Strategic management:
Gespeichert in:
| Hauptverfasser: | , , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
New York, NY [u.a.]
Wiley
2001
|
| Schlagworte: | |
| Online-Zugang: | Publisher description Table of Contents Inhaltsverzeichnis |
| Beschreibung: | XVII, 442 S. graph. Darst. |
| ISBN: | 0471380717 |
Internformat
MARC
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| 245 | 1 | 0 | |a Strategic management |c Garth Saloner ; Andrea Shepard ; Joel Podolny |
| 264 | 1 | |a New York, NY [u.a.] |b Wiley |c 2001 | |
| 300 | |a XVII, 442 S. |b graph. Darst. | ||
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| 650 | 4 | |a Strategisches Management | |
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Datensatz im Suchindex
| _version_ | 1804128467009142784 |
|---|---|
| adam_text | CONTENTS
1
INTRODUCTION
1
1.1 Strategie Management 1
1.2
The Role of
Business
Strategy
г
Examples: Dell Computer and Compaq Computer
4
The Dynamics of Business Strategy
6
Strategic Planning versus Strategic Thinking
8
1.3
The Organization and Its Objectives
ю
Performance: Overarching Objectives
10
Firms and Managers
12
1.4
Perspectives on the Impact of the General Manager
14
1.5
Organization of the Book
16
2
BUSINESS STRATEGY
19
2.1
Introduction
19
2.2
Describing Business Strategy
19
Goals
20
Scope
21
Competitive Advantage
21
Logic
22
2.3
Relationship of Strategy to Mission, Purpose, Values,
and Vision
24
Mission, Purpose, and Values
24
Vision
27
2.4
The Strategy Statement
28
Benefits of an Explicit Strategy Statement
29
The Form and Use of the Strategy Statement
30
An Example: Borders Books
31
2.5
Developing Strategy: The
Strateg}7
Process
33
Strategy Identification
34
Strategy Evaluation: Testing the Logic
35
Strategy Process and Strategic Change
36
2.6
Summary
38
3
COMPETrriWADVWTAGE
39
3,1
Introduction
39
ii
CONTENTS
3.2
Value and Competitive Advantage
39
3.3
Two Main Routes to Competitive Advantage
41
Position
43
Capabilities
46
3.4
Sustainable Competitive Advantage
48
Capability as Sustainable Competitive Advantage
49
Position as Sustainable Competitive Advantage
50
3.5
The Relationship of Position to Capabilities
51
3.6
Position, Capabilities, and The Resource-Based View of
the Firm
53
3.7
The Cost-Quality Frontier and Competitive Advantage
55
Product Quality and Cost
56
A Cost-Quality Framework
58
Using the Cost-Quality Frontier to Illustrate Competitive Advantage:
An Example
59
3.8
Summary
63
4
INTERNAL CONTEXT: ORGANIZATION DESIGN
65
4.1
Introduction
65
4.2
Organization Design and Competitive Advantage
65
4.3
Strategy and Organization at Southwest Airlines
67
Southwest s Strategy and Performance
67
Southwest s Organization
68
Comparisons to Other Airlines
70
Summary: Consistency and Alignment
71
4.4
The Challenge of Organization Design
71
The Coordination Problem
72
The Incentive Problem
73
4.5
Meeting the Challenge
75
Architecture: Structure
76
Architecture: Compensation and Rewards
82
Routines
86
Culture
88
4.6
ARC Analysis
89
4.7
Summary
90
5
ORGANIZATION AND COMPETITIVE ADVANTAGE
93
5.1
Introduction
93
5.2
Aligning Strategy and Organization
95
Applying ARC Analysis to Assess Strategic Alignment: Southwest
Airlines Revisited
97
Other Examples: Sony, Apple Computer, and Silicon Graphics
101
5.3
Building and Creating Competitive Advantage
102
CONTENTS xiii
Explorers
and Exploiters
103
Interdependence and Tight-Coupling
106
Organizational Slack
109
Central Direction
110
The ARC of Explorers and Exploiters 111
5.4
Combining Exploration and Exploitation
114
5.5
Costs of Organizational Change
117
5.6
Summary
117
6
EXTERNAL CONTEXT: INDUSTRY ANALYSIS
119
fi.1 Introduction
119
6.2
The Effects of Industry Characteristics on Firm Performance
120
6.3
Organizing Industry Analysis
123
6.4
A Framework for Industry Analysis
127
Value Creation: Potential Industry Earnings (PIE)
129
Determinants of PIE
130
An Example of Value Creation: Lobster PIE
133
Capturing Value: Dividing PIE
136
Competition
136
Entry and Incumbency Advantage
138
An Example of the Effects of Competition and Entry
139
Vertical Power: Buyer or Supplier Power
140
Dividing the Lobster PIE
142
6.5
Industry Definition
144
Industry Definition Based on Close Substitutes
145
Industry Definitions for Systems of Complementary Products
146
6.6
Summary
147
7
THE SPECTRUM OF COMPETITION AND NICHE
