Strategic Management and References Case Example
Contents
Preface Getting the Most from Fundamentals of Strategy Guided Tour
xi xiii xvi 1 2 2 2 7 8 12 14 15 16 16 18 18 19 20 23 24 25 25 27 29 30 35 37 38 41 42 46 47 48
1 Introducing Strategy
1.1 Introduction 1.2 What is strategy? 1.2.1 The characteristics of strategic decisions 1.2.2 Levels of strategy 1.2.3 The vocabulary of strategy 1.3 Strategic management 1.3.1 The strategic position 1.3.2 Strategic choices 1.3.3 Strategy in action 1.4 Strategy development processes Summary Recommended key readings References Case example: Electrolux
2 The Environment
2.1 2.2 Introduction The macro-environment 2.2.1 The PESTEL framework 2.2.2 Building scenarios Industries and sectors 2.3.1 Competitive forces – the five forces framework 2.3.2 Implications of five forces analysis 2.3.3 Key issues in using the five forces framework 2.3.4 The industry life cycle Competitors and markets 2.4.1 Strategic groups 2.4.2 Market segments 2.4.3 Identifying the strategic customer 2.4.4 Understanding what customers value – critical success factors
2.3
2.4
vi
CONTENTS
2.5 Opportunities and threats Summary Recommended key readings References Case example: Global forces and the European brewing industry
50 51 51 52 54 59 60 60 61 63 63 65 67 68 68 69 72 73 74 74 79 81 83 84 84 86 89 90 91 91 96 100 100 101 101 102 105 107 112 112
3 Strategic Capability
Introduction Foundations of strategic capability 3.2.1 Resources and competences 3.2.2 Threshold capabilities 3.2.3 Unique resources and core competences 3.3 Cost efficiency 3.4 Capabilities for achieving and sustaining competitive advantage 3.4.1 Value of strategic capabilities 3.4.2 Rarity of strategic capabilities 3.4.3 Inimitable strategic capabilities 3.4.4 Non-substitutability of strategic capabilities 3.4.5 Dynamic capabilities 3.5 Diagnosing strategic capability 3.5.1 The value chain and value network 3.5.2 Benchmarking 3.5.3 SWOT Summary Recommended key readings References Case example: Making eBay
Preface Getting the Most from Fundamentals of Strategy Guided Tour
xi xiii xvi 1 2 2 2 7 8 12 14 15 16 16 18 18 19 20 23 24 25 25 27 29 30 35 37 38 41 42 46 47 48
1 Introducing Strategy
1.1 Introduction 1.2 What is strategy? 1.2.1 The characteristics of strategic decisions 1.2.2 Levels of strategy 1.2.3 The vocabulary of strategy 1.3 Strategic management 1.3.1 The strategic position 1.3.2 Strategic choices 1.3.3 Strategy in action 1.4 Strategy development processes Summary Recommended key readings References Case example: Electrolux
2 The Environment
2.1 2.2 Introduction The macro-environment 2.2.1 The PESTEL framework 2.2.2 Building scenarios Industries and sectors 2.3.1 Competitive forces – the five forces framework 2.3.2 Implications of five forces analysis 2.3.3 Key issues in using the five forces framework 2.3.4 The industry life cycle Competitors and markets 2.4.1 Strategic groups 2.4.2 Market segments 2.4.3 Identifying the strategic customer 2.4.4 Understanding what customers value – critical success factors
2.3
2.4
vi
CONTENTS
2.5 Opportunities and threats Summary Recommended key readings References Case example: Global forces and the European brewing industry
50 51 51 52 54 59 60 60 61 63 63 65 67 68 68 69 72 73 74 74 79 81 83 84 84 86 89 90 91 91 96 100 100 101 101 102 105 107 112 112
3 Strategic Capability
Introduction Foundations of strategic capability 3.2.1 Resources and competences 3.2.2 Threshold capabilities 3.2.3 Unique resources and core competences 3.3 Cost efficiency 3.4 Capabilities for achieving and sustaining competitive advantage 3.4.1 Value of strategic capabilities 3.4.2 Rarity of strategic capabilities 3.4.3 Inimitable strategic capabilities 3.4.4 Non-substitutability of strategic capabilities 3.4.5 Dynamic capabilities 3.5 Diagnosing strategic capability 3.5.1 The value chain and value network 3.5.2 Benchmarking 3.5.3 SWOT Summary Recommended key readings References Case example: Making eBay