Sites for Companies Mentioned in This Chapter References Chapter 9: Competitive Dynamics Will You Switch Games? A Galaxy Far From Google COMPETITOR INTELLIGENCE INDUSTRY CHARACTERISTICS AND TRAJECTORIES Benign Environments Hostile Environments Industry Trajectories PREDICTING COMPETITIVE MOVES Classifying Organizations The Four Walls Have Become Porous Internal Characteristics of Competitors Scenario Analysis Dumpster Diving for Diamonds TACTICAL AND STRATEGIC RESPONSES Tactical Strategic COOPERATION CHAPTER SUMMARY Learning Objectives Review Key Terms Short Answer Review Questions Group Exercises Investor Relations Sites for Companies Mentioned in This Chapter References Chapter 10: Corporate Strategy Deli Meat Slicers, Car Door Handles, and Six-Pack Carriers Cousins: Mickey Mouse, Princess Leia, and Iron Man Breaking Up is Hard to Do CORPORATE STRATEGY VERSUS BUSINESS STRATEGY HISTORICAL PERSPECTIVES One of the Worst Deals Ever? Part 1 MOTIVATIONS FOR DIVERSIFICATION Growth Market Power Market Entry Spreading Risk TYPES OF DIVERSIFICATION Related Diversification Why Related Diversification Is Supposed to Succeed Unrelated Diversification Parenting Advantage DIVERSIFICATION PERFORMANCE Factors Affecting Acquisition Performance One of the Worst Deals Ever? Part 2 MANAGING THE CORPORATE PORTFOLIO Portfolios Management Tools Restructuring Deciding What and How to Unload CHAPTER SUMMARY Learning Objectives Review Key Terms Short Answer Review Questions Group Exercises Investor Relations Sites for Companies Mentioned in This Chapter References Section D: Strategy Implementation Chapter 11: Strategy and Structure Breaking From The Past ALIGNING STRATEGY AND STRUCTURE UNDERSTANDING THE STRUCTURING IMPERATIVE Communication, Coordination, Control KEY ORGANIZATIONAL COMPONENTS The Core Noncore Functions Commercial Airlines in the United States, Part 1 COORDINATING MECHANISMS Mutual Adjustment Standardization of Work Processes Standardization of Work Skills Standardization of Work Output Direct Supervision Strategy and Coordination Commercial Airlines in the United States, Part 2 TYPES OF ORGANIZATIONAL STRUCTURE Simple Structure Functional Structure Divisional Structure (Multidivisional) Matrix Structure Emergent Structures CHAPTER SUMMARY Learning Objectives Review Key Terms Short Answer Review Questions Group Exercises Investor Relations Sites for Companies Mentioned in This Chapter References Chapter 12: Strategy Implementation: Internal Control and Performance McDonald’s KEYS TO IMPLEMENTATION Key #1 – Top-Management Involvement Key #2 – Fit Key #3 – Clear and Compelling Objectives Key #4 – A Single Currency Key #5 – Resource Allocation CONTROL LEADS TO PERFORMANCE METRICS Metrics Tied to the Mission/Vision Metrics that are Balanced Appropriate for the Functional Level Metrics that are Quantitative and Qualitative Metrics Connected to Incentives Ford Motor Company DEVELOPING AN IMPLEMENTATION PLAN Balanced Scorecard Model Value-Driver-Action Model McDonald’s – The Continuing Story The 7-S Framework Art, Science, Balance, Continuity STRATEGIC LEADERSHIP CHAPTER SUMMARY Learning Objectives Review Key Terms Short Answer Review Questions Group Exercises Investor Relations Sites for Companies Mentioned in This Chapter References

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