Strategic management:
Saved in:
| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
New York, NY
McGraw-Hill Education
[2017]
|
| Edition: | third edition |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XXV, 526, I-16 Seiten, |
| ISBN: | 9781259255496 |
Staff View
MARC
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Record in the Search Index
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|---|---|
| adam_text | CONTENTS IN BRIEF
PART ONE/ ANALYSIS 2
CHAPTER 1
CHAPTER 2
CHAPTER 3
CHAPTER 4
CHAPTER 5
What Is Strategy? 4
Strategic Leadership: Managing the Strategy Process 32
External Analysis: Industry Structure, Competitive Forces, and Strategic
Groups 64
Internal Analysis: Resources, Capabilities, and Core Competencies 104
Competitive Advantage, Firm Performance, and Business Models 140
PART TWO/ FORMULATION 172
CHAPTER 6
CHAPTER 7
CHAPTER 8
CHAPTER 9
CHAPTER 10
Business Strategy: Differentiation, Cost Leadership, and Blue Oceans 174
Business Strategy: Innovation and Entrepreneurship 208
Corporate Strategy: Vertical Integration and Diversification 252
Corporate Strategy: Strategic Alliances, Mergers and Acquisitions 294
Global Strategy: Competing Around the World 326
PART THREE / IMPLEMENTATION 362
CHAPTER 11 Organizational Design: Structure, Culture, and Control 364
CHAPTER 12 Corporate Governance and Business Ethics 400
PART FOUR/ MINICASES 427
HOW TO CONDUCT A CASE ANALYSIS 516
PART FIVE FULL-LENGTH CASES All available through McGraw-Hill Create,
www.McGrawHillCreate.com/Rothaermel
IV
MINICASES AND FULL-LENGTH CASES
MINICASES /
1 Michael Phelps: Strategy Formulation
Implementation 428
2 Teach for America: How to Inspire Future Leaders 430
3 PepsiCo’s Indra Nooyi: Performance with Purpose 432
4 How the Strategy Process Kills Innovation
at Microsoft 435
5 Strategy and Serendipity: A Billion-Dollar Business 438
6 Apple: What’s Next? 440
7 Starbucks: Schultz Serves Up a Turnaround 443
8 Nike’s Core Competency:
The Risky Business of Fairy Tales 446
9 When Will P G Play to Win Again? 449
10 Trimming Fat at Whole Foods Market 452
11 Is Porsche Killing the Golden Goose? 454
12 LEGO’s Turnaround: Brick by Brick 457
13 From Good to Great to Gone:
The Rise and Fall of Circuit City 460
14 Cirque du Soleil: Searching for a New Blue Ocean 462
15 Competing on Business Models: Google vs. Microsoft 465
16 Assessing Competitive Advantage: Apple vs.
Blackberry 469
17 Wikipedia: Disrupting the Encyclopedia Business 475
18 Standards Battle: Which Automotive Technology Will
Win? 478
19 “A Is for Alphabet and “G” Is for Google: Alphabet’s
Corporate Strategy and Google’s Strategy Process 480
20 HP’s Boardroom Drama and Divorce 484
21 Hollywood Goes Global 488
22 Does GM s Future Lie in China? 492
23 Flipkart Is Fulfilling Its Wish and Beating
Amazon.com 494
24 LVMH in China: Cracks Its Empire of Desire? 497
25 Sony vs. Apple: Whatever Happened to Sony? 501
26 Struggling Samsung Electronics 505
27 Alibaba and China’s ECommerce: Reality Bites 509
28 UBS: A Pattern of Ethics Scandals 513
How to Conduct a Case Analysis 516
FULL-LENGTH CASES /
All available through McGraw-Hill Create,
www.McGrawHillCreate.com/Rothaermel
Facebook, Inc. *♦
Better World Books and the Triple Bottom Line **
Tesla Motors, Inc. *■*
Apple, Inc. •+
The Movie Exhibition Industry +
McDonald’s Corporation »♦
Google Inc.*
Best Buy Co., Inc. »+
Delta Air Lines, Inc.*
Amazon.com, Inc. »+
Merck Co., Inc. **
IBM at the Crossroads
General Electric after GE Capital*
Grok: Action Intelligence for Fast Data
Make or Break at RIM; Launching BlackBerry 10
Genentech: After the Acquisition by Roche
UPS in India—A Package Deal?
Bank of America and the New Financial Landscape
Siemens Energy: How to Engineer a Green Future?
Infosys Consulting in the U.S.—What to Do Now?
