Strategic management : competitiveness & globalization : concepts & cases
(Book)
Author
Contributors
Published
Stamford, Conn. : Cengage Learning, ©2015.
Edition
11e [i.e. 11th ed.].
ISBN
9781285425177, 1285425170, 9781285182070, 1285182073
Physical Desc
xxiv, 422, xii, 404, 28 pages : color illustrations ; 26 cm
Status
Available from another library
Copies
| Location | Call Number | Status |
|---|---|---|
| Dean College - Library | HD30.28 .H58 2015 | On Shelf |
More Details
Published
Stamford, Conn. : Cengage Learning, ©2015.
Format
Book
Edition
11e [i.e. 11th ed.].
Language
English
ISBN
9781285425177, 1285425170, 9781285182070, 1285182073
Notes
Bibliography
Includes bibliographical references and indexes.
Table of Contents
Machine generated contents note: pt. 1 Strategic Management Inputs --
1. Strategic Management and Strategic Competitiveness --
Opening Case: The Global Impact of the Golden Arches --
1-1. The Competitive Landscape --
1-1a. The Global Economy --
Strategic Focus: Starbucks is a New Economy Multinational --
The March of Globalization --
1-1b. Technology and Technological Changes --
Technology Diffusion and Disruptive Technologies --
The Information Age --
Increasing Knowledge Intensity --
1-2. The I/O Model of Above-Average Returns --
Strategic Focus: The Airlines Industry Exemplifies the I/O Model Imitation and Poor Performance --
1-3. The Resource-Based Model of Above-Average Returns --
1-4. Vision and Mission --
1-4a. Vision --
1-4b. Mission --
1-5. Stakeholders --
1-5a. Classifications of Stakeholders --
Capital Market Stakeholders --
Product Market Stakeholders --
Organizational Stakeholders --
1-6. Strategic Leaders --
1-6a. The Work of Effective Strategic Leaders --
1-6b. Predicting Outcomes of Strategic Decisions: Profit Pools --
1-7. The Strategic Management Process --
Summary --
Review Questions --
Experiential Exercises --
Video Case --
Notes --
2. The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis --
Opening Case: The Coca-Cola Co. and Pepsico: Rivals Competing in a Challenging Environment --
2-1. The General, Industry, and Competitor Environments --
2-2. External Environmental Analysis --
2-2a. Scanning --
2-2b. Monitoring --
2-2c. Forecasting --
2-2d. Assessing --
2-3. Segments of the General Environment --
2-3a. The Demographic Segment --
Population Size --
Age Structure --
Geographic Distribution --
Ethnic Mix --
Income Distribution --
2-3b. The Economic Segment --
2-3c. The Political/Legal Segment --
2-3d. The Sociocultural Segment --
2-3e. The Technological Segment --
2-3f. The Global Segment --
2-3g. The Physical Environment Segment --
Strategic Focus: The Informal Economy: What It Is and Why It Is Important --
2-4. Industry Environment Analysis --
2-4a. Threat of New Entrants --
Barriers to Entry --
Expected Retaliation --
2-4b. Bargaining Power of Suppliers --
2-4c. Bargaining Power of Buyers --
2-4d. Threat of Substitute Products --
2-4e. Intensity of Rivalry among Competitors --
Numerous or Equally Balanced Competitors --
Slow Industry Growth --
High Fixed Costs or High Storage Costs --
Lack of Differentiation or Low Switching Costs --
High Strategic Stakes --
High Exit Barriers --
2-5. Interpreting Industry Analyses --
2-6. Strategic Groups --
2-7. Competitor Analysis --
Strategic Focus: German Performance/Luxury Cars: If You Have Seen One, Have You Seen Them All? --
2-8. Ethical Considerations --
Summary --
Review Questions --
Experiential Exercises --
Video Case --
Notes --
3. The Internal Organization: Resources, Capabilities, Core Competencies, and Competitive Advantages --
Opening Case: Zara: The Capabilities behind the Spanish "Fast Fashion" Retail Giant --
3-1. Analyzing the Internal Organization --
3-1a. The Context of Internal Analysis --
3-1b. Creating Value --
3-1c. The Challenge of Analyzing the Internal Organization --
3-2. Resources, Capabilities, and Core Competencies --
3-2a. Resources --
Tangible Resources --
Strategic Focus: Emphasis on Value Creation through Tangible (Kinder Morgan) and Intangible (Coca-Cola Inc.) Resources --
Intangible Resources --
3-2b. Capabilities --
3-2c. Core Competencies --
Strategic Focus: Samsung Bests Apple in Smartphone Sales by Its Imitation Capability --
3-3. Building Core Competencies --
