Strategic Management Competitiveness and Globalization, Concepts with InfoTrac College Edition

, by Hitt, Michael A.; Ireland, R. Duane; Hoskisson, Robert E.

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ISBN: 9780324048919 | 0324048912
Cover: Paperback
Copyright: 7/19/2000

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Are you looking for the perfect tool to guide you in today's fast paced business world? In STRATEGIC MANAGEMENT: COMPETITIVENESS AND GLOBALIZATION you will discover a unique model that blends both new and old ideas resulting in a cutting edge, accurate and relevant text. Specific examples, models, and figures emphasize important points and make the text easy to understand.

PART 1 STRATEGIC MANAGEMENT INPUTS

Strategic Management and Strategic Competitiveness

(44)

E-Commerce Strategy: Changing the Nature of Competition

(4)

The Challenge of Strategic Management

(2)

The 21st Century Competitive Landscape

(12)

The Impermanence of Success

(2)

The Global Economy

(2)

The March of Globalization

(3)

Technology and Technological Changes

(2)

Compaq Is Flailing against Internet Technological Trends

(2)

The I/O Model of Above-Average Returns

(2)

The Resource-Based Model of Above-Average Returns

(3)

Strategic Intent and Strategic Mission

(2)

Strategic Intent

(1)

Strategic Mission

(1)

Stakeholders

(6)

Classification of Stakeholders

(4)

Both Qwest Communication and Global Crossing Make Offers for U.S. West

(2)

Organizational Strategists

(3)

The Work of Effective Strategists

(1)

The Strategic Management Process

(2)

Summary

(1)

Review Questions

(1)

Application Discussion Questions

(1)

Ethics Questions

(1)

Internet Exercise

(1)

Notes

(5)

The External Environment: Opportunities, Threats, Industry Competition, and Competitior Analysis

(46)

The Globalization of General Electric

(3)

The General, Industry, and Competitor Environments

(2)

External Environmental Analysis

(3)

Scanning

(1)

Monitoring

(1)

Forecasting

(1)

Assessing

(1)

Segments of the General Environment

(13)

The Demographic Segment

(2)

The Economic Segment

(2)

The Political/Legal Segment

(1)

The Sociocultural Segment

(2)

The Technological Segment

(2)

The Global Segment

(2)

Dell's Direct Business Model Leads to Strategic Success in China

(1)

Industry Environment Analysis

(12)

Threat of New Entrants

(3)

Bargaining Power of Suppliers

(1)

Bargaining Power of Buyers

(1)

Threat of Substitute Products

(1)

Intensity of Rivalry among Competitors

(1)

Amazon.com and Barnesandnoble.com: A Continuing Rivalry

(4)

Interpreting Industry Analyses

(1)

Strategic Groups

(1)

The Value of Strategic Group Analysis

(1)

Competitor Analysis

(5)

Competitive Intelligence and the Internet

(2)

Summary

(1)

Review Questions

(1)

Application Discussion Questions

(1)

Ethics Questions

(1)

Internet Exercise

(1)

Notes

(4)

The Internal Environment: Resources, Capabilities, and Core Competencies

(48)

Brands as a Source of Competitive Advantage

(6)

The Importance of Internal Analysis

(6)

The Challenge of Internal Analysis

103

(2)

Resources, Capabilities, and Core Competencies

105

(9)

Resources

105

(3)

Capabilities

108

(2)

Knowledge Management and Sustainable Competitive Advantage

110

(3)

Core Competencies

113

(1)

Building Core Competencies

114

(13)

Criteria of Sustainable Competitive Advantage

114

(4)

Trust: Is it Valuable, Rare, Costly to Imitate, and Nonsubstitutable?

