Strategic management: an integrated approach : theory & cases
Gespeichert in:
| Vorheriger Titel: | Hill, Charles W. L. Strategic management |
|---|---|
| Hauptverfasser: | , , |
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Boston, MA
Cengage
2019
|
| Ausgabe: | 13e |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Hier auch später erschienene, unveränderte Nachdrucke |
| Beschreibung: | 1 Band (verschiedene Seitenzählungen) Illustrationen, Diagramme |
| ISBN: | 9780357033845 |
Internformat
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| adam_text | CONT Preface Acknowledgments Dedication xvi XX xxiii PART ONE INTRODUCTION TO STRATEGIC MANAGEMENT Chapter 1 Strategic Leadership: Managing the Strategy-Making Process for Competitive Advantage Opening Case: T-Mobile s Uncarrier Strategy 2 2 1-1 Overview 4 1 -2 Strategic Leadership, Competitive Advantage, and Superior Performance 5 1 -2a Superior Performance 5 l-2b Competitive Advantage and a Company s Business Model 1 -2c Industry Differences in Performance 8 1 -2d Performance in Nonprofit Enterprises 8 Strategy in Action 1.1: The Gates Foundation—Eradicating Malaria 1-3 Strategic Managers 10 1 -3a Corporate-Level Managers J 0 1 -3 b Business-Level Managers 12 l-3c Functional-Level Managers 12 1-4 The Strategy-Making Process 12 1-4a A Model of the Strategic Planning Process 1 -4b Mission Statement 13 1 -5 Major Goals 17 1 -5a External Analysis 18 1-5b Internal Analysis 18 13 Strategy in Action 1.2: The Evolution of Strategy at Time Inc. 19 l-5c SWOT Analysis and the Business Model 20 1 -5d Strategy Implementation 21 1 -5e The Feedback Loop 21 1-6 Strategy as an Emergent Process 22 1 -6a Strategy Making in an Unpredictable World 22 1 -6b Autonomous Action: Strategy Making by Lower-Level Managers 22 1 -6c Serendipity and Strategy 23 1 -ód Intended and Emergent Strategies 23 Strategy in Action 1.3: A Strategic Shift at Charles Schwab 24 7 9
VI Contents 1 -7 Strategic Planning in Practice 26 l-7a Scenario Planning 26 1 -7b Decentralized Planning 28 1-8 Strategic Decision Making 28 1 -8a Cognitive Biases and Strategic Decision Making l-8b Techniques for Improving Decision Making 30 1-9 Strategic Leadership 30 1 -9a Vision, Eloquence, and Consistency 31 1 -9b Articulation of the Business Model 31 l-9c Commitment 31 1 -9d Being Well Informed 32 1 -9e Willingness to Delegate and Empower 32 1 -9f The Astute Use of Power 32 1-9g Emotional Intelligence 33 Closing Case: The Rise of LuLulemon Chapter 2 28 35 External Analysis: The Identification of Opportunities and Threats Opening Case: Competition in the U.S. Airline Industry 40 40 2-1 Overview 42 2-2 Defining an Industry 42 2-3 Porter s Competitive Forces Model 43 2-3a Risk of Entry by Potential Competitors 44 Strategy in Action 2.1 : Circumventing Entry Barriers into the Soft Drink Industry 47 2-3 b Rivalry Among Established Companies 48 Strategy in Action 2.2: Price Wars in the Breakfast Cereal Industry 2-3c The Bargaining Power of Buyers 51 2-3d The Bargaining Power of Suppliers 52 2-3e Substitute Products 53 2-3f Complementers 53 2-3g Summary: Why Industry Analysis Matters 2-4 Strategic Groups within Industries 55 2-4a Implications of Strategic Groups 57 2-4b The Role of Mobility Barriers 57 2-5 Industry Life-Cycle Analysis 58 2-5a Embryonic Industries 58 2-5 b Growth Industries 59 2-5c Industry Shakeout 60 2-5d Mature Industries 61 2-5e Declining Industries 61 2-5f Summary 62 2-6 Limitations of Models for Industry Analysis 62 2-6a Life-Cycle Issues 62 2-6b
