Strategic management
著者
書誌事項
Strategic management
（The MBA masterclass series）
Kogan Page, 2003
2nd ed
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注記
Rev. ed. of: Strategic management / James C. Craig. 1st ed. 1993
Includes bibliographical references (p. [256]-262) and index
内容説明・目次
内容説明
Detailing the fundamental concepts, frameworks and ideas necessary to guide a company, division or department to success, this manual links academic theory with the practicalities of the real business world. The work covers all the need-to-know topics, including: the nature of strategic management; analyzing industry and competition; resources, capabilities and competitive advantage; strategies for cost advantage and differentiation advantage; emerging industries and the management of technology; vertical integration; diversification; and global industries. This second edition has been updated and expanded to cover areas such as mergers and acquisitions, corporate parenting, defining business purpose and contrasting schools of thought. It features high-profile international case studies and instructive exercises and checklists, and is accompanied by a free CD-ROM containing a slide presentation and additional case study.
目次
Introduction Part 1 Strategic management and its context 1 Introduction to strategic management The elements of strategy Corporate and competitive strategy Schools of thought in strategic management Summary 2 The environmental context Introduction The impact of the 'New Economy' The new agenda - sustainable development and corporate social responsibility Two kinds of pressure Anticipating environmental change Summary Part 2 Corporate strategy Introduction 3 Clarification of purpose or mission - the starting point for strategic management Introduction Shareholder value The stakeholder approach Aspirational purpose Summary 4 The role of the parent company Introduction Adding value Parenting styles Sustaining competitiveness Strategy and organization at corporate level Reputation, image and brand identity Summary 5 Building the portfolio (1): Analyzing industry and competition Introduction Analyzing industry attractiveness The application of industry analysis: forecasting profitability Changing industry structure Market segmentation Summary 6 Building the portfolio (2): Vertical integration Introduction Costs of using the market Long-term contracts and 'quasi-vertical integration' Summary 7 Building the portfolio (3): Diversification Introduction Conglomerate or unrelated diversification The case for related diversification Diversification and synergy Diversification and performance Managing the diversified corporation Portfolio planning models Summary 8 Strategic options Mergers and acquisitions versus organic growth Outsourcing Strategic alliances Partnership sourcing Summary 9 Functional strategies Manufacturing strategy Human resource strategy Marketing strategy Part 3 Competitive strategy Introduction 10 The firm: resources, capabilities and competitive advantage Introduction Resources, capabilities and strategy formulation Fundamentals of resource analysis Capabilities Appraising capabilities Managing capabilities From resources and capabilities to competitive advantage Summary 11 Strategies for cost advantage and differentiation advantage Introduction Creation and erosion of competitive advantage Cost and differentiation advantages Sources of cost advantage Cost drivers Analyzing costs Differentiation and differentiation advantage Analyzing differentiation Tangible and intangible differentiation The costs of differentiation Value chain analysis of differentiation advantage Summary 12 Competing in global markets Introduction Implications of internationalization for industry structure and competition Implications of internationalization for competitive advantage Strategies for exploiting overseas marketing opportunities Global versus multinational strategies Location decisions and the value chain Organizing the multinational corporation The 'transnational' corporation Summary Part 4 Implementation 13 Managing strategic change Introduction Change objectives Implementation Evaluation Recent trends in organizational change Summary Cases Tesco Mark
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