3-3a. The Four Criteria of Sustainable Competitive Advantage --
Valuable --
Rare --
Costly to Imitate --
Nonsubstitutable --
3-3b. Value Chain Analysis --
3-4. Outsourcing --
3-5. Competencies, Strengths, Weaknesses, and Strategic Decisions --
Summary --
Review Questions --
Experiential Exercises --
Video Case --
Notes --
pt. 2 Strategic Actions: Strategy Formulation --
4. Business-Level Strategy --
Opening Case: Is J.C. Penney Killing Itself with a Failed Strategy? --
4-1. Customers: Their Relationship with Business-Level Strategies --
4-1a. Effectively Managing Relationships with Customers --
4-1b. Reach, Richness, and Affiliation --
4-1c. Who: Determining the Customers to Serve --
4-1d. What: Determining Which Customer Needs to Satisfy --
4-1e. How: Determining Core Competencies Necessary to Satisfy Customer Needs --
4-2. The Purpose of a Business-Level Strategy --
Strategic Focus: Continuously Innovating to Satisfy Customers' Needs --
4-3. Types of Business-Level Strategies --
4-3a. Cost Leadership Strategy --
Rivalry with Existing Competitors --
Bargaining Power of Buyers (Customers) --
Bargaining Power of Suppliers --
Potential Entrants --
Product Substitutes --
Competitive Risks of the Cost Leadership Strategy --
4-3b. Differentiation Strategy --
Rivalry with Existing Competitors --
Bargaining Power of Buyers (Customers) --
Strategic Focus: Apple vs. Samsung: Apple Differentiates and Samsung Imperfectly Imitates --
Bargaining Power of Suppliers --
Potential Entrants --
Product Substitutes --
Competitive Risks of the Differentiation Strategy --
4-3c. Focus Strategies --
Focused Cost Leadership Strategy --
Focused Differentiation Strategy --
Competitive Risks of Focus Strategies --
4-3d. Integrated Cost Leadership/Differentiation Strategy --
Flexible Manufacturing Systems --
Information Networks --
Total Quality Management Systems --
Competitive Risks of the Integrated Cost Leadership/Differentiation Strategy --
Summary --
Review Questions --
Experiential Exercises --
Video Case --
Notes --
5. Competitive Rivalry and Competitive Dynamics --
Opening Case: Tesco PLC: A Case Study in Competitive Behavior --
Strategic Focus: Competitive Rivalry in Fast Fashion: A Constant Stream of Actions and Responses --
5-1. A Model of Competitive Rivalry --
5-2. Competitor Analysis --
5-2a. Market Commonality --
5-2b. Resource Similarity --
Strategic Focus: FedEx and United Parcel Service (UPS): Maintaining Success While Competing Aggressively --
5-3. Drivers of Competitive Behavior --
5-4. Competitive Rivalry --
5-4a. Strategic and Tactical Actions --
5-5. Likelihood of Attack --
5-5a. First-Mover Benefits --
5-5b. Organizational Size --
5-5c. Quality --
5-6. Likelihood of Response --
5-6a. Type of Competitive Action --
5-6b. Actor's Reputation --
5-6c. Market Dependence --
5-7. Competitive Dynamics --
5-7a. Slow-Cycle Markets --
5-7b. Fast-Cycle Markets --
5-7c. Standard-Cycle Markets --
Summary --
Review Questions --
Experiental Exercises --
Video Case --
Notes --
6. Corporate-level Strategy --
Opening Case: General Electric: The Classic Diversified Firm --
6-1. Levels of Diversification --
6-1a. Low Levels of Diversification --
Strategic Focus: Sany's Highly Related Core Businesses --
6-1b. Moderate and High Levels of Diversification --
6-2. Reasons for Diversification --
6-3. Value-Creating Diversification: Related Constrained and Related Linked Diversification --
6-3a. Operational Relatedness: Sharing Activities --
6-3b. Corporate Relatedness: Transferring of Core Competencies --
6-3c. Market Power --
Strategic Focus: Ericsson's Substantial Market Power --
6-3d. Simultaneous Operational Relatedness and Corporate Relatedness --
6-4. Unrelated Diversification --
6-4a. Efficient Internal Capital Market Allocation --
6-4b. Restructuring of Assets --
6-5. Value-Neutral Diversification: Incentives and Resources --
6-5a. Incentives to Diversify --
Antitrust Regulation and Tax Laws --
Low Performance --
Uncertain Future Cash Flows --
Synergy and Firm Risk Reduction --
6-5b. Resources and Diversification --
6-6. Value-Reducing Diversification: Managerial Motives to Diversify --
Summary --
Review Questions --
Experiential Exercises --
Video Case --
Notes --
7. Merger and Acquisition Strategies --