Innovation and Change 62 2-ÓC Company Differences 64 54 50
Contents 2-7 The Macroenvironment 65 2-7a Macroeconomic Forces 65 2-7b Global Forces 66 2-7c Technological Forces 67 2-7ձ Demographic Forces 67 2-7e Social Forces 68 2-7f Political and Legal Forces 68 Closing Case: Competition in the U.S. Market for Wireless Telecommunications 70 PART TWO THE NATURE OF COMPETITIVE ADVANTAGE Chapter 3 Internal Analysis: Resources and Competitive Advantage Opening Case: Competitive Advantage at Nordstrom 76 3-1 Overview 78 3-2 Competitive Advantage 78 3-2a Distinctive Competencies 78 3-2 b Resources 79 3-2c Resource Quality: The VRIO Framework 81 3-2d Resources and Sustained Competitive Advantage 3-3 Value Creation and Profitability 85 3-4 The Value Chain 88 3-4a Primary Activities 89 Strategy in Action 3.1 : Value Creation at Burberry 3-4b Support Activities 76 82 90 91 Strategy in Action 3.2: Competitive Advantage at Zara 92 3-4c Value-Chain Analysis: Implications 93 3-5 The Building Blocks of Competitive Advantage 94 3-5a Efficiency 95 3-5 b Quality as Excellence and Reliability 95 3-5c Innovation 97 3-5d Customer Responsiveness 97 3-6 Analyzing Competitive Advantage and Profitability 98 3-6a Comparing Wal-Mart and Target 100 Closing Case: Southwest Airlines Chapter 4 104 Competitive Advantage Through Functional-Level Strategies Opening Case: Automation at Boeing 107 4-1 Overview 109 4-2 Achieving Superior Efficiency 109 4-2a Efficiency and Economies of Scale 110 4-2 b Efficiency and Learning Effects 1 1 1 Strategy in Action 4.1 : Learning Effects in Cardiac Surgery 4-2c Efficiency and the Experience Curve 113 4-2d Efficiency, Flexible
Production Systems, and Mass Customization 115 1 13 107 VII
viii Contents Strategy in Action 4.2: Pandora: Mass Customizing Internet Radio 117 4-2e Efficiency, Automation and Artificial Intelligence 118 4-2 f Marketing and Efficiency 118 4-2g Materials Management, Just-in-Time Systems and Efficiency 4-2Һ Research and Development Strategy and Efficiency 121 4-2 і Human Resource Strategy and Efficiency 121 4-2 j Information Systems and Efficiency 123 4-2 Ic Infrastructure and Efficiency 123 4-21 Summary 124 4-3 Achieving Superior Quality 125 4-3a Attaining Superior Reliability 125 4-3 b Implementing Reliability Improvement Methodologies 126 120 Strategy in Action 4.3: General Electric s Six Sigma Quality Improvement Process 127 4-3c Improving Quality as Excellence 129 130 4-4a The High Failure Rate of Innovation 131 4-4b Reducing Innovation Failures 132 4-5 Achieving Superior Customer Responsiveness 134 4-5a Focusing on the Customer 135 4-5 b Demonstrating Leadership 135 4-5c Shaping Employee Attitudes 135 4-5d Knowing Customer Needs 135 4-5e Satisfying Customer Needs 136 4-4 Achieving Superior Innovation Closing Case: Trouble at McDonald s PART THREE Chapter 5 139 STRATEGIES Business-Level Strategy Opening Case: Reinventing The New York Times 144 144 5-1 Overview 146 5-2 Low Cost and Differentiation 146 Lowering Costs 146 Differentiation 147 The Differentiation-Low-Cost Trade-off 149 Value Innovation: Greater Differentiation at a Lower Cost 151 Strategy in Action 5.1 : IKEA: Value Innovation in Furniture Retailing 152 5-2a 5-2b 5-2c 5-2d 5-3 Who are Our Customers? Market Segmentation 5-3a Three Approaches to Market Segmentation 5-3 b
Market Segmentation, Costs and Revenues 5-4 Business-Level Strategy Choices 156 153 153 154 Strategy in Action 5.2: Microsoft Office Versus Google Apps 158 5-5 Business-Level Strategy, Industry, and Competitive Advantage 5-6 Implementing Business-Level Strategy 160 5-6a Lowering Costs Through Functional Strategy and Organization 161 159