InterfaceRAISE: Raising the Bar in Sustainability Consulting
* NEW TO THE THIRD EDITION ~ REVISED AND UPDATED FOR THE THIRD EDITION + THIRD-PARTY CASE
v
CHAPTERCASES STRATEGY HIGHLIGHTS
CHAPTERCASES /
1 Does Twitter Have a Strategy? 5
2 Marissa Mayer: Turnaround at Yahoo? 33
3 Tesla Motors and the U.S. Automotive Industry 65
4 Dr. Dre’s Core Competency: Coolness Factor 105
5 The Quest for Competitive Advantage: Apple vs.
Microsoft 141
6 JetBlue: Stuck in the Middle”? 175
7 Netflix: Disrupting the TV Industry 209
8 How Amazon.com Became the Everything
Store 253
9 Disney: Building Billion-Dollar Franchises 295
10 The Wonder from Sweden: Is IKEA s Success
Sustainable? 327
11 Zappos: From Happiness to Holacracy 365
12 Uber: Most Ethically Challenged Tech
Company? 401
STRATEGY HIGHLIGHTS /
1.1 Threadless: Leveraging Crowdsourcing to Design
Cool T-Shirts 10
1.2 BP “Grossly Negligent” in Gulf of Mexico
Disaster 20
2.1 Merck: Reconfirming Its Core Values 41
2.2 Starbucks’ CEO: “It’s Not What We Do” 51
3.1 Blackberry s Bust 71
3.2 The Five Forces in the Airline Industry 74
4.1 Applying VRIO: The Rise and Fall of Groupon 117
4.2 Dynamic Capabilities at IBM 123
5.1 Interface: The World’s First Sustainable
Company 161
5.2 Airbnb: Tapping the Value of Unused Space 162
6.1 Dr. Shetty: “The Henry Ford of Heart Surgery 189
6.2 How JCPenney Sailed Deeper into the Red
Ocean 198
7.1 How Dollar Shave Club Is Disrupting Gillette 236
7.2 GE’s Innovation Mantra: Disrupt Yourself! 237
8.1 Is Coke Becoming a Monster? 263
8.2 The Tata Group: Integration at the Corporate
Level 276
9.1 IBM and Apple: From Big Brother to Alliance
Partner 301
9.2 Food Fight: Kraft’s Hostile Takeover of
Cadbury 312
10.1 The Gulf Airlines Are Landing in the United
States 334
10.2 Walmart Retreats from Germany 337
11.1 The Premature Death of a Google-like Search
Engine at Microsoft 370
11.2 W.L. Gore Associates: Informality and
Innovation 374
12.1 GE’s Board of Directors 411
12.2 Did Goldman Sachs and the “Fabulous Fab”
Commit Securities Fraud? 416
VI
CONTENTS
PART ONE / ANALYSIS 2
CHAPTER 1
WHAT ¡S STRATEGY? 4
CHAPTERCASE1 /
Does Twitter Have a Strategy? 5
1.1 What Strategy Is: Gaining and Sustaining Competitive
Advantage 6
What Is Competitive Advantage? 8
Industry vs. Firm Effects in Determining Firm Performance 11
1.2 Stakeholders and Competitive Advantage 12
Stakeholder Strategy 14
Stakeholder Impact Analysis 15
1.3 The AFI Strategy Framework 20
1.4 Implications for the Strategist 22
CHAPTERCASE 1/Consider This... 23
CHAPTER 2
STRATEGIC LEADERSHIP: MANAGING THE STRATEGY
PROCESS 32
CHAPTERCASE2 /
Marissa Mayer: Turnaround at Yahoo? 33
2.1 Vision, Mission, and Values 34
Vision 35
Mission 36
Values 36
2.2 Strategic Leadership 40
What Do Strategic Leaders Do? 42
How Do You Become a Strategic Leader? 43
Formulating Strategy across Levels: Corporate, Business, and
Functional Managers 43
2.3 The Strategic Management Process 46
Top-Down Strategic Planning 46
Scenario Planning 47
Strategy as Planned Emergence: Top-Down and
Bottom-Up 49
2.4 Implications for the Strategist 53
CHAPTERCASE 2/Consider This... 55
CHAPTER 3
EXTERNAL ANALYSIS: INDUSTRY STRUCTURE,
COMPETITIVE FORCES, AND STRATEGIC GROUPS 64
CHAPTERCASE3
Tesla Motors and the U.S. Automotive Industry 65
3.1 The PESTEL Framework 66
Political Factors 67
Economic Factors 68
Sociocultural Factors 69
Technological Factors 70
Ecological Factors 70
Legal Factors 72
3.2 Industry Structure and Firm Strategy: The Five
Forces Model 72
Competition in the Five Forces Model 73
The Threat of Entry 75
The Power of Suppliers 79
The Power of Buyers 80
The Threat of Substitutes 81
Rivalry among Existing Competitors 82
A Sixth Force: The Strategic Role of Complements 89
3.3 Changes over Time: Industry Dynamics 89
3.4 Performance Differences within the Same Industry:
