Strategic management theory:
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Australia [u.a.]
South Western Cengage Learning
2013
|
| Ausgabe: | 10. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | 9. Aufl. u.d. T.: Hill, Charles W. L.: Strategic management |
| Beschreibung: | XXIX, 495 S., getr. Zähl. Ill. |
| ISBN: | 9781133485704 1133485707 |
Internformat
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| 245 | 1 | 0 | |a Strategic management theory |c Charles W. L. Hill ; Gareth R. Jones |
| 250 | |a 10. ed. | ||
| 264 | 1 | |a Australia [u.a.] |b South Western Cengage Learning |c 2013 | |
| 300 | |a XXIX, 495 S., getr. Zähl. |b Ill. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 500 | |a 9. Aufl. u.d. T.: Hill, Charles W. L.: Strategic management | ||
| 650 | 7 | |a Gestion d'entreprise - Cas, Études de |2 ram | |
| 650 | 7 | |a Planification stratégique - Manuels d'enseignement supérieur |2 ram | |
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Datensatz im Suchindex
| _version_ | 1804149327216508928 |
|---|---|
| adam_text | •JI
Preface
Acknowledgements
Dedication
xix
xxv
xxix
PART ONE INTRODUCTION TO STRATEGIC MANAGEMENT
Chapter
1
Strategic Leadership: Managing the Strategy-Making Process
for Competitive Advantage
Opening Case: Dell Inc.
1
Overview
3
Strategic Leadership, Competitive Advantage, and Superior Performance
Superior Performance
5
Competitive Advantage and a Company s Business Model
6
Industry Differences in Performance
7
Performance in Nonprofit Enterprises
8
Strategic Managers
9
Corporate-Level Managers
10
Business-Level Managers
77
Functional-Level Managers
11
The Strategy-Making Process
11
A Model of the Strategic Planning Process
12
Mission Statement
14
Major Goals
16
External Analysis
17
Strategy in Action
t
.1 :
Strategic Analysis at Time Inc.
18
Internal Analysis
19
SWOT Analysis and the Business Model
19
Strategy Implementation
20
The Feedback Loop
2 7
Strategy as an Emergent Process
21
Strategy Making in an Unpredictable World
2
í
Autonomous Action: Strategy Making by Lower-Level Managers
22
Strategy in Action
1.2;
Starbucks Music Business
22
Strategy in Action
13:
A Strategic Shift at Charles Schwab
23
Serendipity and Strategy
23
Contents
νΐ
Intended and Emergent Strategies
24
Strategic Planning in Practice
26
Scenario Planning
26
Decentralized Planning
27
Strategic Decision Making
28
Cognitive Biases and Strategic Decision Making
28
Techniques for Improving Decision Making
29
Strategic Leadership
30
Vision, Eloquence, and Consistency
30
Articulation of the Business Model
31
Commitment
31
Being Well Informed
3 7
Willingness to Delegate and Empower
32
The Astute Use of Power
32
Emotional Intelligence
32
Chapter
2
External Analysis: The Identification of Opportunities and Threats
45
Opening Case: The United States Airline Industry
45
Overview
46
Defining an Industry
47
Industry and Sector
48
Industry and Market Segments
48
Changing Industry Boundaries
49
Competitive Forces Model
49
Risk of Entry by Potential Competitors
50
Strategy in Action
2.1 :
Circumventing Entry Barriers into the Soft Drink
Industry
53
Rivalry Among Established Companies
53
Strategy in Action
2,2:
Price Wars in the Breakfast Cereal Industry
56
The Bargaining Power of Buyers
57
The Bargaining Power of Suppliers
58
Substitute Products
59
A Sixth Force:
Complementan
60
Summary
60
Strategic Groups Within Industries
60
Focus on DELL: Dell Inc. and the Personal Computer Industry
61
Implications of Strategic Groups
63
The Role of Mobility Barriers
63
Industry Life-Cycle Analysis