Contents 5-6b Differentiation Through Functional-Level Strategy and Organization 161 5-7 Competing Differently: Blue Ocean Strategy 162 Closing Case: Virgin America Chapter 6 166 Business-Level Strategy and the Industry Environment 168 Opening Case: The Rise of Internet Streaming Services and Decline in the Power of Cable Companies 168 6-1 Overview 170 6-2 Strategy in a Fragmented Industry 170 6-2a Reasons for Fragmentation 170 6-2b Consolidating a Fragmented Industry Through Value Innovation 171 6-2c Chaining and Franchising 172 6-2d Horizontal Mergers 173 6-3 Strategies in Embryonic and Growth Industries 174 6-3a The Changing Nature of Market Demand 175 6-3 b Strategic Implications: Crossing the Chasm 178 6-3c Strategic implications of Differences in Market Growth Rates 179 Strategy in Action 6.1 : Crossing the Chasm in the Smartphone Market 180 6-4 Strategy.in Mature Industries 182 6-4a Strategies to Deter Entry 183 6-4b Strategies to Manage Rivalry 185 Strategy in Action 6.2: Toyota Uses Market Development to Become the Global Leader 189 6-5 Strategies in Declining Industries 192 6-5a The Severity of Decline 192 6-5b Choosing a Strategy 193 Closing Case: Can Best Buy Survive the Rise of E-commerce? Chapter 7 196 Strategy and Technology Opening Case: Tencent and WeChat 199 199 7-1 Overview 201 7-2 Technical Standards and Format Wars 202 Strategy in Action 7.1 : Segment Zero —A Serious Threat to Microsoft? 203 7-2a Examples of Standards 205 7-2 b Benefits of Standards 206 7֊2c Establishment of Standards 207 7-2d Network Effects, Positive Feedback, and Lockout 7-3
Strategies for Winning a Format War 212 7-3a Ensure a Supply of Complements 212 7-3 b Leverage Killer Applications 212 7-3c Aggressive Pricing and Marketing 213 208 IX
x Contents 7-3d Cooperate with Competitors 7-3e License the Format 214 214 7-4 Costs in High-Technology Industries 215 7-4a Comparative Cost Economics 7-4b Strategic Significance 215 216 Strategy in Action 7.2: Lowering the Cost of Ultrasound Equipment Through Digitalization 217 7-5 Capturing First-Mover Advantages 218 7-5a First-Mover Advantages 219 7-5b First-Mover Disadvantages 220 7-5c Strategies for Exploiting First-Mover Advantages 221 7-6 Technological Paradigm Shifts 224 7-6a Paradigm Shifts and the Decline of Established Companies 7-6b Strategic Implications for Established Companies 229 7-6c Strategic Implications for New Entrants 225 230 Closing Case: Blu-ray versus HD-DVD and Streaming: Standards Battles in Video 232 Chapter 8 Strategy in the Global Environment Opening Case: Ford s Global Strategy 236 236 8-1 Overview 238 8-2 Global and National Environments 238 8-2a The Globalization of Production and Markets Strategy in Action 8.1 : Making the Apple iPhone 8-2 b National Competitive Advantage 239 240 242 8-3 Global Expansion, Profitability, and Profit Growth 245 8-3a Expanding the Market: Leveraging Products 245 8-3 b Realizing Cost Economies from Global Volume 246 8-3c Realizing Location Economies 246 8-3 d Leveraging the Competencies of Global Subsidiaries 247 8-4 Cost Pressures and Pressures for Local Responsiveness 248 8-4a Pressures for Cost Reductions 249 8-4b Pressures for Local Responsiveness 250 8-5 Choosing a Global Strategy 253 8-5a Global Standardization Strategy 253 8-5b Localization Strategy 254 8-5c Transnational Strategy 255 8-5d International
