Strategic Management
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1 Sixth Edition Strategic Management Richard Lynch PEARSON Hariow, England London New York Boston San Francisco * Toronto Sydney Auckland Singapore Hong Kong Tokyo Seoul Taipej New Delhi Cape Town Sao Paulo Mexico City Madrid Amsterdam Munich Paris Milan
2 Contents About the sixth edition How to use this book Guided tour Guide to the main focus of case studies Acknowledgements Publisher's acknowledgements Parti INTRODUCTION Chapter 1 Strategic management Case study What is strategic management? 1.2 The main topics covered in strategy Case study Core areas of strategic management 1.4 Context, content and process 1.5 Process: linking the three core areas 1.6 Green strategy" 1.7 Strategy development in public and non-profit organisations 1.8 International dimensions in strategic /' management Case study 1.3 Chapter 2 A review of theory and practice Case study Prescriptive strategic management in theory and practice Case study Emergent strategic management in theory and practice Case study Some prescriptive theories of strategic management Case study Some emergent theories of strategic management XIII xix xx xxiii xxvi xxix 4 FT The purpose of the organisation: stakeholders, ethics and green strategy 59 Case study , Part 2 STRATEGIC ANALYSIS AND PURPOSE Chapter 3 Analysing the strategic environment Case study 3.1 Exploring the competitive environment Strategic environment - the basics Degree of turbulence in the environment Green strategy Analysing the general environment Case study 3.2 Analysing the stages of market growth Case study 3.3 Key factors for success in an industry Analysing the competitive industry environment - the contribution of Porter Analysing the co-operative environment Analysing one or more immediate competitors in depth Analysing the customer and market segmentation Case study 3.4 Conclusions Case study 3.5 Chapter 4 Analysing resources and capabilities Case study VII
3 4.1 Analysing resources and capabilities Why does an organisation possess any resources at all? The make-or-buy decision 132 Case study Resource analysis and adding value Adding value: the value chain and the value system - the contribution of Porter Adding value: Green strategy and the value chain 143 Case study 4.3, Resource analysis and competitive advantage - the resource-based view Identifying which resources and capabilities deliver sustainable competitive advantage Resource and capability analysis - improving competitive advantage 162 Case study " Chapter 5 Strategy dynamics Case study Interpretive dynamics: the changing purpose of the organisation 175 Case study Interpretive dynamics: the organisation's changing and uncertain environment 181 Case study Interpretive dynamics: fast-moving markets Interpretive dynamics: resource development 191 Case study Proactive dynamics: developing a dynamic business framework Proactive dynamics: aggressive competitive strategies Proactive dynamics: developing co-operation Proactive dynamics: using game theory Chapter 6 Prescriptive purpose delivered through mission, objectives and ethics Case study Shaping the purpose of the organisation Developing a strategic vision for the future 226 Case study Stakeholder power analysis 232 Case study Corporate governance and the purpose of the organisation Purpose shaped by ethics and corporate social responsibility Developing the mission 247 Case study Developing the objectives Chapter 7 Purpose emerging from knowledge, technology and innovation Case study Understanding and measuring knowledge 262 Case study Knowledge creation and purpose 270 Case study Using technology to develop purpose and competitive advantage 276 Case study Innovation and purpose 283 Case study How to innovate: the 'ideas' process Part 3 DEVELOPING THE STRATEGY Chapter 8 Developing business-level strategy options Case study viii
4 8.1 Purpose and the SWOT analysis - the contribution of Andrews 8.2 Environment-based options: generic strategies - the contribution of Porter Case study 8.2 Case study Environment-based strategic options: the market options matrix 8.4 Environment-based strategic options: the expansion method matrix Case study Resource-based strategic options: the value chain 8.6 Resource-based strategic options: the resource-based view 8.7 Resource-based strategic options: cost reduction 8.8 Options related to green strategy Chapter 9 Developing corporate-level strategy options Case study Corporate-level strategy: the benefits and costs of diversifying 9.2 Corporate options: degrees of diversification 9.3 Corporate strategy and the role of the centre - the principle of parenting Case study Corporate strategy: decisions about the company's diversified portfolio of products Case study The tools of corporate-level options: from acquisitions to restructuring Chapter 10 Strategy evaluation and development: the prescriptive process Case study CONTENTS 10.1 Prescriptive strategy content: evaluation against six criteria 379 Case study Strategy evaluation: procedures and techniques Applying empirical evidence and guidelines 393 Case study The classic prescriptive model of strategic management: exploring the process Evaluating and selecting green strategy options 405 Case study Appendix Chapter 11 Finding the strategic route : mainly emergent approaches Case study The importance of strategy context 420 Case study The survival-based strategic route The uncertainty-based strategic route 428 Case study The network-based strategic route 436 Case study The learning-based strategic route International considerations Chapter 12 Organisational structure, style and people issues Case study Strategy before structure? 12.2 Building the organisation's structure; basic principles IX