64
Embryonic Industries
64
vul
Contents
Growth Industries
65
industry Shakeout
66
Mature Industries
66
Declining Industries
67
Summary
67
Limitations of Models for Industry Analysis
68
Life-Cycle Issues
68
Innovation and Change
68
Company Differences
70
The Macroenvironment
70
Macroeconomic
Forces
71
Global Forces
72
Technological Forces
73
Demographic Forces
73
Social Forces
73
Political and Legal Forces
74
PART TWO THE NATURE OF COMPETITIVE ADVANTAGE
Chapter
3
Internal Analysis: Distinctive Competencies, Competitive Advantage,
and Profitability
81
Opening Case: Rebuilding Competitive Advantage at Starbucks
—
Howard
Schultz s Second Act
81
Overview
82
The Roots of Competitive Advantage
83
Distinctive Competencies
84
Competitive Advantage, Value Creation, and Profitability
86
The Value Chain
90
Primary Activities
91
Strategy in Action
3.1:
Value Creation at Burberry
92
Support Activities
93
The Building Blocks of Competitive Advantage
93
Strategy in Action
3.2:
Competitive Advantage at
Zara
94
Efficiency
94
Quality as Excellence and Reliability
95
Innovation
97
Customer Responsiveness
98
Business Models, The Value Chain, and Generic Distinctive Competencies
98
Analyzing Competitive Advantage and Profitability
100
The Durability of Competitive Advantage
102
Barriers to Imitation
102
Focus on DELL: comparing dell
inc
and apple
103
Contents
ίχ
Capability of Competitors
105
Industry Dynamism
106
Summary
і
07
Avoiding Failure and Sustaining Competitive Advantage
107
Why Companies Fail
107
Strategy in Action
3.3:
The Road To Ruin at DEC
109
Steps to Avoid Failure
1 10
Chapter
4
Building Competitive Advantage Through Functional-Level Strategy
117
Opening Case: Lean Production at Virginia Mason
117
Overview
118
Achieving Superior Efficiency
119
Efficiency and Economies of Scale
120
Efficiency and Learning Effects
121
Strategy in Action
4.1 :
Learning Effects in Cardiac Surgery
123
Efficiency and the Experience Curve
123
Efficiency, Flexible Production Systems, and Mass Customization
125
Strategy in Action
4.2:
Mass Customization at Lands End
127
Marketing and Efficiency
128
Materials Management, Just-In-Time, and Efficiency
129
R&D Strategy and Efficiency
130
Human Resource Strategy and Efficiency
131
Information Systems and Efficiency
132
Focus on DELL: Dell s Utilization of the Internet
133
Infrastructure and Efficiency
134
Summary
134
Achieving Superior Quality
134
Attaining Superior Reliability
135
Strategy in Action
4.3:
General Electric s Six Sigma Quality Improvement
Process
137
Implementing Reliability Improvement Methodologies
138
Improving Quality as Excellence
139
Achieving Superior Innovation
141
The High Failure Rate of Innovation
142
Reducing Innovation Failures
143
Strategy in Action
4.4:
Corning
—
Learning From Innovation Failures
145
Achieving Superior Responsiveness To Customers
145
Focusing on the Customer
146
Satisfying Customer Needs
147
Contents
PART THREE
STRATEGIES
Chapter
5
Building Competitive Advantage Through Business-Level Strategy
155
Opening Case: Zynga Finds a New Strategy to Compete in Online Social
Gaming
155
Overview
157
Competitive Positioning and The Business Model
158
Formulating the Business Model: Customer Needs and Product
Differentiation
159
Formulating the Business Model: Customer Groups and Market
Segmentation
161
Implementing the Business Model: Building Distinctive Competencies
164
Competitive Positioning and Business-Level Strategy
164
Strategy in Action
5,1 :
Krispy
Kreme
Doughnuts Are Hot Again
165
Competitive Positioning: Generic Business-Level Strategies