Opening Case: Strategic Acquisitions and Accelerated Integration of Those Acquisitions Are a Vital Capability of Cisco Systems --
7-1. The Popularity of Merger and Acquisition Strategies --
7-1a. Mergers, Acquisitions, and Takeovers: What Are the Differences? --
7-2. Reasons for Acquisitions --
7-2a. Increased Market Power --
Horizontal Acquisitions --
Vertical Acquisitions --
Related Acquisitions --
7-2b. Overcoming Entry Barriers --
Cross-Border Acquisitions --
Strategic Focus: Cross-Border Acquisitions by Firms from Emerging Economies: Leveraging Resources to Gain a Larger Global Footprint and Market Power --
7-2c. Cost of New Product Development and Increased Speed to Market --
7-2d. Lower Risk Compared to Developing New Products --
7-2e. Increased Diversification --
7-2f. Reshaping the Firm's Competitive Scope --
7-2g. Learning and Developing New Capabilities --
7-3. Problems in Achieving Acquisition Success --
7-3a. Integration Difficulties --
7-3b. Inadequate Evaluation of Target --
7-3c. Large or Extraordinary Debt --
7-3d. Inability to Achieve Synergy --
7-3e. Too Much Diversification --
7-3f. Managers Overly Focused on Acquisitions --
7-3g. Too Large --
7-4. Effective Acquisitions --
7-5. Restructuring --
7-5a. Downsizing --
7-5b. Downscoping --
7-5c. Leveraged Buyouts --
Strategic Focus: Strategic Positioning of Private Equity Buyout Firms (General Partners) --
7-5d. Restructuring Outcomes --
Summary --
Review Questions --
Experiential Exercises --
Video Case --
Notes --
8. International Strategy
Note continued: Opening Case: An International Strategy Powers ABB's Future --
8-1. Identifying International Opportunities --
8-1a. Incentives to Use International Strategy --
8-1b. Three Basic Benefits of International Strategy --
Increased Market Size --
Economies of Scale and Learning --
Location Advantages --
8-2. International Strategies --
8-2a. International Business-Level Strategy --
8-2b. International Corporate-Level Strategy --
Multidomestic Strategy --
Global Strategy --
Transnational Strategy --
Strategic Focus: Mondelez International: A Global Leader in Snack Foods Markets --
8-3. Environmental Trends --
8-3a. Liability of Foreignness --
8-3b. Regionalization --
8-4. Choice of International Entry Mode --
8-4a. Exporting --
8-4b. Licensing --
8-4c. Strategic Alliances --
8-4d. Acquisitions --
8-4e. New Wholly Owned Subsidiary --
8-4f. Dynamics of Mode of Entry --
Strategic Focus: Mexico's FEMSA: Building its International Prowess --
8-5. Risks in an International Environment --
8-5a. Political Risks --
8-5b. Economic Risks --
8-6. Strategic Competitiveness Outcomes --
8-6a. International Diversification and Returns --
8-6b. Enhanced Innovation --
8-7. The Challenge of International Strategies --
8-7a. Complexity of Managing International Strategies --
8-7b. Limits to International Expansion --
Summary --
Review Questions --
Experiential Exercises --
Video Case --
Notes --
9. Cooperative Strategy --
Opening Case: Alliance Formation, Both Globally and Locally, in the Global Automobile Industry --
9-1. Strategic Alliances as a Primary Type of Cooperative Strategy --
9-1a. Types of Major Strategic Alliances --
9-1b. Reasons Firms Develop Strategic Alliances --
Slow-Cycle Markets --
Fast-Cycle Markets --
Standard-Cycle Markets --
9-2. Business-Level Cooperative Strategy --
9-2a. Complementary Strategic Alliances --
Vertical Complementary Strategic Alliance --
Horizontal Complementary Strategic Alliance --
9-2b. Competition Response Strategy --
9-2c. Uncertainty-Reducing Strategy --
9-2d. Competition-Reducing Strategy --
9-2e. Assessing Business-Level Cooperative Strategies --
9-3. Corporate-Level Cooperative Strategy --
9-3a. Diversifying Strategic Alliance --
Strategic Focus: Samsung Electric Is Using Diversifying Alliances to Reduce Its Dependence on Google's Android Operating System --
9-3b. Synergistic Strategic Alliance --
9-3c. Franchising --
9-3d. Assessing Corporate-Level Cooperative Strategies --
9-4. International Cooperative Strategy --
9-5. Network Cooperative Strategy --
9-5a. Alliance Network Types --
Strategic Focus: Industrial Clusters: Geographic Centers for Collaborative Partnering --
9-6. Competitive Risks with Cooperative Strategies --
9-7. Managing Cooperative Strategies --
Summary --
Review Questions --
