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Loose-Leaf Crafting and Executing Strategy: The Quest...

Loose-Leaf Crafting and Executing Strategy: The Quest for Competitive Advantage: Concepts and CasesTitoloLoose-Leaf Crafting and Executing Strategy: The Quest for Competitive Advantage: Concepts and Cases
AutoreThompson, Arthur ; Gamble, John ; Strickland III, A. J.
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CategoriaBusiness & Economics: Management
RilegaturaLoose Leaf
Anno2013
EditoreIrwin/McGraw-Hill
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PART ONE Concepts and Techniques for Crafting and Executing Strategy
1
Section A Introduction and Overview
1 What Is Strategy And Why Is It Important?
2
What Do We Mean By Strategy?
4
Strategy and the Quest for Competitive Advantage
5
Why a Company's Strategy Evolves over Time
8
A Company's Strategy Is Partly Proactive and Partly Reactive
8
A Company's Strategy And Its Business Model
10
What Makes A Strategy A Winner?
12
Why Crafting And Executing Strategy Are Important Tasks
12
Good Strategy + Good Strategy Execution = Good Management
13
The Road Ahead
13
Illustration Capsule
1.1 McDonald's Strategy in the Quick-Service Restaurant Industry
6
1.2 Sirius XM and Over-the-Air Broadcast Radio: Two Contrasting Business Models
11
2 Charting A Company's Direction: Its Vision, Mission, Objectives, And Strategy
18
What Does The Strategy-Making, Strategy-Executing Process Entail?
19
Task 1 DEVELOPING A STRATEGIC VISION, A MISSION STATEMENT, AND A SET OF CORE VALUES
20
Developing a Strategic Vision
21
Communicating the Strategic Vision
21
Developing a Company Mission Statement
24
Linking the Vision and Mission with Company Values
25
Task 2 Setting Objectives
27
Task 3 Crafting A Strategy
31
Strategy Making Involves Managers at All Organizational Levels
31
A Company's Strategy-Making Hierarchy
32
Uniting the Strategy-Making Hierarchy
34
A Strategic Vision + Objectives + Strategy = A Strategic Plan
35
Task 4 Executing The Strategy
35
Task 5 Evaluating Performance And Initiating Corrective Adjustments
36
Corporate Governance: The Role Of The Board Of Directors In The Strategy-Crafting, Strategy-Executing Process
37
Illustration Capsule
2.1 Examples of Strategic Visions---How Well Do They Measure Up?
23
2.2 Zappos Family Mission and Core Values
26
2.3 Examples of Company Objectives
30
2.4 Corporate Governance Failures at Fannie Mae and Freddie Mac
39
Section B Core Concepts and Analytical Tools
3 Evaluating A Company's External Environment
44
Question 1 What Are The Strategically Relevant Factors In The Macro-Environment?
46
Assessing The Company's Industry And Competitive Environment
48
Question 2 How Strong Are The Industry's Competitive Forces?
49
Competitive Pressures Created by the Rivalry among Competing Sellers
49
Competitive Pressures Associated with the Threat of New Entrants
54
Competitive Pressures from the Sellers of Substitute Products
56
Competitive Pressures Stemming from Supplier Bargaining Power
58
Competitive Pressures Stemming from Buyer Bargaining Power and Price Sensitivity
60
Is the Collective Strength of the Five Competitive Forces Conducive to Good Profitability?
63
Question 3 What Factors Are Driving Industry Change, And What Impact Will They Have?
64
The Concept of Industry Driving Forces
64
Identifying an Industry's Driving Forces
64
Assessing the Impact of the Factors Driving Industry Change
68
Adjusting Strategy to Prepare for the Impacts of Driving Forces
68
Question 4 How Are Industry Rivals Positioned In The Market?
68
Using Strategic Group Maps to Assess the Market Positions of Key Competitors
69
The Value of Strategic Group Maps?
70
Question 5 What Strategic Moves Are Rivals Likely To Make Next?
71
A Framework For Competitor Analysis
71
Question 6 What Are The Industry's Key Factors?
73
Question 7 Is The Industry Outlook Conducive To Good Profitability?
75
Illustration Capsule
3.1 Comparative Market Positions of Producers in the U.S. Beer Industry: A Strategic Group Map Example
70
3.2 Business Ethics and Competitive Intelligence
73
4 EVALUATING A COMPANY'S RESOURCES, CAPABILITIES, AND COMPETITIVENESS
80
Question 1 How Well Is The Company's Present Strategy Working?
