Theory of strategic management: with cases
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| Main Authors: | , |
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| Format: | Book |
| Language: | English |
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[Mason, Ohio]
South-Western
2009
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| Edition: | 8. ed., internat. student ed. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | Getr. Zählung graph. Darst. |
| ISBN: | 9781439035603 1439035601 |
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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
|
| any_adam_object | 1 |
| author | Hill, Charles W. L. Jones, Gareth R. |
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| author_variant | c w l h cwl cwlh g r j gr grj |
| building | Verbundindex |
| bvnumber | BV035489387 |
| classification_rvk | QP 320 |
| ctrlnum | (OCoLC)316433363 (DE-599)HBZHT015917158 |
| dewey-full | 658.4012 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4012 |
| dewey-search | 658.4012 |
| dewey-sort | 3658.4012 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 8. ed., internat. student ed. |
| format | Book |
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| illustrated | Illustrated |
| indexdate | 2024-07-09T21:38:46Z |
| institution | BVB |
| isbn | 9781439035603 1439035601 |
| language | English |
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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 |
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