Verfügbarkeit: Theory of strategic management

Theory of strategic management: with cases

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Bibliographische Detailangaben
Hauptverfasser:	Hill, Charles W. L. (VerfasserIn), Jones, Gareth R. (VerfasserIn)
Format:	Buch
Sprache:	English
Veröffentlicht:	[Mason, Ohio] South-Western 2009
Ausgabe:	8. ed., internat. student ed.
Schlagworte:	Business planning Business planning > Case studies Strategic planning Strategic planning > Case studies Strategisches Management Fallstudiensammlung Lehrbuch
Online-Zugang:	Inhaltsverzeichnis
Beschreibung:	Getr. Zählung graph. Darst.
ISBN:	9781439035603 1439035601

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Datensatz im Suchindex

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adam_text	Titel: Theory of strategic management Autor: Hill, Charles W. L. Jahr: 2009 Brief Contents Part 1 Strategic Overview Chapter 1 Leadership, Strategy Competitive Advantage 1 Chapter 2 Opportunities and Threats—Analyzing the External Environment 41 Part 2 Competitive Advantage Chapter 3 Competencies and Profitability—Analyzing Internal Resources 75 Chapter 4 Strategy at the Functional Level 109 Part 3 Formulating Strategies Chapter 5 Strategy at the Business Level 149 Chapter 6 Industry Environment and Business-Level Strategy 186 Chapter 7 Technology 228 Chapter 8 Global Strategy 262 Chapter 9 Strategy at the Corporate Level 302 Chapter 10 Corporate Diversification Strategy 337 Part 4 Implementing Strategy Chapter 11 Performance and Governance 366 Chapter 12 Corporate Single Industry Strategy 401 Chapter 13 Corporate Strategy across Countries and Industries 442 Part 5 Cases in Strategic Management 1 Contents Preface xxiii Part 1 Strategic Overview Leadership, Strategy Competitive Advantage Opening Case: Dell Computer 1 Overview 3 Strategic Leadership, Competitive Advantage, and Superior Performance Superior Performance 4 Competitive Advantage and a Company s Business Model 5 Industry Differences in Performance 7 Performance in Nonprofit Enterprises 7 Strategic Managers 8 Corporate-Level Managers 8 Business-Level Managers 10 Functional-Level Managers 10 The Strategy-Making Process 10 A Model of the Strategic Planning Process 10 Mission Statement 11 External Analysis 16 Strategy in Action 1.1: Strategic Analysis at Time Inc. 17 Internal Analysis 18 SWOT Analysis and the Business Model 18 Strategy Implementation 19 The Feedback Loop 19 Strategy as an Emergent Process 20 Strategy Making in an Unpredictable World 20 Autonomous Action: Strategy Making by Lower-Level Managers 20 Strategy in Action 1.2: Starbucks s Music Business 21 Serendipity and Strategy 21 Strategy in Action 1.3: A Strategic Shift at Charles Schwab 22 Intended and Emergent Strategies 22 2 Strategic Planning in Practice 24 Scenario Planning 24 Decentralized Planning 25 Strategic Intent 26 Strategic Decision Making 27 Cognitive Biases and Strategic Decision Making 27 Groupthink and Strategic Decisions 29 Techniques for Improving Decision Making 29 Strategy in Action 1.4: Was Intelligence on Iraq Biased by Groupthink? 30 Strategic Leadership 31 Vision, Eloquence, and Consistency 31 Articulation of the Business Model 32 Commitment 32 Being Well Informed 32 Willingness to Delegate and Empower 33 The Astute Use of Power 33 Emotional Intelligence 33 Summary of Chapter 34 • Discussion Questions 35 Practicing Strategic Management 35 Small-Group Exercise: Designing a Planning System • Article File 1 • Strategic Management Project: Module 1 • Ethics Exercise Closing Case: The Best-Laid Plans—Chrysler Hits the Wall 37 Appendix to Chapter 1: Enterprise Valuation, ROIC, and Growth 39 Opportunities and Threats- Analyzing the External Environment 41 Opening Case: The United States Beer Industry 41 Overview 42 Defining an Industry 43 Industry and Sector 43 Industry and Market Segments 44 Changing Industry Boundaries 44 Porter s Five Forces Model 45 Risk of Entry by Potential Competitors 46 Strategy in Action 2.1: Circumventing Entry Barriers into the Soft Drink Industry 47 Rivalry Among Established Companies 49 Strategy in Action 2.2: Price Wars in the Breakfast Cereal Industry 