MARKETS
149
7.1
Introduction
149
7.2
The Spectrum of Competition
150
Structure and Behavior
153
7.3
Niche Markets and Product Differentiation
154
Building, Defending, and Exploiting a Market Niche: Benetton and
the Gap
155
7.4
Consumer Preferences and Product Differentiation
157
Preferences and Products
157
Horizontal and Vertical Product Differentiation
161
7.5
Differentiation and Competition
162
Niches and Neighbors
163
Differentiation Softens Competition
165
Price Competition and Market Share
168
xiv CONTENTS
7.6
Product
Positioning
170
7.7
Summary
172
Appendix Monopoly, Competition, and Niche Markets
172
Monopoly
173
Perfect Competition
176
Niche Markets
178
8
COMPETITION IN CONCENTRATED MARKETS
185
8.1
Introduction
185
8.2
Oligopoly: The Elements of Strategic Interaction
186
Differences in Actions
189
Timing
197
Players
199
Information
200
Repetition
202
Summary
208
8.3
Dominant Firms
209
8.4
Antitrust
211
Collusion and Antitrust
211
8.5
Summary
213
9
ENTRY AND THE ADVANTAGE OF INCUMBENCY
215
9.1
Introduction
215
9.2
Types of Incumbency Advantage
217
Scale Advantages
217
Incumbency Advantage from Cumulative Investment
222
Incumbency Advantage from Consumer Loyalty
226
Incumbency Advantage from Switching Costs and Demand-Side
Increasing Returns
227
Incumbency Advantage from Sunk Costs
228
Firm Scope
229
9.3
Entry Barriers at Work
231
9.4
Strategically Creating Incumbency Advantage
232
Packing the Product Space
232
Blocking Entry through Contract or Vertical Integration
235
Signaling to Prevent Entry
235
Entry Barriers and Antitrust
236
9.5
Summary
237
10
CREATING AND CAPTURING VALUE IN THE VALUE
CHAIN
239
10.1
Introduction
239
10.2
Value Creation and Value Capture
239
CONTENTS
10.3
The Value
Chain
and Buyer or Supply
Power 242
10.4
Capturing Value
244
Value Capture without Buyer or Supplier Power
245
Value Capture by a Single Powerful Supplier (or Buyer)
247
Value Capture When Buyers and Suppliers Are Powerful
249
Reducing Power in Other Segments
254
10.5
Creating Value
255
Opportunities for Creating Value: The Coordination Problem
257
Contracting to Create Value: The Incentive Problem
260
10.6
Summary
263
Appendix Price Discrimination
264
11
STRATEGIC MANAGEMENT
ΓΝ
A CHANGING
ENVIRONMENT
271
11.1
Introduction
271
11.2
The Evolution of the U.S. Automobile Industry
272
11.3
Change and Competitive Advantage
274
11.4
Industry Life Cycle
277
Emergence
278
Growth
283
Maturity and Decline
284
11.5
The Evolution of Industry Organization
287
Horizontal vs. Vertical Organization
287
Organizational Implications of Industry Structure
292
11.6
Managing Strategic Change
294
Overcoming the Barriers to Strategic Change
294
Managing Under Uncertainty: Scenario Analysis
301
Strategic Change: An Example
302
11.7
Summary
304
12
STRATEGY IN MARKETS WITH DEMAND-SIDE
INCREASING RETURNS
305
12.1
Introduction
305
12.2
Sources of Demand-Side Increasing Returns (DSIR)
306
Compatibility Benefits
306
Network Benefits
308
12.3
Competition in Markets with Demand-Side Increasing
Returns
311
Installed Base and Tipping
311
Competitive Strategies for Building DSIR
315
12.4
Systems of Components
317
System Compatibility
317
Leveraging Market Position
318
xvi CONTENTS
12.5 Technology Adoption 321
12.6
Managing
the
Adoption
Process
323
Marketing
to Create Momentum
324
Leveraging Reputation
324
Committing to Open Standards
325
Winning Over An Influential Buyer
325
Advance Sign-Ups
325
Winks at Pirates
325
Leasing
326
Price Commitments
326
12.7
Standards-Setting Processes
326
12.8
Summary
328
13
GLOBALIZATION AND STRATEGY
329
13.1
Introduction
329
13.2
Implications for Managers
330
13.3
Strategic Gains from Globalization
332
13.4
Globalization of Industries and Economies
334
13.5
Strategic Challenges
335
The Challenge of Local Responsiveness
336
The Challenge of Global Efficiency
340
The Challenge of Learning
341
13.6
Organizing to Meet the Challenge
344
Federated vs. Centralized
344
Building the Middle Ground
345
The Regional Organization
346
Locational Advantage
346
The Transnational Corporation
348
13.7
Summary
349
14
CORPORATE STRATEGY: MANAGING FOR VALUE IN A
MULTIBUSINESS
COMPANY
351
14.1
Introduction
351
14.2
A Framework for Corporate Strategy
352
Managing Strategic Spillovers
354
A Framework for Corporate Strategy
356
14.3
Does Corporate Add Value?
