Strategic Management ^{4th Ed.}

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• Part One: Introduction to Strategic Management
1. The Strategic Management Process
• Opening Case: Jill Barad's Strategy for Mattel
• Overview
• Strategic Planning
• Strategic Managers
• Strategic Leaders
• Strategy as an Emergent Process
• Strategic Planning in Practice
• Improving Strategic Decision Making
• Summary of Chapter
• Discussion Questions
• Practicing Strategic Management
2. Stakeholders and the Corporate Mission
• Opening Case: Bill Agee and the Fall of Morrison Knudsen
• Overview
• Stakeholders
• The Mission Statement
• Corporate Governance and Strategy
• Strategy and Ethics
• Summary of Chapter
• Discussion Questions
• Practicing Strategic Management
• Part Two: The Nature of Competitive Advantage
3. External Analysis: The Identification of Industry Opportunities and Threats
• Opening Case: Boom and Bust in the Market for DRAMS
• Overview
• The Five Forces Model
• Strategic Groups Within Industries
• Limitations of the Five Forces and Strategic Group Models
• Competitive Changes During an Industry's Evolution
• Globalization and Industry Structure
• The National State and Competitive Advantage
• Summary of Chapter
• Discussion Questions
• Practicing Strategic Management
4. Internal Analysis: Resources, Capabilities, and Competitive Advantage
• Opening Case: The Rise of Intel
• Overview
• Competitive Advantage: Value Creation, Low Cost, and Differentiation
• The Generic Building Blocks of Competitive Advantage
• Business Functions, the Value Chain, and Value Creation
• Distinctive Competencies, Resources and Capabilities
• The Durability of Competitive Advantage
• Why Do Companies Fail?
• Avoiding Failure and Sustaining Competitive Advantage
• Summary of Chapter
• Discussion Questions
• Practicing Strategic Management
• Part Three: Strategies
5. Building Competitive Advantage Through Functional-Level Strategy
• Opening Case: Reengineering Lloyds Bank
• Overview
• Achieving Superior Efficiency
• Achieving Superior Quality
• Achieving Superior Innovation
• Achieving Superior Customer Responsiveness
• Summary of Chapter
• Discussion Questions
• Practicing Strategic Management
6. Business-Level Strategy
• Opening Case: Ford's Difficult Balancing Act
• Overview
• What Is Business-Level Strategy
• Choosing a Generic Business-Level Strategy
• Strategic Groups and Business-Level Strategy
• Choosing an Investment Strategy at the Business Level
• Summary of Chapter
• Discussion Questions
• Practicing Strategic Management
7. Competitive Strategy and the Industry Environment
• Opening Case: The Burger Wars
• Overview
• Strategies in Fragmented Industries
• Strategic in Embryonic and Growth Industries
• Strategy in Mature Industries
• Strategies to Deter Entry in Mature Industries
• Strategies to Manage Rivalry in Mature Industries
• Supply-and-Distribution Strategy in Mature Industries
• Strategies in Declining Industries
• Summary of Chapter
• Discussion Questions
• Practicing Strategic Management
8. Strategy in the Global Environment
• Opening Case: IKEA
• Overview
• Profiting from Global Expansion
• Pressures for Cost Reductions and Local Responsiveness
• Strategic Choice
• The Choice of Entry Mode
• Global Strategic Alliances
• Making Strategic Alliances Work
• Summary of Chapter
• Discussion Questions
• Practicing Strategic Management
9. Corporate Strategy — Vertical Integration, Diversification, and Strategic Alliances
• Opening Case: Rockwell International
• Overview
• Concentration on a single Business
• Vertical integration
• Alternatives to Vertical Integration: Cooperative Relationships and Strategic Outsourcing
• Diversification
• Strategic Alliances as an Alternatives to Diversification
• Summary of Chapter
• Discussion Questions
• Practicing Strategic Management
10. Corporate Development — Building and Restructuring the Corporation
• Part Four: Implementing Strategy
11. Designing Organizational Structure
• Opening Case: Breaking Up AT&T
• Overview
• Reviewing the Corporate Portfolio
• Internal New Venturing as an Entry Strategy
• Acquisitions as an Entry Strategy
• Joint Ventures as an Entry Strategy
• Benchmarking
• Turnaround Strategies
• Summary of Chapter
• Discussion Questions
• Practicing Strategic Management
12. Designing Strategic Control Systems
• Opening Case: Chrysler's Cross-Functional Product Teams
• Overview
• What Is Strategic Control?
• Strategic Control Systems
• Organizational Culture
• Strategic Reward Systems
• Summary of Chapter
• Discussion Questions
• Practicing Strategic Management
13. Matching Structure and Control to Strategy
• Opening Case: A Turnaround at Digital Equipment
• Overview
• Structure and Control at the Functional Level
• Structure and Control at the Business Level
• Designing a Global Structure
• Structure and Control at the Corporate Level
• Special Issues in Strategy ⋅ Structure Choice
• Summary of Chapter
• Discussion Questions
• Practicing Strategic Management
14. Implementing Strategic Change
• Opening Case: Raising Quality at Eastman Chemicals
• Overview
• Strategic Change
• Determining the Need for Change
• Determining the Obstacles to Change
• Implementing Strategic Change and the Role of Organizational Politics
• Managing and Evaluating Change
• Summary of Chapter
• Discussion Questions
• Practicing Strategic Management
• Part Five: Cases in Strategic Management
• Introduction: Analyzing a Case Study and Writing a Case Study Analysis
• Section A: Small-Business and Entrepreneurship Cases
1. Coral Divers Resort
2. inland technologies, inc.: "An ISO 9001 Certified Company"
3. NTN Communications, Inc. — Interactive Television: The Future Is Now
4. Soft-Logik Publishing Corporation
5. Computer, Inc.
• Section B: Business Level: Domestic and Global Cases
6. Microsoft Corp. in 1996
7. America Online and the Internet
8. Amazon.com
9. Kentucky Fried Chicken and the Global Fast Food Industry
10. Ben & Jerry's Homemade, Inc.: "Yo! I'm Your CEO!"
11. Starbucks Corporation: Still Perking
12. Steinway & Sons
13. Tootsie Roll Industries, Inc.
14. Perdue Farms. Inc. — 1995
15. W.L. Gore & Associates, Inc. — 1996
16. Perrigo Company
17. The Evolution of the Air Express Industry, 1973-1996
18. Airborne Express in 1996
19. Southwest Airlines
20. The Boeing Commercial Airplane Group: Design Process Evolution
21. The National Bicycle Industrial Company of Japan: Implementing a Strategy of Mass-Customization
22. Ford of Europe: Fall from the Top
23. Ford 2000
24. Transformation of Harley-Davidson
25. Seattle City Light: Leadership, Politics, Power, and Inertia
26. Michael Eisner's Walt Disney Company
27. The Walt Disney Company in 1990s: Part Two
28. Blockbuster Entertainment in 1996
29. Video Concepts, Inc.
• Section C: Corporate Level: Domestic and Global Cases
30. The Evolution of Viacom, Inc.
31. Goodyear: The Gault Years
32. Hanson PLC (A): The Acquisition Machine
33. Hanson PLC (B): Breaking It Up
34. Philips NV
35. Asea Brown Bovery
36. First Greyhound, Then Greyhound Dial, Then Dial, Now What?
37. Rhône — Poulenc (A) and (B)
38. Pharmacia & Upjohn

Leaves you with a feeling of having missed something. Then you read Strategy Safari by Mintzberg and wonder why you bought this trash.