167
Cosf Leadership
168
Focused Cost Leadership
170
Strategy in Action
5,2:
First Global Xpress Delivers Packages Faster, Cheaper,
and Greener
173
Differentiation
174
Focused Differentiation
176
177
Strategy in Action
53:
Apple s Growing Differentiation Advantage
The Dynamics of Competitive Positioning
178
Strategy in Action
5.4:
Zara
Uses IT to Change the World
of Fashion
179
Competitive Positioning for Superior Performance: Broad
Differentiation
180
Competitive Positioning and Strategic Groups
181
Failures in Competitive Positioning
183
Focus on DELL: How Dell is Changing its Business-level Strategies to Create
Value for Customers
184
Chapter
6
Business-Level Strategy and the industry Environment
191
Opening Case; Groupon s Strategy to Become the Leader in the Online Coupon
Industry
191
Overview
193
Strategies in Fragmented Industries
194
Chaining
194
Franchising
195
Horizontal Merger
196
Contents
Using
Information Technology
and the
Internet 196
Strategies in Embryonic and Growth
Industries 196
The Changing Nature of
Market
Demand /
97
Strategie
Implications:
Crossing
the Chasm
200
Strategie
Implications of
Market
Growth Rates
20
1
Strategy in Action
6,1 :
AOL, Prodigy, and the Chasm between Innovators and
the Early Majority
202
Navigating Through the Life Cycle to Maturity
203
Embryonic Strategies
204
Growth Strategies
205
Shakeout Strategies
205
Maturity Strategies
206
Strategy in Mature Industries
207
Strategies to Deter Entry: Product Proliferation, Price Cutting, and Maintaining
Excess Capacity
207
Strategy in Action
6.2:
Google is Threatened by the Online Social Networking
Niche
209
Strategies to Manage Rivalry
210
Strategy in Action
6.3:
Toyota Uses Market Development to Become the Global
Leader
215
Strategies in Declining Industries
218
The Severity of Decline
218
Choosing a Strategy
219
Strategy in Action
6.4:
How to Make Money in the Vacuum
Tube Business
221
Chapter
7
Strategy and Technology
227
Opening Case: The Rise of Cloud Computing
227
Overview
229
Technical Standards and Format Wars
230
Examples of Standards
230
Benefits of Standards
231
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
238
Leverage Killer Applications
238
Aggressive Pricing and Marketing
239
Contents
Cooperate
with Competitors
239
License the Format
240
Costs in High-Technology Industries
240
Comparative Cost Economics
241
Strategic Significance
242
Strategy in Action
7.2:
Lowering the Cost of Ultrasound Equipment Through
Digitalization
243
Capturing First-Mover Advantages
243
First-Mover Advantages
244
First-Mover Disadvantages
245
Strategies for Exploiting First-Mover Advantages
246
Technological Paradigm Shifts
249
Paradigm Shifts and the Decline of Established Companies
250
Strategy in Action
7.3:
Disruptive Technology in Mechanical
Excavators
254
Strategic Implications for Established Companies
255
Strategic Implications for New Entrants
256
Chapter
3
Strategy in the Global Environment
263
Opening Case: Avon Products
263
Overview
265
The Global and National Environments
265
The Globalization of Production and Markets
266
National Competitive Advantage
267
Strategy in Action
8.1 :
Finland s Nokia
268
Increasing Profitability and Profit Growth Through Global
Expansion
271
Expanding the Market: Leveraging Products
272
Realizing Cost Economies from Global Volume
272
Realizing Location Economies
273
Leveraging the Skills of Global Subsidiaries
275
Cost Pressures and Pressures for Local Responsiveness
275
Pressures for Cost Reductions
276
Pressures for Local Responsiveness