5 12.3 The choice of management style and culture Case study Types of organisational structure 12.5 Organisational structures for innovation Case study Motivation and staffing in strategy implementation Part 4 THE IMPLEMENTATION PROCESS Chapter 13 Implementing and controlling the strategic plan Case study The nature and limitations of the implementation process 13.2 Objectives; task setting and communicating the strategy Case study Resource allocation Case study Information, monitoring and control 13.5 The Balance Scorecard: the contribution of Kaplan and Norton Case study Prescriptive strategic planning Chapter 14 Developing and implementing customer-driven strategy Case study Customers and customer-driven strategy - the contribution of Theodore Levitt Customer profiling and sustainable competitive advantage 535 Case study Strategy implications: analysing and implementing branding and reputation Strategy implications: communicating with customers and stakeholders Strategy implications: strategic pricing and value for money Strategy implications: quality objectives and customers 550 Case study Chapter 15 Managing strategic change Case study The basic concept of strategic change Analysing the causes of strategic change 568 Case study Prescriptive approaches to managing strategic change 574 Case study Emergent approaches to managing change 578 Case study Developing a strategic change programme Part 5 DIFFERENT STRATEGY CONTEXTS AND BUILDING A COHESIVE STRATEGY Chapter 16 Strategic leadership Case study What is strategic leadership What makes a successful leader? 600 Case study How leaders shape organisations using culture and style How leaders cope with power 614 Case study Successful strategic leadership
6 Chapter 17 Entrepreneurial strategy Case study Entrepreneurial strategy: theory and practice Entrepreneurial strategy: personal aspects and risk taking 633 Case study The four drivers of entrepreneurial strategy: imagination, ideas, invention, and innovation Entrepreneurial strategy: competitive advantage and ownership 640 Case study Implementing entrepreneurial strategy Chapter 18 Government, public sector and not-for-profit strategies Case study 18.1 / Analysing the strategic environment in public sector strategy Analysing resources in the public and not-for-profit sectors 662 Case study Exploring the purpose of public and not-for-profit organisations Context, content and process in public sector strategy Implementation in public sector strategy 674 Case study Acknowledgements Chapter 19 International expansion and globalisation strategies Case study International expansion and globalisation: their meaning and importance 690 Case study World trade and the international expansion strategies of companies Influence of institutions involved in international trade 703 Case study International and global expansion strategies: the company perspective International and global expansion strategies: organisation structures Developing international relationships such as alliances and joint ventures Chapter 20 Building a cohesive strategy Case study Cohesion in prescriptive and emergent processes Building a cohesive strategy - a worked example 734 Case study Developing the business model Longer-term strategy issues 742 Case study Part 6 INTEGRATIVE AND LONGER CASE STUDIES How to analyse and prepare strategy cases Europe's leading airlines: budget strategy or bust? Global beer and lager: exploring strategies in a mature market SABMiller: South Africa goes quietly global Prescriptive and emergent strategy? Risks and challenges for global car companies - including green strategies Competitive prescriptive strategy - the battle between the top five car companies 776 XI
7 6 Competitive and new entry strategies: tricky time for Tata Motors Strategic change: the rise and fall of CEO Carly Fiorina at Hewlett-Packard Strategy development: what can companies learn from 'Chainsaw Al'? Sorting out Sony: restoring the profits and the innovative fire Emergent strategy: what's the new smart strategy for PCs, media tablets and mobiles? Public sector strategy: how Galileo ended up in serious trouble 12 Emergent strategy: who will stop Apple's dominance of the music delivery business? Glossary Index Supporting resources Visit to find valuable online resources Companion Website for students Video summaries of each chapter Videos to accompany the long case studies Additional material, including further cases studies, questions and checklists, to expand your knowledge and aid your understanding Case Study Guide offering help with reading, analysing and presenting cases A searchable online glossary to explain key terms For instructors Complete, downloadable Instructor's Manual, including teaching notes on the book and the case studies A bank of additional case studies from the previous edition of the book PowerPoint slides that can be downloaded and used as OHTs For more information please contact your local Pearson Education sales consultant or visit XII
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