51 Industry Demand 51 Cost Conditions 52 Exit Barriers 52 The Bargaining Power of Buyers 53 The Bargaining Power of Suppliers 54 Strategy in Action 2.3: Wal-Mart s Bargaining Power over Suppliers 55 Substitute Products 56 A Sixth Force: Complementors 56 Porter s Model Summarized 57 Running Case: Dell Computer and the Personal Computer Industry 57 Strategic Groups Within Industries 58 Implications of Strategic Groups 59 The Role of Mobility Barriers 59 Industry Life Cycle Analysis 60 Embryonic Industries 61 Growth Industries 61 Industry Shakeout 61 Mature Industries 62 Declining Industries 63 Industry Life Cycle 63 Limitations of Models for Industry Analysis 63 Life Cycle Issues 63 Innovation and Change 64 Company Differences 66 The Macroenvironment 66 Macroeconomic Forces 66 Global Forces 68 Technological Forces 68 Demographic Forces 69 Social Forces 70 Political and Legal Forces 70 Summary of Chapter 71 • Discussion Questions 71 Practicing Strategic Management 72 Small-Group Exercise: Competing with Microsoft • Article File 2 • Strategic Management Project: Module 2 • Ethics Exercise Closing Case: The Pharmaceutical Industry 73 Part 2 Competitive Advantage 3 Competencies and Profitability- Analyzing Internal Resources 75 Opening Case: Southwest Airlines 75 Overview 76 The Roots of Competitive Advantage 77 Distinctive Competencies 77 Competitive Advantage, Value Creation, and Profitability 80 The Value Chain 83 Primary Activities 83 Strategy in Action 3.1: Value Creation at Burberry 85 Support Activities 85 4 Strategy in Action 3.2: Competitive Advantage at Zara 86 The Building Blocks of Competitive Advantage 87 Efficiency 87 Quality as Excellence and Reliability 88 Innovation 90 Customer Responsiveness 91 Business Models, the Value Chain, and Generic Distinctive Competencies 91 Analyzing Competitive Advantage and Profitability 93 Running Case: Comparing Dell to Hewlett-Packard 95 The Durability of Competitive Advantage 97 Barriers to Imitation 97 Capability of Competitors 99 Industry Dynamism 99 Summarizing Durability of Competitive Advantage 100 Avoiding Failure and Sustaining Competitive Advantage 100 Why Companies Fail 100 Steps to Avoid Failure 102 Strategy in Action 3.3: The Road to Ruin at DEC 103 The Role of Luck 104 Strategy in Action 3.4: Bill Gates s Lucky Break 105 Summary of Chapter 105 • Discussion of Questions 106 Practicing Strategic Management 106 Small-Group Exercise: Analyzing Competitive Advantage • Active File 3 • Strategic Management Project: Module 3 • Ethics Exercise Closing Case: Starbucks 107 Strategy at the Functional Level 109 Openi ng Case: Boosting Efficiency at Matsushita 109 Overview 110 Achieving Superior Efficiency 111 Efficiency and Economies of Scale 111 Efficiency and Learning Effects 113 Strategy in Action 4.1: Learning Effects in Cardiac Surgery 114 Efficiency and the Experience Curve 115 Efficiency, Flexible Production Systems, and Mass Customization 117 Strategy in Action 4.2: Mass Customization at Lands End 118 Marketing and Efficiency 119 Materials Management, Just-in-Time, and Efficiency 121 R D Strategy and Efficiency 122 Human Resources Strategy and Efficiency 122 Information Systems and Efficiency 124 Infrastructure and Efficiency 124 Running Case: Dell s Utilization of the Internet 125 Summary: Achieving Efficiency 125 Achieving Superior Quality 126 Attaining Superior Reliability 126 Strategy in Action 4.3: General Electric s Six Sigma Quality Improvement Process 128 Implementing Reliability Improvement Methodologies 128 Improving Quality as Excellence 132 Strategy in Action 4.4: Six Sigma at Mount Carmel Health 132 Achieving Superior Innovation 134 The High Failure Rate of Innovation 134 Building Competencies in Innovation 136 Strategy in Action 4.5: Corning: Learning from Innovation Failures 141 Achieving Superior Responsiveness to Customers 142 Focusing on the Customer 142 Satisfying Customer Needs 143 Summary of Chapter 145 • Discussion Questions 146 Practicing Strategic Management 746 Small-Group Exercise: Identifying Excellence • Article File 4 • Strategic Management Project: Module 4 • Ethics Exercise Closing Case: Verizon Wireless 147 Part 3 