277
Choosing a Global Strategy
279
Global Standardization Strategy
280
Focus on DELL: Dell s Global Business Strategy
281
Localization Strategy
281
Transnational Strategy
282
international Strategy
283
Changes in Strategy over Time
284
Contents xS
The Choice of Entry Mode
284
Exporting
285
Strategy in Action
8.2:
The Evolving Strategy of Coca-Cola
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
Disadvantages of Strategic Alliances
294
Strategy in Action
8.3:
Cisco and Fujitsu
295
Making Strategic Alliances Work
295
Chapter
9
Corporate-Level Strategy: Horizontal Integration, Vertical
Integration, and Strategic Outsourcing
307
Opening Case: The Rapid Consolidation of the U.S. Airline Industry
307
Overview
309
Corporate-Level Strategy and the Multibusiness Model
309
Horizontal Integration: Single-Industry Corporate Strategy
310
Benefits of Horizontal integration
312
Focus on DELL: Beating Dell: Why HP Acquired Compaq
313
Strategy in Action
9.1 :
Larry Ellison Wants Oracle to Become the Biggest
and the Best
314
Problems with Horizontal Integration
315
Vertical Integration: Entering New industries to Strengthen the
Core Business Model
316
Increasing Profitability through Vertical Integration
318
Strategy in Action
9.2;
Specialized Assets and Vertical Integration in the
Aluminum Industry
320
Problems with Vertical Integration
322
The Limits of Vertical Integration
323
Alternatives to Vertical Integration: Cooperative Relationships
323
Shart-Term Contracts and Competitive Bidding
324
Strategic Alliances and
Long-Term
Contracting
324
Building
Long-Term
Cooperative Relationships
325
Strategy m Action
9.3;
Apple, Samsung, and Nokia Battle in the Smartphone
Market
326
Strategy in Action
9.4:
Ebay s Changing Commitment to Its Sellers
327
Strategic Outsourcing
328
Contents
Strategy in Action
9.4: Apple
Tries to Protect its New Products and the Workers
Who Make Them
329
Benefits of Outsourcing
331
Risks ofOutsourcing
332
Chapter
10
Corporate-Level Strategy: Related and Unrelated
Diversification
339
Opening Case:
VF Corp
Acquires Timberland to Realize the Benefits from
Related Diversification
339
Overview
341
Increasing Profitability through Diversification
342
Transferring Competencies
343
Leveraging Competencies
344
Sharing Resources and Capabilities
345
Using Product Bundling
346
Utilizing General Organizational Competencies
347
Strategy in Action
10,1 :
United Technologies Has an ACE in Its Pocket
349
Two Types of Diversification
350
Related Diversification
351
Unrelated Diversification
352
The Limits and Disadvantages of Diversification
352
Changes in the Industry or Company
352
Diversification for the Wrong Reasons
353
The Bureaucratic Costs of Diversification
354
Strategy in Action
10.2:
How Bureaucratic Costs Rose Then Fell at Pfizer
356
Choosing a Strategy
357
Related versus Unrelated Diversification
357
The Web of Corporate-Level Strategy
358
Strategy in Action
10 3:
Sony s Gaijin CEO is Changing the Company s
Strategies
359
Entering New Industries: Internal New Ventures
360
The Attractions of Internal New Venturing
360
Pitfalls of New Ventures
361
Guidelines for Successful Internal New Venturing
363
Entering New Industries: Acquisitions
364
The Attraction of Acquisitions
364
Acquisition
Piđalls
365
Guidelines for Successful Acquisition
367
Entering New Industries: Joint Ventures
369
Restructuring
370
Why Restructure?
370
Contents
PART FOUR IMPLEMENTING STRATEGY V
Chapter
11
Corporate Performance, Governance, and Business Ethics
377
Opening Case: Did Goldman Sachs Commit Fraud?