Experiential Exercises --
Video Case --
Notes --
pt. 3 Strategic Actions: Strategy Implementation --
10. Corporate Governance --
Opening Case: The Imperial CEO, JPMorgan Chase's Jamie Dimon: Is It the End of Corporate Governance? --
10-1. Separation of Ownership and Managerial Control --
10-1a. Agency Relationships --
10-1b. Product Diversification as an Example of an Agency Problem --
10-1c. Agency Costs and Governance Mechanisms --
10-2. Ownership Concentration --
10-2a. The Increasing Influence of Institutional Owners --
10-3. Board of Directors --
10-3a. Enhancing the Effectiveness of the Board of Directors --
10-3b. Executive Compensation --
10-3c. The Effectiveness of Executive Compensation --
Strategic Focus: CEO Pay and Performance: Board Revolution at Citigroup --
10-4. Market for Corporate Control --
10-4a. Managerial Defense Tactics --
Strategic Focus: Rewarding Top Executives of One of the Worst-Performing Food Companies in the World: The Chinese Takeover of Smithfield Foods --
10-5. International Corporate Governance --
10-5a. Corporate Governance in Germany and Japan --
10-5b. Corporate Governance in China --
10-6. Governance Mechanisms and Ethical Behavior --
Summary --
Review Questions --
Experiential Exercises --
Video Case --
Notes --
11. Organizational Structure and Controls --
Opening Case: Big-Box Retailers Struggle to Change Their Strategies and Structures in the Face of Online Competition --
11-1. Organizational Structure and Controls --
11-1a. Organizational Structure --
11-1b. Organizational Controls --
11-2. Relationships between Strategy and Structure --
11-3. Evolutionary Patterns of Strategy and Organizational Structure --
11-3a. Simple Structure --
11-3b. Functional Structure --
11-3c. Multidivisional Structure --
11-3d. Matches between Business-Level Strategies and the Functional Structure --
Using the Functional Structure to Implement the Cost Leadership Strategy --
Using the Functional Structure to Implement the Differentiation Strategy --
Using the Functional Structure to Implement the Integrated Cost Leadership/Differentiation Strategy --
11-3e. Matches between Corporate-Level Strategies and the Multidivisional Structure --
Using the Cooperative Form of the Multidivisional Structure to Implement the Related Constrained Strategy --
Using the Strategic Business Unit Form of the Multidivisional Structure to Implement the Related Linked Strategy --
Strategic Focus: A Change in Corporate Strategy Requires a Change in the Corporate Organizational Structure --
Using the Competitive Form of the Multidivisional Structure to Implement the Unrelated Diversification Strategy --
11-3f. Matches between International Strategies and Worldwide Structure --
Using the Worldwide Geographic Area Structure to Implement the Multidomestic Strategy --
Using the Worldwide Product Divisional Structure to Implement the Global Strategy --
Using the Combination Structure to Implement the Transnational Strategy --
11-3g. Matches between Cooperative Strategies and Network Structures --
Strategic Focus: Unilever Cooperates with Many Firms and Nonprofit Organizations to Implement Its Strategy While Creating a More Sustainable Environment --
11-4. Implementing Business-Level Cooperative Strategies --
11-5. Implementing Corporate-Level Cooperative Strategies --
11-6. Implementing International Cooperative Strategies --
Summary --
Review Questions --
Experiential Exercises --
Video Case --
Notes --
12. Strategic Leadership --
Opening Case: A Change at the Top at Procter & Gamble (P&G): An Indication of How Much the CEO Matters? --
12-1. Strategic Leadership and Style --
Strategic Focus: The Life of a CEO as a Firm's Primary Strategic Leader: Breadth, Depth, and Complexity --
12-2. The Role of Top-Level Managers --
12-2a. Top Management Teams --
Top Management Teams, Firm Performance, and Strategic Change --
The CEO and Top Management Team Power --
12-3. Managerial Succession --
12-4. Key Strategic Leadership Actions --
12-4a. Determining Strategic Direction --
Strategic Focus: Keeping Quality People at the Top of The Firm's Leadership Structure: The Importance of Planning for Managerial Succession --
12-4b. Effectively Managing the Firm's Resource Portfolio --
Exploiting and Maintaining Core Competencies --