Formulating Strategies j Strategy at the Business Level 149 Opening Case: ETrade s Changing Business Strategies 149 Overview 150 Competitive Positioning and the Business Model 151 Formulating the Business Model: Customer Needs and Product Differentiation 151 Formulating the Business Model: Customer Groups and Market Segmentation 153 Implementing the Business Model: Building Distinctive Competencies 756 Competitive Positioning and Business-Level Strategy 757 Competitive Positioning: Generic Business-Level Strategies 759 Cost Leadership 760 Strategy in Action 5.1: Ryanair Takes Control over the Sky in Europe 762 Focused Cost Leadership 763 Differentiation 766 Focused Differentiation 168 Strategy in Action 5.2: L. L. Bean s New Business Model 769 The Dynamics of Competitive Positioning 7 70 Strategy in Action 5.3: Zara Uses IT to Change the World of Fashion 7 71 Competitive Positioning for Superior Performance: Broad Differentiation 172 Strategy in Action 5.4: Toyota s Goal? A High-Value Vehicle to Match Every Customer Need 7 74 Competitive Positioning and Strategic Groups 777 Failures in Competitive Positioning 779 6 Strategy in Action 5.5: Holiday Inns on Six Continents 181 Summary of Chapter 182 • Discussion Questions 183 Practicing Strategic Management J 83 Small-Group Exercise: Finding a Strategy for a Restaurant • Article File 5 • Strategic Management Project: Module 5 • Ethics Exercise Closing Case: Samsung Changes Its Business Model Again and Again 184 Industry Environment and Business-Level Strategy 186 Opening Case: Competition Gets Ugly in the Toy Business 186 Overview 187 Strategies in Fragmented Industries 188 Chaining 189 Franchising 190 Horizontal Merger 190 Using Information Technology and the Internet 190 Strategy in Action 6.1: Clear Channel Creates a National Chain of Local Radio Stations 191 Strategies in Embryonic and Growth Industries 192 The Changing Nature of Market Demand 193 Strategic Implications: Crossing the Chasm 195 Strategy in Action 6.2: How Prodigy Fell into the Chasm Between Innovators and the Early Majority 197 Strategic Implications of Market Growth Rates 198 Factors Affecting Market Growth Rates 198 Strategic Implications of Differences in Growth Rates 199 Navigating Through the Life Cycle to Maturity 200 Embryonic Strategies 201 Growth Strategies 201 Shakeout Strategies 202 Maturity Strategies 203 Strategy in Mature Industries 203 Strategies to Deter Entry: Product Proliferation, Price Cutting, and Maintaining Excess Capacity 204 Strategies to Manage Rivalry 206 Strategy in Action 6.3: New Competitors for Toys R Us 207 Running Case: Dell Has to Rethink Its Business-Level Strategies 212 Game Theory 214 Strategy in Action 6.4: Coca-Cola and PepsiCo Go Head-to-Head 220 Strategies in Declining Industries 221 The Severity of Decline 221 Choosing a Strategy 222 Strategy in Action 6.5: How to Make Money in the Vacuum Tube Business 223 Summary of Chapter 224 • Discussion Questions 225 7 Practicing Strategic Management 225 Small-Group Exercise: How to Keep the Salsa Hot • Article File 6 • Strategic Management Project: Module 6 • Ethics Exercise Closing Case: Nike s Winning Ways 226 Technology 228 Opening Case: Format War—Blu-Ray Versus HD-DVD 228 Overview 229 Technical Standards and Format Wars 230 Examples of Standards 230 Benefits of Standards 232 Establishment of Standards 233 Network Effects, Positive Feedback, and Lockout 233 Strategy in Action 7.1: How Dolby Became the Standard in Sound Technology 236 Strategies for Winning a Format War 237 Ensure a Supply of Complements 237 Leverage Killer Applications 237 Aggressively Price and Market 238 Cooperate with Competitors 238 License the Format 239 Costs in High-Technology Industries 240 Comparative Cost Economics 240 Strategic Significance 247 Strategy in Action 7.2: Lowering the Cost of Ultrasound Equipment Through Digitalization 242 Managing Intellectual Property Rights 242 Intellectual Property Rights 243 Digitalization and Piracy Rates 243 Strategies for Managing Digital Rights 244 Strategy in Action 7.3: Battling Piracy in the Videogame Industry 245 Capturing First-Mover Advantages 246 First-Mover Advantages 247 