Strategic Management and Competitive Advantage:International EditionDescription |
For courses in strategy and strategic management.
Core strategic management concepts without the excess.
Just the essentials—Strategic Management and Competitive Advantage strips out excess by only presenting material that answers the question: does this concept help students analyze cases and real business situations? This carefully crafted approach provides students with all the tools necessary for strategic analysis.
The third edition continues to be integrated around the highly successful VRIO framework while incorporating new opening cases and an entire chapter devoted to international management.  |
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Features |
- Less is more. Strategic Management and Competitive Advantage has kept its streamlined look, resisting the tendency to let the text get longer with every new edition. By maintaining this approach, students develop only the most crucial decision making skills, without having to skim through pages of irrelevant bulk.
- The VRIO Framework is a theory-based, multi-chapter organizing mechanism that provides a decision-making framework for students to use in analyzing case and business situations. VRIO integrates two existing theoretical frameworks: the positioning perspective and the resource-based view.
- The fundamental concepts. Even though this text is streamlined, it still contains all the core ideas and theories essential to a strategy course. Ideas such as the five forces framework, value chain analysis, generic strategies and corporate strategy are included. And because the VRIO framework provides a single integrative structure, the text addresses key issues that have been ignored elsewhere such as vertical integration, outsourcing, real options logic, mergers and acquisitions and more.
- Flexibility for students and professors. One of the great features of this text is the flexibility it allows both the student and professor. Each chapter has four short sections that present specific issues in more depth, allowing the professor and the student to adapt the text to their particular needs:
- Strategy in Depth—Examines the intellectual foundations that are behind the way managers think about the practice strategy today.
- Strategy in the Emerging Enterprise—Presents examples of strategic challenges faced by new and emerging enterprises.
- Ethics and Strategy—Delves into some of the ethical dilemmas that managers face as they confront strategic decisions.
- Research Made Relevant—Includes recent research related to topics in the chapter. - NEW! Opening cases and examples for analysis have been added to challenge thought and coax the student through the text’s educational process.
- NEW! Chapter 11: International Strategy. The international management content that was located in each chapter in the previous editions has been edited out and made into its own chapter in the third edition. Chapter 11 has the same basic framework that applies to the rest of the text, but also includes the understanding of international business from competing firms.
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New to this Edition |
- NEW! Opening cases and examples for analysis have been added to challenge thought and coax the student through the text’s educational process.
- NEW! Chapter 11: International Strategy. The international management content that was located in each chapter in the previous editions has been edited out and made into its own chapter in the third edition. Chapter 11 has the same basic framework that applies to the rest of the text, but also includes the understanding of international business from competing firms.
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Table of Contents |
PART 1: THE TOOLS OF STRATEGIC ANALYSIS
Chapter 1: What Is Strategy and the Strategic Management Process?
Chapter 2: Evaluating a Firm’s External Environment
Chapter 3: Evaluating a Firm’s Internal Capabilities
End-of-Part Cases 1:
1.1 Bally Total Fitness
1.2 Wal-Mart Stores Inc. in 2008
1.3 Harlequin Enterprises: The Mira Decision
1.4 True Religion and the Premium Jeans Industry
PART 2: BUSINESS-LEVEL STRATEGIES
Chapter 4: Cost Leadership
Chapter 5: Product Differentiation
End-of-Part Cases 2:
2.1 JetBlue
2.2 Nucor in 2005
2.3 The Levi’s Personal Pair Proposal
2.4 Papa John’s International, Inc.: 21st Century Growth Challenges
PART 3: CORPORATE STRATEGIES
Chapter 6: Vertical Integration
Chapter 7: Corporate Diversification
Chapter 8: Organizing to Implement Corporate Diversification
Chapter 9: Strategic Alliances
Chapter 10: Mergers and Acquisitions
Chapter 11: International Strategy
End-of-Part Cases 3:
3.1 eBay Customer Support Outsourcing
3.2 Nucleon, Inc.
3.3 Cooper Industries’ Corporate Strategy (A)
3.4 Louis Vuitton Moet Hennessy: In Search of Synergies in the Global Luxury Industry
3.5 Extending the “Easy” Business Model
3.6 Ben & Jerry’s—Japan
3.7 Aegis Analytical Corporation’s Strategic Alliances
3.8 Activision Blizzard |
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