Strategic Groups 90
The Strategic Group Model 91
Mobility Barriers 93
3.5 «► Implications for the Strategist 93
CHAPTERCASE 3/Consider This... 95
CHAPTER 4
INTERNAL ANALYSIS: RESOURCES, CAPABILITIES, AND
CORE COMPETENCIES 104
CHAPTERCASE 4
Dr. Dre’s Core Competency: Coolness Factor 105
4.1 Core Competencies 108
4.2 The Resource-Based View 111
Two Critical Assumptions 112
The l/RIO Framework 113
Isolating Mechanisms: How to Sustain a Competitive
Advantage 118
VII
VIII
CONTENTS
4.3 The Dynamic Capabilities Perspective 122
4.4 The Value Chain Analysis 127
4.5 Implications for the Strategist 129
Using SWOT Analysis to Combine External and Internal
Analysis 130
CHAPTERCASE 4/Consider This... 132
CHAPTER 5
COMPETITIVE ADVANTAGE, FIRM PERFORMANCE, AND
BUSINESS MODELS 140
CHAPTERCASE 5
The Quest for Competitive Advantage:
Apple vs. Microsoft 141
5.1 Competitive Advantage and Firm
Performance 142
Accounting Profitability 143
Shareholder Value Creation 149
Economic Value Creation 151
The Balanced Scorecard 156
The Triple Bottom Line 159
5.2 Business Models: Putting Strategy into
Action 160
Popular Business Models 163
Dynamic Nature of Business Models 164
5.3 Implications for the Strategist 165
CHAPTERCASE 5 / Consider This... 166
PART TWO / FORMULATION 172
CHAPTER 6
BUSINESS STRATEGY: DIFFERENTIATION, COST
LEADERSHIP, AND BLUE OCEANS 174
CHAPTERCASE 6
JetBlue: “Stuck in the Middle”? 175
6.1 Business-Level Strategy: How to Compete for
Advantage 177
Strategic Position 178
Generic Business Strategies 178
6.2 Differentiation Strategy: Understanding Value
Drivers 180
Product Features 182
Customer Service 182
Complements 182
6.3 Cost-Leadership Strategy: Understanding Cost
Drivers 183
Cost of Input Factors 184
Economies of Scale 184
Learning Curve 187
Experience Curve 190
6.4 Business-Level Strategy and the Five Forces:
Benefits and Risks 191
Differentiation Strategy: Benefits and Risks 192
Cost-Leadership Strategy: Benefits and Risks 192
6.5 Blue Ocean Strategy: Combining Cost Leadership
and Differentiation 194
Value Innovation 194
Blue Ocean Strategy Gone Bad: ‘Stuck in the Middle 197
6.6 ◄► Implications for the Strategist 200
CHAPTERCASE 6/Consider This... 200
CHAPTER 7
BUSINESS STRATEGY: INNOVATION AND
ENTREPRENEURSHIP 208
CHAPTERCASE7
Netflix: Disrupting the TV Industry 209
7.1 Competition Driven by Innovation 211
The Innovation Process 212
7.2 Strategic and Social Entrepreneurship 215
7.3 Innovation and the Industry Life Cycle 217
Introduction Stage 219
Growth Stage 220
Shakeout Stage 223
Maturity Stage 224
Decline Stage 224
Crossing the Chasm 225
7.4 Types of Innovation 231
Incremental vs. Radical Innovation 232
Architectural vs. Disruptive Innovation 234
Open Innovation 238
7.5 Implications for the Strategist 241
CHAPTERCASE 7/Consider This... 242
CHAPTER 8
CORPORATE STRATEGY: VERTICAL INTEGRATION AND
DIVERSIFICATION 252
CHAPTERCASE 8
How Amazon.com Became the Everything Store 253
8.1 What Is Corporate Strategy? 255
Why Firms Need to Grow 255
Three Dimensions of Corporate Strategy 257
CONTENTS
IX
8.2 The Boundaries of the Firm 258
Firms vs. Markets: Make or Buy? 259
Alternatives on the Make-or-Buy Continuum 261
8.3 Vertical Integration along the Industry Value
Chain 264
Types of Vertical Integration 266
Benefits and Risks of Vertical Integration 267
When Does Vertical Integration Make Sense? 269
Alternatives to Vertical Integration 270
8.4 Corporate Diversification: Expanding Beyond a
Single Market 271
Types of Corporate Diversification 273
Leveraging Core Competencies for Corporate
Diversification 275
Corporate Diversification and Firm Performance 279
8.5 Implications for the Strategist 282
CHAPTERCASE 8 / Consider This... 283
CHAPTER 9
CORPORATE STRATEGY: STRATEGIC ALLIANCES AND
MERGERS AND ACQUISITIONS 294
CHAPTERCASE 9