First-Mover Disadvantages 247 Strategies for Exploiting First-Mover Advantages 248 Technological Paradigm Shifts 251 Paradigm Shifts and the Decline of Established Companies 252 Strategy in Action 7.4: Disruptive Technology in Mechanical Excavators 255 Strategic Implications for Established Companies 256 Strategic Implications for New Entrants 258 Summary of Chapter 258 • Discussion Questions 259 Practicing Strategic Management 259 Small-Group Exercise: Digital Books • Article File 7 • Strategic Management Project: Module 7 • Ethics Exercise Closing Case: The Failure of Friendster 260 8 Global Strategy 262 Opening Case: MTV—A Global Brand Goes Local 262 Overview 263 The Global and National Environments 264 The Globalization of Production and Markets 264 Strategy in Action 8.i: Finland s Nokia 266 National Competitive Advantage 267 Using the Framework 269 Increasing Profitability and Profit Growth Through Global Expansion 269 Expanding the Market: Leveraging Products 270 Realizing Cost Economies from Global Volume 270 Realizing Location Economies 271 Leveraging the Skills of Global Subsidiaries 272 Cost Pressures and Pressures for Local Responsiveness 273 Pressures for Cost Reductions 274 Pressures for Local Responsiveness 275 Strategy in Action 8.2: Localization at IKEA 276 Choosing a Global Strategy 278 Global Standardization Strategy 279 Running Case: Dell s Global Business Strategy 279 Localization Strategy 280 Transnational Strategy 280 International Strategy 282 Changes in Strategy over Time 282 Basic Entry Decisions 283 Which Overseas Markets to Enter 283 Timing of Entry 284 Scale of Entry and Strategic Commitments 285 The Choice of Entry Mode 286 Exporting 286 Licensing 287 Franchising 288 Joint Ventures 289 Wholly Owned Subsidiaries 290 Choosing an Entry Strategy 291 Global Strategic Alliances 293 Advantages of Strategic Alliances 293 Strategy in Action 8.3: Cisco and Fujitsu 294 Disadvantages of Strategic Alliances 294 Making Strategic Alliances Work 295 Summary of Chapter 298 • Discussion Questions 299 Practicing Strategic Management 299 Small-Group Exercise: Developing a Global Strategy • Article File 8 • Strategic Management Project: Module 8 • Ethics Exercise Closing Case: The Evolution of Strategy at Procter Gamble 300 9 Strategy at the Corporate Level 302 Opening Case: Oracle Strives to Become the Biggest and the Best 302 Overview 303 Corporate-Level Strategy and the Multibusiness Model 304 Horizontal Integration: Single-Industry Strategy 305 Benefits of Horizontal Integration 307 Running Case: Beating Dell: Why HP Acquired Compaq 308 Problems with Horizontal Integration 370 Strategy in Action 9.1: Horizontal Integration in Health Care 311 Vertical Integration: Entering New Industries to Strengthen the Core Business Model 312 Increasing Profitability Through Vertical Integration 314 Strategy in Action 9.2: Specialized Assets and Vertical Integration in the Aluminum Industry 376 Problems with Vertical Integration 377 The Limits of Vertical Integration 318 Alternatives to Vertical Integration: Cooperative Relationships 3 7 9 Short-Term Contracts and Competitive Bidding 319 Strategic Alliances and Long-Term Contracting 320 Strategy in Action 9.3: DaimlerChrysler s U.S. Keiretsu 321 Building Long-Term Cooperative Relationships 322 Strategic Outsourcing 323 Benefits of Outsourcing 325 Risks of Outsourcing 326 Summary of Chapter 327 • Discussion Questions 328 Practicing Strategic Management 328 Small-Group Exercise: Comparing Vertical Integration Strategies • Article File 9 • Strategic Management Project: Module 9 • Ethics Exercise Closing Case: Read All About It News Corp. 329 10 Corporate Diversification Strategy 331 Opening Case: Tyco s Rough Ride 337 Overview 332 Expanding Beyond a Single Industry 333 A Company as a Portfolio of Distinctive Competencies 333 Increasing Profitability Through Diversification 335 Transferring Competencies Across Industries 336 Leveraging Competencies 337 Strategy in Action 10.1: Diversification at 3M; Leveraging Technology 338 Sharing Resources: Economies of Scope 339 Using Product Bundling 340 Managing Rivalry: Multipoint Competition 340 Utilizing General