358
The Performance of Diversified Firms
359
14.4
Strategic Spillovers and Competitive Advantage
361
Identifying and Managing Spillovers
362
Sources of Spillovers
363
14.5
Levers: Resource Allocation and Organization Design
зев
Resource Allocation
367
CONTENTS
Organization
Design 371
Corporate Direction
377
14.6
Summary
379
15
THE STRATEGY PROCESS
381
15.1
Introduction
381
15.2
Some Principles of the Strategy Process
382
15.3
Business Strategy Process
383
Strategy Identification
384
Strategy Evaluation
385
Developing and Evaluating Strategic Options
387
Selecting and Communicating the Strategy
388
Strategy Process in a Rapidly Changing Environment
389
15.4
Strategic Plans
390
15.5
The Evolution of Strategy
393
Autonomous and Intentional Strategic Changes
395
15.6
Corporate Strategic Processes
397
Corporate Strategy Processes for Strategically Independent
Businesses
397
Corporate Strategy for Strategically Interdependent
Businesses
401
The Role of General Managers
402
15.7
Concluding Remarks
403
APPENDIX APPLYING GAME THEORY TO STRATEGIC
MANAGEMENT
405
A.I Introduction
405
A.2 A Famous Example: The Prisoners Dilemma
406
A.3 Nash Equilibrium and Duopoly
410
A.4 The Effect of Repetition
414
A.5 Credibility, Commitment, and Flexibility
416
The Value of Flexibility: Real Options
417
Commitment and Credibility
418
A.6 Strategic Behavior in the Presence of Asymmetric
Information
422
A.7 Summary
425
CREDITS
427
INDEX
429
|
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| illustrated | Illustrated |
| indexdate | 2024-07-09T18:49:42Z |
| institution | BVB |
| isbn | 0471380717 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-009330487 |
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| spelling | Saloner, Garth Verfasser aut Strategic management Garth Saloner ; Andrea Shepard ; Joel Podolny New York, NY [u.a.] Wiley 2001 XVII, 442 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Strategisches Management Strategic planning Strategisches Management (DE-588)4124261-0 gnd rswk-swf Strategisches Management (DE-588)4124261-0 s DE-604 Shepard, Andrea Verfasser (DE-588)129715921 aut Podolny, Joel M. Verfasser (DE-588)128545879 aut http://www.loc.gov/catdir/description/wiley034/00043275.html Publisher description http://www.loc.gov/catdir/toc/onix05/00043275.html Table of Contents Digitalisierung UB Regensburg application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=009330487&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Saloner, Garth Shepard, Andrea Podolny, Joel M. Strategic management Strategisches Management Strategic planning Strategisches Management (DE-588)4124261-0 gnd |
| subject_GND | (DE-588)4124261-0 |
| title | Strategic management |
| title_auth | Strategic management |
| title_exact_search | Strategic management |
| title_full | Strategic management Garth Saloner ; Andrea Shepard ; Joel Podolny |
| title_fullStr | Strategic management Garth Saloner ; Andrea Shepard ; Joel Podolny |
| title_full_unstemmed | Strategic management Garth Saloner ; Andrea Shepard ; Joel Podolny |
| title_short | Strategic management |
| title_sort | strategic management |
| topic | Strategisches Management Strategic planning Strategisches Management (DE-588)4124261-0 gnd |
| topic_facet | Strategisches Management Strategic planning |
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