81
Question 2 What Are The Company's Competitively Important Resources And Capabilities?
86
Identifying the Company's Resources and Capabilities
86
Assessing the Competitive Power of a Company's Resources and Capabilities
89
Question 3 Is The Company Able To Seize Market Opportunities And Nullify External Threats?
92
Identifying a Company's Internal Strengths
92
Identifying Company Weaknesses and Competitive Deficiencies
93
Identifying a Company's Market Opportunities
94
Identifying the Threats to a Company's Future Profitability
94
What Do the SWOT Listings Reveal?
96
Question 4 Are The Company's Cost Structure And Customer Value Proposition Competitive?
97
The Concept of a Company Value Chain
98
The Value Chain System
101
Benchmarking: A Tool for Assessing Whether the Costs and Effectiveness of a Company's Value Chain Activities Are in Line
103
Strategic Options for Remedying a Cost or Value Disadvantage
104
Improving Internally Performed Value Chain Activities
105
Translating Proficient Performance of Value Chain Activities into Competitive Advantage
106
Question 5 Is The Company Competitively Stronger Or Weaker Than Key Rivals?
108
Strategic Implications of Competitive Strength Assessments
109
Question 6 What Strategic Issues And Problems Merit Front-Burner Managerial Attention?
111
Illustration Capsule
4.1 The Value Chain for KP MacLane, a Producer of Polo Shirts
100
4.2 Benchmarking and Ethical Conduct
104
Section C Crafting a Strategy
5 The Five Generic Competitive Strategies
120
The Five Generic Competitive Strategies
121
Low-Cost Provider Strategies
122
The Two Major Avenues for Achieving a Cost Advantage
123
The Keys to Being a Successful Low-Cost Provider
128
When a Low-Cost Provider Strategy Works Best
128
Pitfalls to Avoid in Pursuing a Low-Cost Provider Strategy
129
Broad Differentiation Strategies
129
Managing the Value Chain to Create the Differentiating Attributes
130
Delivering Superior Value via a Broad Differentiation Strategy
132
When a Differentiation Strategy Works Best
134
Pitfalls to Avoid in Pursuing a Differentiation Strategy
134
Focused (Or Market Niche) Strategies
135
A Focused Low-Cost Strategy
136
A Focused Differentiation Strategy
136
When a Focused Low-Cost or Focused Differentiation Strategy Is Attractive
139
The Risks of a Focused Low-Cost or Focused Differentiation Strategy
139
Best-Cost Provider Strategies
140
When a Best-Cost Provider Strategy Works Best
140
The Big Risk of a Best-Cost Provider Strategy
141
The Contrasting Features Of The Five Generic Competitive Strategies: A Summary
142
Successful Competitive Strategies Are Resource-Based
143
Illustration Capsule
5.1 How Walmart Managed Its Value Chain to Achieve a Huge Low-Cost Advantage over Rival Supermarket Chains
127
5.2 Aravind Eye Care System's Focused Low-Cost Strategy
137
5.3 Popchips's Focused Differentiation Strategy
138
5.4 Toyota's Best-Cost Provider Strategy for Its Lexus Line
141
6 Strengthening A Company's Competitive Position
148
Going On The Offensive---Strategic Options To Improve A Company's Market Position
150
Choosing the Basis for Competitive Attack
150
Choosing Which Rivals to Attack
152
Blue-Ocean Strategy---A Special Kind of Offensive
152
Defensive Strategies---Protecting Market Position And Competitive Advantage
154
Blocking the Avenues Open to Challengers
154
Signaling Challengers that Retaliation Is Likely
155
Timing A Company's Offensive And Defensive Strategic Moves
155
The Potential for First-Mover Advantages
155
The Potential for Late-Mover Advantages or First-Mover Disadvantages
156
To Be a First Mover or Not
157
Strengthening A Company's Market Position Via Its Scope Of Operations
158
Horizontal Merger And Acquisition Strategies
159
Why Mergers and Acquisitions Sometimes Fail to Produce Anticipated Results
161
Vertical Integration Strategies
162
The Advantages of a Vertical Integration Strategy
162
The Disadvantages of a Vertical Integration Strategy
164
Weighing the Pros and Cons of Vertical Integration
165
Outsourcing Strategies: Narrowing The Scope Of Operations
166
The Big Risk of Outsourcing Value Chain Activities
167
Strategic Alliances And Partnerships
168