Organizational Competencies 341 Two Types of Diversification 343 Related Diversification 344 Unrelated Diversification 344 Strategy in Action 10.2: Related Diversification at Intel 345 Disadvantages and Limits of Diversification 346 Changing Industry- and Firm-Specific Conditions 346 Diversification for the Wrong Reasons 346 The Bureaucratic Costs of Diversification 347 Choosing a Strategy 349 Related Versus Unrelated Diversification 349 The Web of Corporate-Level Strategy 350 Entering New Industries: Internal New Ventures 351 The Attraction of Internal New Venturing 351 Pitfalls of New Ventures 352 Guidelines for Successful Internal New Venturing 353 Entering New Industries: Acquisitions 354 The Attractions of Acquisitions 355 Acquisition Pitfalls 355 Strategy in Action 10.3: Postacquisition Problems at Mellon Bank 357 Guidelines for Successful Acquisition 358 Entering New Industries: Joint Ventures 360 Restructuring 361 Why Restructure? 361 Summary of Chapter 362 • Discussion Questions 362 Practicing Strategic Management 363 Small-Group Exercise: Dun Bradstreet • Article File 10 • Strategic Management Project: Module 10 • Ethics Exercise Closing Case: United Technologies Has an ACE in Its Pocket 364 Part 4 Implementing Strategy J. J. Performance and Governance 366 Opening Case: The Rise and Fall of Dennis Kozlowski 366 Overview 367 Stakeholders and Corporate Performance 367 Stakeholder Impact Analysis 368 The Unique Role of Stockholders 368 Profitability, Profit Growth, and Stakeholder Claims 369 Strategy in Action ll.l: Price Fixing at Sotheby s and Christie s 371 Agency Theory 372 Principal-Agent Relationships 372 The Agency Problem 372 Strategy in Action n.2: Self-Dealing at Computer Associates 376 Governance Mechanisms 377 The Board of Directors 377 Stock-Based Compensation 379 Financial Statements and Auditors 380 The Takeover Constraint 380 Governance Mechanisms Inside a Company 381 Ethics and Strategy 384 Ethical Issues in Strategy 384 Strategy in Action 11.3: Nike and the Sweatshop Debate 385 The Roots of Unethical Behavior 388 The Philosophical Approaches to Ethics 389 Behaving Ethically 392 Running Case: Dell s Code of Ethics 394 Summary of Chapter 396 • Discussion Questions 397 Practicing Strategic Management 397 Small-Group Exercise: Evaluating Stakeholder Claims • Article File 11 • Strategic Management Project: Module 11 • Ethics Exercise Closing Case: Working Conditions at Wal-Mart 399 12 Corporate Single Industry Strategy 401 Opening Case: Strategy Implementation at Dell Computer 401 Overview 402 Implementing Strategy Through Organizational Design 403 Building Blocks of Organizational Structure 404 Grouping Tasks, Functions, and Divisions 404 Allocating Authority and Responsibility 405 Strategy in Action 12.1: Union Pacific Decentralizes to Increase Customer Responsiveness 408 Integration and Integrating Mechanisms 409 Strategic Control Systems 409 Levels of Strategic Control 411 Types of Strategic Control Systems 411 Using Information Technology 414 Strategy in Action 12.2: Control at Cypress Semiconductor 415 Strategic Reward Systems 415 Organizational Culture 416 Culture and Strategic Leadership 417 Traits of Strong and Adaptive Corporate Cultures 417 Strategy in Action 12.3: How Ray Kroc Established McDonald s Culture 418 Building Distinctive Competencies at the Functional Level 419 Functional Structure: Grouping by Function 419 The Role of Strategic Control 420 Developing Culture at the Functional Level 421 Functional Structure and Bureaucratic Costs 423 The Outsourcing Option 424 Implementing Strategy in a Single Industry 425 Implementing Cost Leadership 426 Implementing Differentiation 427 Product Structure: Implementing a Wide Product Line 428 Market Structure: Increasing Responsiveness to Customer Groups 429 Geographic Structure: Expanding Nationally 429 Matrix and Product-Team Structures: Competing in Fast-Changing, High-Tech Environments 431 Focusing on a Narrow Product Line 433 Strategy in Action 12.4: Restructuring at Lexmark 434 Restructuring and Reengineering 435 Summary of Chapter 437 • Discussion Questions 438 Practicing Strategic Management 438 Small-Group Exercise: