Strategic Management, livre ebook

Organizational success crucially depends on having a superior strategy and effectively implementing it. Companies that outperform their rivals typically have a better grasp of what customers value, who their competitors are, and how they can create an enduring competitive advantage. Successful strategies re ect a solid grasp of relevant
forces in the external and competitive environment, a clear strategic intent, and a deep understanding of a company’s core competencies and assets. Generic strategies rarely
propel a rm to a leadership position. Knowing where to go and nding carefully considered, creative ways of getting there are the hallmarks of successful strategy.
Acknowledgments ...................................................................................ix
Preface ..................................................................................................xi
Chapter 1 What Is Strategy? ..............................................................1
Introduction .....................................................................1
Strategy Formulation: Concepts and Dimensions ..............5
The Strategy Formulation Process ....................................16
Chapter 2 Strategy and Performance ................................................19
Introduction ...................................................................19
Strategy and Performance: A Conceptual Framework ......33
Evaluating Strategic Options ...........................................41
Chapter 3 Analyzing the External Strategic Environment ................45
Introduction ...................................................................45
Globalization ..................................................................46
The Technology Revolution .............................................54
Corporate Social Responsibility—A New Business
Imperative ...................................................................58
Risk and Uncertainty ......................................................63
Chapter 4 Analyzing an Industry .....................................................71
Industry Influences a Company’s Options
and Outcomes .............................................................71
What Is an Industry? .......................................................72
Industry Evolution ..........................................................76
Methods for Analyzing an Industry .................................86
Chapter 5 Analyzing a Company’s Strategic Resource Base ..............91
Introduction ...................................................................91
Strategic Resources ..........................................................92
Global Supply-Chain Management ...............................103
Forces for Change .........................................................109
Stakeholder Analysis ......................................................111
Creating a Green Corporate Strategy .............................112
Chapter 6 Formulating Business Unit Strategy ...............................119
Introduction .................................................................119
SBU Disruptions Come from Myriad Sources ...............120
Foundations ..................................................................120
Formulating a Competitive Strategy ..............................122
Porter’s Generic Business Unit Strategies .......................128
Value Disciplines ...........................................................133
Designing a Profitable Business Model ..........................136
Chapter 7 Business Unit Strategy: Contexts and
Special Dimensions .......................................................139
Introduction .................................................................139
One Cause to Reconsider an SBU Strategy ...................139
Emerging, Growth, Mature, and Declining Industries ...141
Fragmented, Deregulating, Hypercompetitive,
and Internet-Based Industries ....................................144
Business Unit Strategy: Special Dimensions ..................153
Chapter 8 Global Strategy: Fundamentals ......................................167
Introduction .................................................................167
Global Strategy as Business Model Change....................167
Ghemawat’s Generic ”AAA” Global Strategy
Framework ................................................................168
Which ”A” Strategy Should a Company Choose? ..........174
The Need for Global Strategic Management ..................177
Chapter 9 Global Strategy: Adapting the Business Model ..............189
Introduction .................................................................189
Globalizing the Value Proposition .................................198
Globalizing the Sourcing Dimension.............................208
Chapter 10 The Board’s Role in Strategic Management ....................215
Introduction .................................................................215
What is the Proper Role of the Board in Strategy
Development? ............................................................215
Creating a Meaningful Role for the Board .....................220
Dealing with Special Situations .....................................223
Monitoring Strategy Implementation:
Choosing Metrics ......................................................230
Creating a Strategy Focused Board ............................. 231
Notes..................................................................................................233
Index .................................................................................................245