Why and How Strategic Alliances Are Advantageous
170
Capturing the Benefits of Strategic Alliances
171
The Drawbacks of Strategic Alliances and Partnerships
172
How to Make Strategic Alliances Work
173
Illustration Capsule
6.1 Gilt Groupe's Blue-Ocean Strategy in the U.S. Flash Sale Industry
153
6.2 Amazon.com's First-Mover Advantage in Online Retailing
157
6.3 Bristol-Myers Squibb's "String-of-Pearls" Horizontal Acquisition Strategy
161
6.4 American Apparel's Vertical Integration Strategy
166
7 Strategies For Competing In International Markets
178
Why Companies Decide To Enter Foreign Markets
179
Why Competing Across National Borders Makes Strategy-Making More Complex
180
Porter's Diamond of National Competitive Advantage
181
Locating Value Chain Activities Advantageously
183
The Impact of Government Policies and Economic Conditions in Host Countries
184
The Risks of Adverse Exchange Rate Shifts
185
Cross-Country Differences in Demographic, Cultural, and Market Conditions
187
Strategic Options For Entering And Competing In International Markets
188
Export Strategies
188
Licensing Strategies
189
Franchising Strategies
189
Foreign Subsidiary Strategies
189
Alliance and Joint Venture Strategies
190
Competing Internationally: The Three Main Strategic Approaches
193
Multidomestic Strategy---Think Local, Act Local
193
Global Strategy---Think Global, Act Global
195
Transnational Strategy---Think Global, Act Local
196
The Quest For Competitive Advantage In The International Arena
198
Using Location to Build Competitive Advantage
198
Sharing and Transferring Resources and Capabilities across Borders to Build Competitive Advantage
199
Benefiting from Cross-Border Coordination
201
Profit Sanctuaries And Cross-Border Strategic Moves
201
Using Profit Sanctuaries to Wage a Strategic Offensive
203
Using Profit Sanctuaries to Defend against International Rivals
203
Strategies For Competing In The Markets Of Developing Countries
204
Strategy Options for Competing in Developing-Country Markets
204
Defending Against Global Giants: Strategies For Local Companies In Developing Countries
207
Illustration Capsule
7.1 Solazyme's Cross-Border Alliances with Unilever, Sephora, Qantas, and Roquette
192
7.2 Yum! Brands's Strategy for Becoming the Leading Food Service Brand in China
205
7.3 How Ctrip Successfully Defended against International Rivals to Become China's Largest Online Travel Agency
208
8 Corporate Strategy
214
What Does Crafting A Diversification Strategy Entail?
215
When Business Diversification Becomes A Consideration
216
Building Shareholder Value: The Ultimate Justification For Diversifying
217
Approaches To Diversifying The Business Lineup
218
Diversification by Acquisition of an Existing Business
218
Entering a New Line of Business through Internal Development
219
Joint Ventures
219
Choosing a Mode of Entry
220
Choosing The Diversification Path: Related Versus Unrelated Businesses
221
Diversifying Into Related Businesses
221
Identifying Cross-Business Strategic Fit along the Value Chain
224
Strategic Fit, Economies of Scope, and Competitive Advantage
226
Diversification Into Unrelated Businesses
228
Building Shareholder Value via Unrelated Diversification
228
The Path to Greater Shareholder Value through Unrelated Diversification
231
The Drawbacks of Unrelated Diversification
231
Misguided Reasons for Pursuing Unrelated Diversification
232
Combination Related-Unrelated Diversification Strategies
233
Evaluating The Strategy Of A Diversified Company
233
Step 1 Evaluating Industry Attractiveness
234
Step 2 Evaluating Business-Unit Competitive Strength
237
Step 3 Determining the Competitive Value of Strategic Fit in Diversified Companies
241
Step 4 Checking for Resource Fit
242
Step 5 Ranking Business Units and Assigning a Priority for Resource Allocation
244
Step 6 Crafting New Strategic Moves to Improve Overall Corporate Performance
245
Illustration Capsule
8.1 Managing Diversification at Johnson & Johnson: The Benefits of Cross-Business Strategic Fit
248
8.2 Growth through Restructuring at Kraft Foods
250
9 Ethics, Corporate Social Responsibility, Environmental Sustainability, And Strategy
256
What Do We Mean By Business Ethics?