Deciding on an Organizational Structure • Article File 12 • Strategic Management Project: Module 12 • Ethics Exercise Closing Case: Nokia s New Product Structure 440 Corporate Strategy across Countries and Industries 442 Opening Case: Ford Has a New CEO and a New Global Structure 442 Overview 443 Managing Corporate Strategy Through the Multidivisional Structure 444 Advantages of a Multidivisional Structure 447 Problems in Implementing a Multidivisional Structure 448 Structure, Control, Culture, and Corporate-Level Strategy 450 The Role of Information Technology 453 Strategy in Acton 13.1: SAP s ERP Systems 454 Implementing Strategy Across Countries 455 Implementing a Localization Strategy 456 Implementing an International Strategy 457 Implementing a Global Standardization Strategy 458 Implementing a Transnational Strategy 459 Strategy in Action 13.2: Using IT to Make Nestle s Global Structure Work 460 Entry Mode and Implementation 462 Internal New Venturing 462 Joint Venturing 465 Mergers and Acquisitions 466 Information Technology, the Internet, and Outsourcing 467 Information Technology and Strategy Implementation 468 Strategy in Action 13.3: Oracle s New Approach to Control 469 Strategic Outsourcing and Network Structure 470 Strategy in Action 13.4: Li Fung s Global Supply-Chain Management 477 Summary of Chapter 472 • Discussion Questions 473 Practicing Strategic Management 473 Small-Group Exercise: Deciding on an Organizational Structure • Article File 13 • Strategic Management Project: Module 13 • Ethics Exercise Closing Case: GM Searches for the Right Global Structure 474 Endnotes 477 Box Source Notes 493 Part 5 Cases in Strategic Management Introduction: Analyzing a Case Study and Writing a Case Study Analysis Ci What Is a Case Study Analysis? Cl Analyzing a Case Study C2 Writing a Case Study Analysis C6 The Role of Financial Analysis in Case Study Analysis C8 Profit Ratios C8 • Liquidity Ratios C9 • Activity Ratios CIO • Leverage Ratios CIO • Shareholder-Return Ratios Cll • Cash Flow C12 Conclusion C12 Cases Section A: Business Level Cases: Domestic and Global Case l: The Apollo Group: University of Phoenix C13 Charles W. L. Hill, University of Washington A for-profit university has an opportunity to reflect on its strategy as it struggles to improve its reputation and its hard-earned credibility among its stakeholders, amidst signs of operational deficiencies. Case 2: Boeing Commercial Aircraft: Comeback? C22 Charles W. L. Hill, University of Washington Has Boeing s turnaround in 2005-2006 been merely cosmetic, or has it fundamentally improved its strategic position? Case 3: The Rise of Airbus, 1970-2005 C37 Isaac Cohen, San Jose State University The strategic challenges of maneuvering a consortium of four companies and meeting the expectations of multiple stakeholders, including the four major owners and their governments. Case 4: Apple Computer C54 Charles W. L. Hill, University of Washington The rise, fall, and resurrection of Apple Computer, focusing on its core competencies and resources. Case 5: The Home Videogame Industry: Pong to Xbox 360 C70 Charles W. L. Hill, University of Washington Industry evolution and competitive dynamics in the home video game industry. Case 6: Internet Search and the Rise of Google C87 Charles W. L. Hill, University of Washington A history of the Internet search industry and the rapid rise of Google as a disruptive company. Case 7: Yahoo C102 Gareth R. Jones, Texas A M University A history of Yahoo s emergence as the pre-eminent Internet real estate and its strategic missteps relative to competitors such as Google. Case 8: Amazon.com Cl 15 Gareth R. Jones, Texas A M University Profiles the strategy behind the largest online retailer, including why it took so long to be profitable, the emergence of new competitors, and its strategy to deal with new clouds on the horizon. Case 9: eBay and the Online Auction Industry C126 Gareth R. Jones, Texas A M University The business model and strategy of one of the most profitable Internet-based businesses and its emerging competitive challenges. Case 10: SAP and the Evolving Enterprise Resource Planning Software Industry