Developing Human Capital and Social Capital --
12-4c. Sustaining an Effective Organizational Culture --
Entrepreneurial Mind-Set --
Changing the Organizational Culture and Restructuring --
12-4d. Emphasizing Ethical Practices --
12-4e. Establishing Balanced Organizational Controls --
The Balanced Scorecard --
Summary --
Review Questions --
Experiential Exercises --
Video Case --
Notes --
13. Strategic Entrepreneurship --
Opening Case: Innovation's Importance to Competitive Success --
13-1. Entrepreneurship and Entrepreneurial Opportunities --
13-2. Innovation --
13-3. Entrepreneurs --
13-4. International Entrepreneurship --
13-5. Internal Innovation --
13-5a. Incremental and Radical Innovation --
13-5b. Autonomous Strategic Behavior --
13-5c. Induced Strategic Behavior --
13-6. Implementing Internal Innovations --
13-6a. Cross-Functional Product Development Teams --
13-6b. Facilitating Integration and Innovation --
13-6c. Creating Value from Internal Innovation --
13-7. Innovation through Cooperative Strategies --
Strategic Focus: An Innovation Failure at JC Penney: Its Causes and Consequences --
13-8. Innovation through Acquisitions --
13-9. Creating Value through Strategic Entrepreneurship --
Strategic Focus: Pursuing Competitive Success by Using Strategic Entrepreneurship --
Summary --
Review Questions --
Experiential Exercises --
Video Case --
Notes --
pt. 4 Cases --
Preparing an Effective Case Analysis --
Case 1 Ally Bank --
Case 2 AstraZeneca: Transforming How New Medicines Flow to Patients --
Case 3 Avon --
Case 4 Black Canyon Coffee --
Case 5 Blue Nile, Inc.: "Stuck in the Middle" of the Diamond Engagement Ring Market --
Case 6 Campbell: Is the Soup Still Simmering? --
Case 7 Chick-fil-A: Bird of a Different Feather --
Case 8 Chipotle: Mexican Grill, Inc.: Food with Integrity --
Case 9 Columbia Sportswear --
Case 10 Finding Community Solutions From Common Ground: A New Model to End Homelessness --
Case 11 Equal Exchange: Doing Well by Doing Good --
Case 12 Facebook --
Case 13 Glencore, Xstrata and the Restructuring of the Global Copper Mining Industry in 2012 --
Case 14 Harley-Davidson: Strategic Competitiveness that Spans Decades --
Case 15 Herman Miller: An On-Going Case of Reinvention and Renewal --
Case 16 Itaipu Binacional --
Case 17 Will J. C. Penney Strike Gold with Its New Strategy?
Note continued: Case 18 KIPP Houston Public Schools --
Case 19 Krispy Kreme Doughnuts: Refilling the Hole in a Sweet Strategy --
Case 20 Lockheed Martin --
Case 21 Logitech: Finding Success through Innovation and Acquisition --
Case 22 Iululemon athletica Inc. --
Case 23 The Movie Exhibition Industry 2013 --
Case 24 Phase Separation Solutions (PS2): The China Question --
Case 25 Research in Motion --
Case 26 Sirius XM Radio Canada --
Case 27 Tata Motors Limited: Ratan's Next Step --
Case 28 Principled Entrepreneurship and Shared Leadership: The Case of TEOCO [The Employee Owned Company] --
Case 29 Tesla Motors: Charging into the Future? --
Case 30 Yahoo! Inc.: Marissa Mayer's Challenge.
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Citations
APA Citation, 7th Edition (style guide)
Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2015). Strategic management: competitiveness & globalization : concepts & cases (11e [i.e. 11th ed.].). Cengage Learning.
Chicago / Turabian - Author Date Citation, 17th Edition (style guide)Hitt, Michael A, R. Duane. Ireland and Robert E. Hoskisson. 2015. Strategic Management: Competitiveness & Globalization : Concepts & Cases. Cengage Learning.
Chicago / Turabian - Humanities (Notes and Bibliography) Citation, 17th Edition (style guide)Hitt, Michael A, R. Duane. Ireland and Robert E. Hoskisson. Strategic Management: Competitiveness & Globalization : Concepts & Cases Cengage Learning, 2015.
MLA Citation, 9th Edition (style guide)Hitt, Michael A., R. Duane Ireland, and Robert E Hoskisson. Strategic Management: Competitiveness & Globalization : Concepts & Cases 11e [i.e. 11th ed.]., Cengage Learning, 2015.
Note! Citations contain only title, author, edition, publisher, and year published. Citations should be used as a guideline and should be double checked for accuracy. Citation formats are based on standards as of August 2021.
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