Strategy 256 8-5e Changes in Strategy over Time 257 8-6 The Choice of Entry Mode 258 8-6a Exporting 258 8-6b Licensing 259 Strategy in Action 8.2: Burberry Shifts its Strategy in Japan 8-ÓC Franchising 261 8-6d Joint Ventures 262 8-6e Wholly-Owned Subsidiaries 263 8-6f Choosing an Entry Strategy 264 261
Contents 8-7 Global Strategic Alliances 266 8-7a Advantages of Strategic Alliances 267 8-7 b Disadvantages of Strategic Alliances 267 8-7c Making Strategic Alliances Work 268 Closing Case: The Globalization of Starbucks Chapter 9 272 Corporate-Level Strategy: Horizontal Integration, Vertical Integration, and Strategic Outsourcing Opening Case: Netflix in 2018 276 276 9-1 Overview 278 9-2 Corporate-Level Strategy and the Multibusiness Model 279 9-3 Horizontal Integration: Single-Industry Corporate Strategy 280 9-3a Benefits of Horizontal Integration 281 Strategy in Action 9.1 : Wal-Mart s Expansion into Other Retail Formats 9-3 b Problems with Horizontal Integration 283 285 9-4 Vertical Integration: Entering New Industries to Strengthen the Core Business Model 286 9-4a Increasing Profitability Through Vertical Integration 288 9-4b Problems with Vertical Integration 291 9-5 Alternatives to Vertical Integration: Cooperative Relationships 293 9-5a Short-Term Contracts and Competitive Bidding 294 9-5b Strategic Alliances and Long-Term Contracting 294 9-5c Modularity and Platform Competition 295 9-5d Building Long-Term Cooperative Relationships 299 Strategy in Action 9.2: eBay s Changing Commitment to Its Sellers 9-6 Strategic Outsourcing 300 301 9-6a Benefits of Outsourcing 303 9-6b Risks of Outsourcing 304 Closing Case: The Proposed Merger of Comcast and Time Warner Cable Chapter 10 Corporate-Level Strategy: Related and Unrelated Diversification Opening Case: Google s acquisition of ITA Software 311 10-1 Overview 313 10-2 Increasing Profitability Through Diversification 314
10-2a 10-2b 10-2c 10-2d 307 311 Transferring Competencies Across Businesses 315 Leveraging Competencies to Create a New Business 316 Sharing Resources and Capabilities 316 Utilizing General Organizational Competencies 319 Strategy in Action 10.1 : United Technologies Has an ACE in Its Pocket 321 10-3 Two Types of Diversification 322 10-3 a Related Diversification 323 10-3b Unrelated Diversification 323 10-4 The Limits and Disadvantages of Diversification 325 10-4a Changes in the Industry or Company 325 x¡
XII Contents 10-4b Diversification for the Wrong Reasons 325 10-4c The Bureaucratic Costs of Diversification 327 Strategy in Action 10.2: How Bureaucratic Costs Rose Then Fell at Pfizer 329 10-5 Choosing a Strategy 330 10-5a Related Versus Unrelated Diversification 330 10-5b The Web of Corporate-Level Strategy 330 10-6 Entering New Industries: Internal New Ventures 332 10-6a The Attractions of Internal New Venturing 332 10-6b Pitfalls of New Ventures 332 1 O-бе Guidelines for Successful Internal New Venturing 10-7 Entering New Industries: Acquisitions 335 10-7a The Attraction of Acquisitions 336 10-7b Acquisition Pitfalls 336 10-7c Guidelines for Successful Acquisition 339 10-8 Entering New Industries: Joint Ventures 341 10-8a Restructuring 342 10-8b Why Restructure? 342 Closing Case: LVMH: Getting Big While Staying Beautiful PART FOUR 334 345 IMPLEMENTING STRATEGY Chapter 1 1 Corporate Governance, Social Responsibility, and Ethics 350 Opening Case: Volkswagen: From the People s Car to Dieselgate 350 11-1 Overview 355 11-2 Stakeholders and Corporate Performance 355 11-2a Stakeholder Impact Analysis 357 11-2 b The Unique Role of Stockholders 357 11 -2c Profitability, Profit Growth, and Stakeholder Claims Strategy in Action 11.1: Price Fixing at Sotheby s and Christie s 358 361 11-3 Agency Theory 361 11 -3a Principal-Agent Relationships 11-3b The Agency Problem 362 362 Strategy in Action 11.2: Self-Dealing at Hollinger International Inc. 11-4 Governance Mechanisms 367 11 -4a The Board of Directors 367 11 -4b Stock-Based Compensation 369 11 -4c Financial Statements and