C136 Gareth R. Jones, Texas A M University A company that revolutionized the global supply chain—by creating the information technology software to manage companies global operations—efficiently tries to rejuvenate its strategy and reorganize itself for the Internet era. Case ll: Volantis C157 Mike Harkey, Stanford University A high-tech start-up company ponders its strategy and organization structure to ensure its survival and growth. Case 12: Infosys Consulting in 2006: Leading the Next Generation of Business and Information Technology Consulting Cl 74 Aneesha Capur, Stanford University A global IT company faces the issue of managing its rapid growth and the role of its organization structure in ensuring continued growth. Case 13: Blockbuster s Challenges in the Video Rental Industry C195 Gareth R. Jones, Texas A M University Blockbuster faces disruptive technologies and serious questions about the continued viability of its business model. Case 14: The Evolution of the Small Package Express Delivery Industry, 1973-2006 C211 Charles W. L. Hill, University of Washington A global industry evolves by riding on improvements in global trade, transportation, and communication trends, as well as the foresight of the pioneers. Case 15: Airborne Express: The Underdog C224 Charles W. L. Hill, University of Washington A mid-sized player tweaks its business level strategy to avoid being stuck in the middle. Case 16: American Airlines Since Deregulation: A Thirty-Year Experience, 1978-2007 C234 Isaac Cohen, San Jose State University The history of the world s largest airline, its growth under Robert Crandall post-deregulation, and the turnaround attempts under Gerald Arpey post-9/11. Case 17: Staples C249 Charles W. L. Hill, University of Washington An entrepreneurial firm shakes up the office-supply industry and struggles with problems of rapid growth. Case 18: Whole Foods Market: Will There Be Enough Organic Food to Satisfy the Growing Demand? C263 Patricia Harasta and Alan N. Hoffman, Bentley College Details how an entrepreneurial idea takes on a life of its own, grows rapidly into a multi-country phenomenon, and faces issues of stability and consolidation of growth, without destroying its roots and culture. Case 19: Organizational Transformation at the BBC C272 Vinay Kumar, ICFAl Center for Management Research A semi-autonomous national institution of world repute struggles to remain profitable and accountable to its stakeholders, while also upholding the quality of journalism and programming that earned it its world-wide reputation and credibility. Case 20: NBC in Trouble C291 Vinay Kumar, ICFAI Center for Management Research A storied media network tries to rejuvenate itself to rise in rankings and deliver more value to its corporate parent, GE. Case 21: Tsingtao Brewery Co., Ltd. (A) C307 Shengjun Liu, University of Western Ontario A Chinese Brewery grows rapidly via acquisitions to survive in the extremely fragmented beer industry in China. Its new leader reflects whether it is now ready to consolidate its gains and integrate its acquisitions well. Case 22: Tsingtao Brewery Co., Ltd. (B) C326 Shengjun Liu, University of Western Ontario Tsingtao makes major changes in organization structure and systems to consolidate and integrate the acquisitions and develop a common identity. Case 23: Honda Motor Company and Hybrid Electric Vehicles C332 Darryl Davis, Tom Davis, Sara Moodie, and Melissa A. Schilling, New York University A global automobile manufacturer integrates technology strategy into its business strategy to maintain its reputation and competitive edge. Case 24: vCustomer: Shaping the Outsourcing Industry C342 Sandip Basu, University of Washington A supplier of Business Process Outsourcing (BPO) services struggles to grow and create differentiation in a competitive and dynamic industry. Section B: Corporate Level Cases: Domestic and Global Case 25: Verizon Communications Inc.: The Telecommunications Industry C356 Dr. Robert J. Mockler, St. Johns University A large telecommunications company faces critical issues at the corporate level as it positions itself for an increasingly dynamic telecommunications