| Description |
1 online resource (1610 pages) |
| Contents |
Cover; Title; Copyright; Dedication; About the Authors; Preface; The Business Strategy Game or GLO-BUS Simulation Exercises; Brief Contents; Contents; Part 1: Concepts and Techniques for Crafting and Executing Strategy; Chapter 1 What Is Strategy and Why Is It Important?; What do We Mean by Strategy?; Strategy Is about Competing Differently; Strategy and the Quest for Competitive Advantage; Why a Company's Strategy Evolves over Time; A Company's Strategy Is Partly Proactive and Partly Reactive; A Company's Strategy and Its Business Model; What Makes a Strategy a Winner? |
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Why Crafting and Executing Strategy are Important TasksGood Strategy + Good Strategy Execution = Good Management; The Road Ahead; Illustration Capsules; 1.1 Starbucks's Strategy in the Coffeehouse Market; 1.2 Pandora, SiriusXM, and Over-the-Air Broadcast Radio: Three Contrasting Business Models; Chapter 2 Charting a Company's Direction: Its Vision, Mission, Objectives, and Strategy; What does The Strategy-Making, Strategy-Executing Process Entail?; Stage 1: Developing a Strategic Vision, Mission Statement, and Set of Core Values; Developing a Strategic Vision |
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Communicating the Strategic VisionDeveloping a Company Mission Statement; Linking the Vision and Mission with Company Values; Stage 2: Setting Objectives; The Imperative of Setting Stretch Objectives; What Kinds of Objectives to Set; The Need for a Balanced Approach to Objective Setting; Setting Objectives for Every Organizational Level; Stage 3: Crafting a Strategy; Strategy Making Involves Managers at All Organizational Levels; A Company's Strategy-Making Hierarchy; Uniting the Strategy-Making Hierarchy; A Strategic Vision + Mission + Objectives + Strategy = A Strategic Plan |
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Stage 4: Executing the StrategyStage 5: Evaluating Performance and Initiating Corrective Adjustments; Corporate Governance: The Role of The Board of Directors in the Strategy-Crafting, Strategy-Executing Process; Illustration Capsules; 2.1 Examples of Strategic Visions-How Well Do They Measure Up?; 2.2 Patagonia, Inc.: A Values-Driven Company; 2.3 Examples of Company Objectives; 2.4 Corporate Governance Failures at Volkswagen; Chapter 3 Evaluating a Company's External Environment; The Strategically Relevant Factors in The Company's Macro-Environment |
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Assessing The Company's Industry and Competitive EnvironmentThe Five Forces Framework; Competitive Pressures Created by the Rivalry among Competing Sellers; The Choice of Competitive Weapons; Competitive Pressures Associated with the Threat of New Entrants; Competitive Pressures from the Sellers of Substitute Products; Competitive Pressures Stemming from Supplier Bargaining Power; Competitive Pressures Stemming from Buyer Bargaining Power and Price Sensitivity; Is the Collective Strength of the Five Competitive Forces Conducive to Good Profitability? |
| Summary |
The 21st edition retains the 12-chapter structure of the prior edition and new content has been added to keep the material in line with the latest developments in the theory and practice of strategic management. Scores of new examples have been added, along with 17 new illustration capsules to enrich understanding of the content and to provide students with a ringside view of strategy in action. It remains as always, solidly mainstream and balanced, mirroring both the penetrating insight of academic thought and the pragmatism of real-world strategic management |
| Notes |
Matching Company Strategy to Competitive Conditions |
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Print version record |
| Subject |
Strategic planning.
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Strategic planning
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| Genre/Form |
Case studies
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| Form |
Electronic book
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| Author |
Peteraf, Margaret A
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|
Gamble, John E
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| ISBN |
9781260547412 |
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1260547418 |
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