Auditors 370 11-4d The Takeover Constraint 371 11 -4e Governance Mechanisms Inside a Company 11-5 Ethics and Strategy 374 11 -5 a Ethical Issues in Strategy 375 11-5b The Roots of Unethical Behavior 378 11 -5c Behaving Ethically 379 Closing Case: Starbucks: Taking a Stand on Social Issues 372 384 366
Contents Chapter 12 Implementing Strategy Through Organization Opening Case: Organization at Microsoft 389 389 12-1 Overview 391 12-2 Organizational Architecture 391 12-3 Organizational Structure 393 12-3a Centralization and Decentralization 393 Strategy in Action 12.1 : FEMA and Hurricane Katrina 396 12-3b Tall Versus Flat Hierarchies 397 12-3c Structural Forms 399 12-3d Formal Integrating Mechanisms 403 12-3e Informal Integrating Mechanisms 405 12-4 Organization Controls and Incentives 407 12-4a Control Systems 407 Strategy in Action 12.2: Goal Setting and Controls at Nordstrom 409 12-4b Methods of Control 410 12-5 Organizational Culture 415 12-6 Organization Processes 417 Strategy in Action 12.3: Organizational Culture at Lincoln Electric 417 12-7 Implementing Strategy Through Organizational Architecture 418 12-7a Strategy and Organization in the Single-Business Enterprise 418 12-7b Strategy and Organization in the Multibusiness Enterprise 422 Closing Case: Organization Change at Google (Alphabet) PART FIVE 425 CASES IN STRATEGIC MANAGEMENT Introduction: Analyzing a Case Study and Writing a Case Study Analysis C-4 What is Case Study Analysis? C-4 Analyzing a Case Study C-5 Writing a Case Study Analysis C-l 0 The Role of Financial Analysis in Case Study Analysis Profit Ratios C-12 Liquidity Ratios C-13 Activity Ratios C-14 Leverage Ratios C-l4 Shareholder-Return Ratios Cash Flow C-l6 C-l 2 C-15 Conclusion C-l 6 Endnote C-l7 Long Cases Case 1 : Trader Joe s in 2018 C-l 8 Case 2: Small Package Express Delivery Industry, 1973-2018 C-23 XIII
Case 3: Airborne Express: The Underdog Case 4: Charles Schwab Case 5: Coca-Cola C-38 C-50 C-65 Case 6: Uber in 2018 C-76 Case 7: Dell Inc (A)—Going Private C-90 Case 8: Dell Inc (8)—Transforming the Company Case 9: Apple at Fourty Case 10: Wal-Mart Stores C-100 C-l 06 C-l 22 Case 11 : Costco Wholesale Corporation in 2018 Case 12: SpaceX: Disrupting the Space Industry C-134 C-144 Case 13: Alibaba Group: The Rise of a Platform Giant C-l 51 Case 14: Ending HIV? Sangamo and Gene Editing Case 15: Tesla, Inc. in 2018 C-l 59 C-l 68 Case 16: Chotukool: Challenges and Opportunities in Frugal Innovation C-l 81 Case 17: IKEA in 2018: Furniture Retailer to the World Case 18: General Electric C-l 84 C-l 93 Case 19: 3M: The Innovation Engine C-204 Case 20: Nike: The Sweatshop Debate 20 Years on C-219 Short Cases Case 21 : How to Make Money in Newspaper Advertising Case 22: A Battle for Dominance in Mobile Payments C-228 Case 23: The Market for Large Commercial Jet Aircraft Case 24: Verizon Wireless: Competitive Advantage C-226 C-232 C-234 Case 25: Amazon.com: Competitive Advantage and Functional Strategy C-2 36 Case 26: Nordstrom: Business-Level Strategy C-238 Case 27: Procter Gamble: Evolution of Global Strategy C-240