377
Overview
379
Stakeholders and Corporate Performance
379
Stakeholder Impact Analysis
380
The Unique Role of Stockholders
381
Profitability, Profit Growth, and Stakeholder Claims
382
Agency Theory
384
Strategy in Action
11.1:
Price Fixing at Sotheby s and Christie s
384
Principal-Agent Relationships
385
The Agency Problem
385
Governance Mechanisms
388
Strategy in Action
11.2:
Self-Deaiing at Computer Associates
389
The Board of Directors
390
Stock-Based Compensation
391
Financial Statements and Auditors
392
The Takeover Constraint
393
Governance Mechanisms Inside a Company
394
Ethics and Strategy
396
Ethical Issues in Strategy
397
Strategy in Action
11.3:
Nike-the Sweatshop Debate
398
The Roots of Unethical Behavior
40 7
Behaving Ethically
402
Focus on DELL: Dell s Code of Ethics
404
Chapter
12
Implementing Strategy in Companies that Compete
in a Single Industry
413
Opening Case: Alan Mulally Transforms Ford s Structure and Culture
413
Overview
415
Implementing Strategy through Organizational Design
415
Building Blocks of Organizational Structure
417
Grouping Tasks, Functions, and Divisions
417
Allocating Authority and Responsibility
418
Strategy in Action
12.1 :
Bob Iger Flattens Walt Disney
420
Integration and Integrating Mechanisms
42 ?
Strategy in Action
12.2:
Important Choices at Union Pacific and Yahoo!
422
Strategic Control Systems
423
Contents
Levels of
Strategie
Control
424
Types of
Strategic
Control Systems
425
Using Information Technology
428
Strategic Reward Systems
429
Organizational Culture
429
Culture and Strategic Leadership
430
Traits of Strong and Adaptive Corporate Cultures
431
Strategy in Action
12.3:
How Sam Walton Created Walmart s Culture
432
Building Distinctive Competencies at the Functional Level
433
Functional Structure: Grouping by Function
433
The Role of Strategic Control
434
Developing Culture at the
Funďional
Level
435
Functional Structure and Bureaucratic Costs
437
The Outsourcing Option
438
Implementing Strategy in a Single Industry
439
Implementing Cost Leadership
440
Implementing Differentiation
44
J
Focus on DELL: Strategy Implementation at Dell
442
Product Structure: Implementing a Wide Product Line
443
Market Structure: Increasing Responsiveness to Customer Groups
444
Geographic
Struđure:
Expanding By Location
445
Strategy in Action
12.4:
The HISD Moves from a Geographic to a Market
Structure
447
Matrix and Product-Team Structures: Competing in Fast-Changing, High-Tech
Environments
447
Focusing on a Narrow Product Line
450
Restructuring and
Reengineering
451
Chapter
13
Implementing Strategy in Companies that Compete
Across industries and Countries
461
Opening Case: Nokia Expands its Organizational Structure Around
the Globe
461
Overview
463
Managing Corporate Strategy through the Multidivisional Structure
463
Advantages of a Multidivisional Structure
466
Problems in Implementing a Multidivisional Structure
467
Strategy in Action
13.1 :
Why Avon Needed to Change the Balance Between
Centralization and Decentralization
468
Structure, Control, Culture, and Corporate-Level Strategy
470
The Rote of information Technology
473
Contents
Strategy in Action
13.2:
SAP s
ERP
System
474
Implementing Strategy Across Countries
475
Implementing a Localization Strategy
476
Implementing an International Strategy
477
Implementing a Global Standardization Strategy
478
Implementing a Transnational Strategy
479
Entry Mode and Implementation
481
Internal New Venturing
481
Strategy in Action
13.3:
Nestlé s
Global Matrix Structure
482
Joint Ventures
483
Mergers and Acquisitions
485
Information Technology, the Internet, and Outsourcing
486
Information Technology and Strategy Implementation
487
Strategic Outsourcing and Network Structure
488
Strategy in Action
13.4:
IBM and
Accenture
Use IT to Create Virtual
Organizations
489
Strategy in Action
13.5:
Li
&
Fung s Global Supply-Chain Management
490
INTRODUCTION ANALYZING A CASE STUDY AND WRITING
A CASE STUDY ANALYSIS