257
Where Do Ethical Standards Come From---Are They Universal Or Dependent On Local Norms?
258
The School of Ethical Universalism
258
The School of Ethical Relativism
258
Ethics and Integrative Social Contracts Theory
262
How And Why Ethical Standards Impact The Tasks Of Crafting And Executing Strategy
262
What Are The Drivers Of Unethical Strategies And Business Behavior?
263
Why Should Company Strategies Be Ethical?
268
The Moral Case for an Ethical Strategy
268
The Business Case for Ethical Strategies
268
Strategy, Corporate Social Responsibility, And Environmental Sustainability
270
What Do We Mean by Corporate Social Responsibility?
270
What Do We Mean by Sustainasibility and Sustainable Business Practices?
275
Crafting Corporate Social Responsibility and Sustainability Strategies
277
The Moral Case for Corporate Social Responsibility and Environmentally Sustainable Business Practices
278
The Business Case for Corporate Social Responsibility and Environmentally Sustainable Business Practices
279
Illustration Capsule
9.1 Apple's Failures in Enforcing Its Supplier Code of Conduct
259
9.2 Investment Fraud at Bernard L. Madoff Investment Securities and Stanford Financial Group
265
9.3 How Novo Nordisk Puts Its Ethical Principles into Practice
267
9.4 Burt's Bees: A Strategy Based on Corporate Social Responsibility
273
Section D Executing the Strategy
10 Building An Organization Capable Of Good Strategy Execution
286
A Framework For Executing Strategy
288
The Principal Components of the Strategy Execution Process
288
Building An Organization Capable Of Good Strategy Execution: Three Key Actions
290
Staffing The Organization
292
Putting Together a Strong Management Team
292
Recruiting, Training, and Retaining Capable Employees
293
Acquiring, Developing, And Strengthening Key Resources And Capabilities
295
Three Approaches to Building and Strengthening Capabilities
296
The Strategic Role of Employee Training
299
Strategy Execution Capabilities and Competitive Advantage
300
Matching Organizational Structure To The Strategy
300
Deciding Which Value Chain Activities to Perform Internally and Which to Outsource
300
Aligning the Firm's Organizational Structure with Its Strategy
302
Determining How Much Authority to Delegate
307
Facilitating Collaboration with External Partners and Strategic Allies
310
Further Perspectives on Structuring the Work Effort
310
Illustration Capsule
10.1 "Build From Within": P&G's Approach to Management Development
294
10.2 Toyota's Legendary Production System: A Capability that Translates into Competitive Advantage
298
10.3 Which Value Chain Activities Does Apple Outsource and Why?
303
11 Managing Internal Operations
316
Allocating Resources To The Strategy Execution Effort
318
Instituting Policies And Procedures That Facilitate Strategy Execution
319
Instituting Best Practices And Employing Process Management Tools
321
How the Process of Identifying and Incorporating Best Practices Works
321
Business Process Reengineering, Total Quality Management, and Six Sigma Quality Programs: Tools for Promoting Operating Excellence