Contents Case 28: JCB in India C-242 Case 29: Outsourcing and Vertical Integration at Apple C-244 Case 30: Citigroup: The Opportunities and Risks of Diversification Case 31 : HP s Disastrous Acquisition of Autonomy Case 32: Organization at Apple Glossary G-l Index 1-1 C-251 C-249 C-246 XV
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| genre_facet | Fallstudiensammlung |
| geographic | USA |
| geographic_facet | USA |
| id | DE-604.BV046035815 |
| illustrated | Illustrated |
| indexdate | 2024-08-01T11:21:01Z |
| institution | BVB |
| isbn | 9780357033845 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-031417599 |
| oclc_num | 1111822361 |
| open_access_boolean | |
| owner | DE-355 DE-BY-UBR DE-863 DE-BY-FWS DE-1049 DE-20 DE-N2 DE-573 DE-521 DE-898 DE-BY-UBR DE-861 DE-739 |
| owner_facet | DE-355 DE-BY-UBR DE-863 DE-BY-FWS DE-1049 DE-20 DE-N2 DE-573 DE-521 DE-898 DE-BY-UBR DE-861 DE-739 |
| physical | 1 Band (verschiedene Seitenzählungen) Illustrationen, Diagramme |
| publishDate | 2019 |
| publishDateSearch | 2019 |
| publishDateSort | 2019 |
| publisher | Cengage |
| record_format | marc |
| spellingShingle | Hill, Charles W. L. Schilling, Melissa A. Jones, Gareth R. Strategic management an integrated approach : theory & cases Business planning United States Case studies Management United States Case studies Strategic planning United States Case studies Führungstechnik (DE-588)4200179-1 gnd Strategisches Management (DE-588)4124261-0 gnd |
| subject_GND | (DE-588)4200179-1 (DE-588)4124261-0 (DE-588)4522595-3 |
| title | Strategic management an integrated approach : theory & cases |
| title_auth | Strategic management an integrated approach : theory & cases |
| title_exact_search | Strategic management an integrated approach : theory & cases |
| title_full | Strategic management an integrated approach : theory & cases Charles W.L. Hill (University of Washington - Foster School of Business), Melissa A. Schilling (New York University - Stern School of Business), Gareth R. Jones |
| title_fullStr | Strategic management an integrated approach : theory & cases Charles W.L. Hill (University of Washington - Foster School of Business), Melissa A. Schilling (New York University - Stern School of Business), Gareth R. Jones |
| title_full_unstemmed | Strategic management an integrated approach : theory & cases Charles W.L. Hill (University of Washington - Foster School of Business), Melissa A. Schilling (New York University - Stern School of Business), Gareth R. Jones |
| title_old | Hill, Charles W. L. Strategic management |
| title_short | Strategic management |
| title_sort | strategic management an integrated approach theory cases |
| title_sub | an integrated approach : theory & cases |
| topic | Business planning United States Case studies Management United States Case studies Strategic planning United States Case studies Führungstechnik (DE-588)4200179-1 gnd Strategisches Management (DE-588)4124261-0 gnd |
| topic_facet | Business planning United States Case studies Management United States Case studies Strategic planning United States Case studies Führungstechnik Strategisches Management USA Fallstudiensammlung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=031417599&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT hillcharleswl strategicmanagementanintegratedapproachtheorycases AT schillingmelissaa strategicmanagementanintegratedapproachtheorycases AT jonesgarethr strategicmanagementanintegratedapproachtheorycases |
Inhaltsverzeichnis
THWS Würzburg Zentralbibliothek Lesesaal
| Signatur: |
1000 QP 320 H645(13) |
|---|---|
| Exemplar 1 | ausleihbar Verfügbar Bestellen |