CI
What Is Case Study Analysis? C1
Analyzing a Case Study C2
Writing a Case Study Analysis C8
The Role of Financial Analysis in Case Study Analysis CIO
Profit Ratios
Ci
7
Liquidity Ratios
€12
Activity Ratios
СП
Leverage Ratios C13
Shareholder-Return Ratios
СЫ
Cashflow C15
Conclusion CIS
Glossary G1
Index
И
|
| any_adam_object | 1 |
| author | Hill, Charles W. L. Jones, Gareth R. |
| author_GND | (DE-588)128473606 |
| author_facet | Hill, Charles W. L. Jones, Gareth R. |
| author_role | aut aut |
| author_sort | Hill, Charles W. L. |
| author_variant | c w l h cwl cwlh g r j gr grj |
| building | Verbundindex |
| bvnumber | BV040307134 |
| classification_rvk | QP 320 |
| ctrlnum | (OCoLC)802632925 (DE-599)BVBBV040307134 |
| discipline | Wirtschaftswissenschaften |
| edition | 10. ed. |
| format | Book |
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| genre_facet | Lehrbuch Fallstudiensammlung |
| id | DE-604.BV040307134 |
| illustrated | Illustrated |
| indexdate | 2024-07-10T00:21:16Z |
| institution | BVB |
| isbn | 9781133485704 1133485707 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-025162020 |
| oclc_num | 802632925 |
| open_access_boolean | |
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| owner_facet | DE-473 DE-BY-UBG |
| physical | XXIX, 495 S., getr. Zähl. Ill. |
| publishDate | 2013 |
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| publisher | South Western Cengage Learning |
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| spelling | Hill, Charles W. L. Verfasser (DE-588)128473606 aut Strategic management theory Charles W. L. Hill ; Gareth R. Jones 10. ed. Australia [u.a.] South Western Cengage Learning 2013 XXIX, 495 S., getr. Zähl. Ill. txt rdacontent n rdamedia nc rdacarrier 9. Aufl. u.d. T.: Hill, Charles W. L.: Strategic management Gestion d'entreprise - Cas, Études de ram Planification stratégique - Manuels d'enseignement supérieur ram Strategisches Management (DE-588)4124261-0 gnd rswk-swf Führungstechnik (DE-588)4200179-1 gnd rswk-swf 1\p (DE-588)4123623-3 Lehrbuch gnd-content 2\p (DE-588)4522595-3 Fallstudiensammlung gnd-content Strategisches Management (DE-588)4124261-0 s DE-604 Führungstechnik (DE-588)4200179-1 s 3\p DE-604 Jones, Gareth R. Verfasser aut Digitalisierung UB Bamberg application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=025162020&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 2\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 3\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Hill, Charles W. L. Jones, Gareth R. Strategic management theory Gestion d'entreprise - Cas, Études de ram Planification stratégique - Manuels d'enseignement supérieur ram Strategisches Management (DE-588)4124261-0 gnd Führungstechnik (DE-588)4200179-1 gnd |
| subject_GND | (DE-588)4124261-0 (DE-588)4200179-1 (DE-588)4123623-3 (DE-588)4522595-3 |
| title | Strategic management theory |
| title_auth | Strategic management theory |
| title_exact_search | Strategic management theory |
| title_full | Strategic management theory Charles W. L. Hill ; Gareth R. Jones |
| title_fullStr | Strategic management theory Charles W. L. Hill ; Gareth R. Jones |
| title_full_unstemmed | Strategic management theory Charles W. L. Hill ; Gareth R. Jones |
| title_short | Strategic management theory |
| title_sort | strategic management theory |
| topic | Gestion d'entreprise - Cas, Études de ram Planification stratégique - Manuels d'enseignement supérieur ram Strategisches Management (DE-588)4124261-0 gnd Führungstechnik (DE-588)4200179-1 gnd |
| topic_facet | Gestion d'entreprise - Cas, Études de Planification stratégique - Manuels d'enseignement supérieur Strategisches Management Führungstechnik Lehrbuch Fallstudiensammlung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=025162020&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT hillcharleswl strategicmanagementtheory AT jonesgarethr strategicmanagementtheory |