323
Capturing the Benefits of Initiatives to Improve Operations
327
Installing Information And Operating Systems
328
Instituting Adequate Information Systems, Performance Tracking, and Controls
329
Using Rewards And Incentives To Promote Better Strategy Execution
331
Incentives and Motivational Practices that Facilitate Good Strategy Execution
331
Striking the Right Balance between Rewards and Punishment
332
Linking Rewards to Achieving the Right Outcomes
334
Illustration Capsule
11.1 Whirlpool's Use of Six Sigma to Promote Operating Excellence
326
11.2 What Companies Do to Motivate and Reward Employees
333
11.3 Nucor Corporation: Tying Incentives Directly to Strategy Execution
336
12 Corporate Culture And Leadership
342
Instilling A Corporate Culture Conducive To Good Strategy Execution
343
Identifying the Key Features of a Company's Corporate Culture
344
Strong vs. Weak Cultures
348
Why Corporate Cultures Matter to the Strategy Execution Process
349
Healthy Cultures that Aid Good Strategy Execution
351
Unhealthy Cultures that Impede Good Strategy Execution
352
Changing a Problem Culture
354
Leading The Strategy Execution Process
358
Staying on Top of How Well Things Are Going
359
Mobilizing the Effort for Excellence in Strategy Execution
360
Leading the Process of Making Corrective Adjustments
361
A Final Word On Leading The Process Of Crafting And Executing Strategy
362
Illustration Capsule
12.1 The Culture that Drives Innovation at W. L. Gore & Associates
345
12.2 Changing the "Old Detroit" Culture at Chrysler
358
PART TWO Cases in Crafting and Executing Strategy
Section A Crafting Strategy in Single-Business Companies
1 Mystic Monk Coffee
2
David L. Turnipseed
2 Costco Wholesale in 2012: Mission, Business Model, and Strategy
6
Arthur A. Thompson
3 Harry Lindsol's Textbook Decision: An Ebook or a Traditional College Textbook
26
A. J. Strickland
Samantha Lindsay
4 Sift Cupcake and Dessert Bar
33
Rui Gregorio
Andy Kiehl
Mark Mathewson
Meredith Nicklas
Cynthia Riggs
Armand Gilinsky
5 Under Armour---Challenging Nike in Sports Apparel
42
Arthur A. Thompson
6 Iululemon athletica, Inc.
59
Arthur A. Thompson
7 Coach Inc. in 2012: Its Strategy in the "Accessible" Luxury Goods Market
73
John E. Gamble
Ronald W. Eastburn
8 Tiffany's Little Blue Box: Does It Have Any Strategic Significance?
84
A. J. Strickland
Solomon Morgan
9 Panera Bread Company in 2012---Pursuing Growth in a Weak Economy
96
Arthur A. Thompson
10 Chipotle Mexican Grill in 2012: Can It Hit a Second Home Run?
114
Arthur A. Thompson
11 Netflix in 2012: Can It Recover from Its Strategy Missteps?
127
Arthur A. Thompson
12 Equal Exchange: Trading Fairly and Making a Profit
148
Joanna Kaminski
Samantha Marchese
Cara Vullo
13 Google's Strategy in 2012
168
John E. Gamble
14 Apple Inc. in 2012: Can it Sustain its Growth and Defend against New Competitive Threats?
187
John E. Gamble
Lou Marino
15 The State Fair of Virginia
198
W. Glen Rowe
Karen Schnarr
16 Eastman Kodak in 2012: Will Its Post-Bankruptcy Strategy Be Successful?
211
John E. Gamble
R. Ray Gehani
17 Nucor Corporation in 2012: Using Economic Downturns as an Opportunity to Grow Stronger
220
Arthur A. Thompson
18 Tata Motors: Can It Become a Global Contender in the Automobile Industry?
246
David L. Turnipseed
John E. Gamble
19 7-Eleven in Taiwan: Adaptation of Convenience Stores to New Market Environments
256
Aihwa Chang
Shih-Fen Chen
Section B Crafting Strategy in Diversified Companies
20 The Walt Disney Company: Its Diversification Strategy in 2012
273
John E. Gamble
21 Kraft Foods Inc.: Will the Spinoff of Its North American Grocery Business Lead to Increased Shareholder Value?
287
John E. Gamble
Section C Implementing and Executing Strategy
22 Robin Hood
300
Joseph Lampel
23 Dilemma at Devil's Den
302
Allan R. Cohen
Kim Johnson
24 Starbucks in 2012: Evolving into a Dynamic Global Organization
305
Arthur A. Thompson
25 Herman Miller Inc. in 2012: An Ongoing Case of Reinvention and Renewal
332
Frank Shipper
Karen Manz
Steven B. Adams
Charles C. Manz
26 Henkel: Building a Winning Culture
345
Robert Simons
Natalie Kindred
27 Bayonne Packaging, Inc.
359
Roy D. Shapiro
Paul E. Morrison
Section D Strategy, Ethics, and Social Responsibility
28 Rhino Sales, Hunting, and Poaching in South Africa, 2012
369
A. J. Strickland
William E. Mixon
29 The Upper Big Branch Mine Disaster
385
Anne T. Lawrence
30 Frog's Leap Winery in 201--the Sustainability Agenda
392
Armand Gilinsky
Guide to Case Analysis1
Photo Credits1
Indexes Company1
Name16
Subject23

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