Disney: Building Billion-Dollar Franchises 295
9.1 How Firms Achieve Growth 296
The Build-Borrow-Buy Framework 297
9.2 Strategic Alliances 299
Why Do Firms Enter Strategic Alliances? 300
Governing Strategic Alliances 304
Alliance Management Capability 307
9.3 Mergers and Acquisitions 309
Why Do Firms Merge with Competitors? 310
Why Do Firms Acquire Other Firms? 311
M A and Competitive Advantage 313
9.3 Implications for the Strategist 315
CHAPTERCASE 9/Consider This... 316
CHAPTER 10
GLOBAL STRATEGY: COMPETING AROUND THE
WORLD 326
CHAPTERCASE 10
The Wonder from Sweden: Is IKEA’s
Success Sustainable? 327
10.1 What Is Globalization? 329
Stages of Globalization 331
State of Globalization 332
10.2 Going Global: Why? 333
Advantages of Going Global 333
Disadvantages of Going Global 336
10.3 Going Global: Where and How? 338
Where in the World to Compete? The CAGE Distance
Framework 339
How Do MNEs Enter Foreign Markets? 342
10.4 Cost Reductions vs. Local Responsiveness: The
Integration-Responsiveness Framework 343
International Strategy 344
Multidomestic Strategy 345
Global-Standardization Strategy 346
Transnational Strategy 347
10.5 National Competitive Advantage: World Leadership
in Specific Industries 348
Porter’s Diamond Framework 350
10.6 Implications for the Strategist 352
CHAPTERCASE 10 / Consider This... 353
PART THREE/ IMPLEMENTATION 362
CHAPTER 11
ORGANIZATIONAL DESIGN: STRUCTURE. CULTURE, AND
CONTROL 364
CHAPTERCASE 11
Zappos: From Happiness to Holacracy 365
11.1 Organizational Design and Competitive
Advantage 367
Organizational Inertia: The Failure of Established
Firms 368
Organizational Structure 371
Mechanistic vs. Organic Organizations 372
11.2 Strategy and Structure 374
Simple Structure 375
Functional Structure 375
Multidivisional Structure 377
Matrix Structure 381
11.3 Organizational Culture: Values, Norms, and
Artifacts 384
Where Do Organizational Cultures Come From? 386
How Does Organizational Culture Change? 386
Organizational Culture and Competitive Advantage 387
11.4 Strategic Control-and-Reward Systems 389
Input Controls 390
Output Controls 390
11.5 Implications for the Strategist 391
CHAPTERCASE 1/Consider This... 392
X
CONTENTS
CHAPTER 12
CORPORATE GOVERNANCE AND BUSINESS
ETHICS 400
CHAPTERCASE 12
Uber: Most Ethically Challenged Tech Company? 401
12.1 The Shared Value Creation Framework 403
Public Stock Companies and Shareholder Capitalism 403
Creating Shared Value 405
12.2 Corporate Governance 407
Agency Theory 408
The Board of Directors 409
Other Governance Mechanisms 412
12.3 Strategy and Business Ethics 414
12.4 Implications for the Strategist 418
CHAPTERCASE 12 / Consider This... 419
PART FOUR / MINICASES 427
PART FIVE / FULL-LENGTH CASES
All available through McGraw-Hill Create,
www.McGrawHillCreate.com/Rothaermel
Company Index 11
Name Index 17
Subject Index 19
|
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| spelling | Rothärmel, Frank T. Verfasser (DE-588)171296958 aut Strategic management Frank T. Rothaermel third edition New York, NY McGraw-Hill Education [2017] XXV, 526, I-16 Seiten, txt rdacontent n rdamedia nc rdacarrier Strategisches Management (DE-588)4124261-0 gnd rswk-swf (DE-588)4123623-3 Lehrbuch gnd-content (DE-588)4522595-3 Fallstudiensammlung gnd-content Strategisches Management (DE-588)4124261-0 s DE-604 Digitalisierung UB Bamberg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=029111452&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
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| title | Strategic management |
| title_auth | Strategic management |
| title_exact_search | Strategic management |
| title_full | Strategic management Frank T. Rothaermel |
| title_fullStr | Strategic management Frank T. Rothaermel |
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