industry, characterized by industry convergence and disruptive technologies. Case 26: Procter Gamble: The Beauty/Feminine Care Segment of the Consumer Goods Industry C382 Dr. Robert J. Mockler, St. John s University Procter Gamble tries to pump up the revenues and earnings in mature businesses as it rethinks the value of its overall corporate portfolio. Case 27: 3M in 2006 C411 Charles W. L. Hill, University of Washington A company known for innovation uses new products as the basis of its corporate strategy, providing insight into its culture and evolving global strategy. Case 28: GE s Growth Strategy: The Immelt Initiative C427 Christopher A. Bartlett, Harvard Business School The successor of Jack Welch bets on a major redesign of GE s portfolio and awaits results and evaluation of the capital markets. Case 29: The New Viacom C443 Gareth R. Jones, Texas A M University Traces Blockbuster s rapid growth in the 1990s and the stagnation that followed, with effects on the corporate strategy of the parent company, Viacom. The role played by the Internet in disrupting Blockbuster s business model is also discussed. Case 30: From Silver Halide to Digital Imaging Technology at Eastman Kodak: The Challenges Ahead C458 Gareth R. Jones, Texas A M University Details the rapid decline of Eastman Kodak and evaluates the role of disruptive technologies, organizational inertia, and managerial competence in designing a new corporate level strategy. Section C: Ethics Cases Case 31: Merck, the FDA, and the Vioxx Recall C477 Anne T. Lawrence, San Jose State University A pharmaceutical company is forced to rethink its recall decisions and processes after it is questioned and legally challenged in the face of fatalities related to its Vioxx drug. Case 32: Mired in Corruption—Kellogg, Brown and Root in Nigeria C485 Charles W. L. Hill, University of Washington Profiles the difference between legal and ethical acts and evaluates KBR s actions and systems with regard to ethical and legal conduct. Index II
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spelling	Hill, Charles W. L. Verfasser (DE-588)128473606 aut Theory of strategic management with cases Charles W. L. Hill ; Gareth R. Jones 8. ed., internat. student ed. [Mason, Ohio] South-Western 2009 Getr. Zählung graph. Darst. txt rdacontent n rdamedia nc rdacarrier Business planning Business planning Case studies Strategic planning Strategic planning Case studies Strategisches Management (DE-588)4124261-0 gnd rswk-swf (DE-588)4522595-3 Fallstudiensammlung gnd-content (DE-588)4123623-3 Lehrbuch gnd-content Strategisches Management (DE-588)4124261-0 s DE-604 Jones, Gareth R. Verfasser (DE-588)13230922X aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017545794&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis
spellingShingle	Hill, Charles W. L. Jones, Gareth R. Theory of strategic management with cases Business planning Business planning Case studies Strategic planning Strategic planning Case studies Strategisches Management (DE-588)4124261-0 gnd
subject_GND	(DE-588)4124261-0 (DE-588)4522595-3 (DE-588)4123623-3
title	Theory of strategic management with cases
title_auth	Theory of strategic management with cases
title_exact_search	Theory of strategic management with cases
title_full	Theory of strategic management with cases Charles W. L. Hill ; Gareth R. Jones
title_fullStr	Theory of strategic management with cases Charles W. L. Hill ; Gareth R. Jones
title_full_unstemmed	Theory of strategic management with cases Charles W. L. Hill ; Gareth R. Jones
title_short	Theory of strategic management
title_sort	theory of strategic management with cases
title_sub	with cases
topic	Business planning Business planning Case studies Strategic planning Strategic planning Case studies Strategisches Management (DE-588)4124261-0 gnd
topic_facet	Business planning Business planning Case studies Strategic planning Strategic planning Case studies Strategisches Management Fallstudiensammlung Lehrbuch
url	http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017545794&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
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