118

(2)

Value Chain Analysis

120

(3)

Creating Value at FedEx and UPS

123

(4)

Outsourcing

127

(2)

Core Competencies: Cautions and Reminders

129

(2)

Strategic Inputs and Strategic Actions

131

(1)

Summary

131

(1)

Review Questions

132

(1)

Application Discussion Questions

133

(1)

Ethics Questions

133

(1)

Internet Exercise

134

(1)

Notes

134

(6)

PART 2 STRATEGIC ACTIONS: STRATEGY FORMULATION

Business-Level Strategy

140

(44)

The Internet, Customer (Buyer) Power, and Business-Level Strategy

141

(6)

Customers: Who, What, and How

147

(6)

Who: Determining the Customers to Serve

149

(3)

What: Determining the Customer Needs to Satisfy

152

(1)

How: Determining Core Competencies Necessary to Satisfy Customers' Needs

153

(1)

Types of Business-Level Strategy

153

(26)

Cost Leadership Strategy

155

(5)

Competitive Risks of the Cost Leadership Strategy

160

(1)

Differentiation Strategy

161

(1)

Sony Corporation's Use of the Differentiation Business-Level Strategy

162

(4)

Gap's Success and the Risk of Cannibalization by Its Own Offspring

166

(1)

Competitive Risks of the Differentiation Strategy

167

(1)

Focus Strategies

168

(3)

Competitive Risks of Focus Strategies

171

(1)

Integrated Cost Leadership/Differentiation Strategy

172

(3)

Competitive Risks of the Integrated Cost Leadership/Differentiation Strategy

175

(1)

Merrill Lynch Compromises Its Differentiation Strategy by Implementing an On-line Strategy

176

(3)

Summary

179

(1)

Review Questions

180

(1)

Application Discussion Questions

180

(1)

Ethics Questions

180

(1)

Internet Exercise

181

(1)

Notes

181

(3)

Competitive Dynamics

184

(44)

The Global Competitive Landscape Is Changing: Wal-Mart Is on the Move

185

(2)

Increased Rivalry in the New Competitive Landscape

187

(3)

Model of Competitive Dynamics and Rivalry

190

(6)

Market Commonality

192

(1)

Air Wars: Competitive Rivalry among Airlines

193

(2)

Resource Similarity

195

(1)

Likelihood of Attack

196

(4)

First, Second, and Late Movers

197

(3)

Likelihood of Response

200

(5)

Type of Competitive Action

200

(1)

Actor's Reputation

201

(1)

Car Wars: The Battle for Survival

202

(1)

Dependence on the Market

203

(2)

Firms' Abilities to Take Action and Response

205

(8)

Relative Size of Firm

205

(2)

Cola Wars, Water Wars, and Going for the Jugular Vein

207

(1)

Speed of Competitive Actions and Competitive Responses

208

(1)

Innovation

209

(1)

Quality

210

(3)

Outcomes of Interfirm Rivalry

213

(8)

Competitive Market Outcomes

214

(2)

Competing in Fast-Cycle Markets

216

(2)

Competitive Dynamics and Industry Evolution Outcomes

218

(3)

Summary

221

(1)

Review Questions

222

(1)

Application Discussion Questions

223

(1)

Ethics Questions

223

(1)

Internet Exercise

223

(1)

Notes

224

(4)

Corporate-Level Strategy

228

(44)

CMGI: A Diversified Internet Conglomerate

229

(4)

History of Diversification

233

(1)

Levels of Diversification

234

(3)

Low Levels of Diversification

235

(1)

Moderate and High Levels of Diversification

236

(1)

Reasons for Diversification

237

(2)

Related Diversification

239

(9)

Operational Relatedness: Sharing Activities

240

(2)

Corporate Relatedness: Transferring of Core Competencies

242

(1)

Williams Companies Transfers Its Skills from Natural-Gas Pipelines to Internet Pipelines

243

(1)

Market Power

244

(4)

Unrelated Diversification

248

(6)

Efficient Internal Capital Market Allocation

249

(1)

Refocusing Large Diversified Business Groups in Emerging Economies

250

(3)

Restructuring

253

(1)

Diversification: Incentives and Resources

254

(7)

Incentives to Diversify

254

(6)

Resources and Diversification

260

(1)

Extent of Diversification

261

(1)

Managerial Motives to Diversify

261

(5)

AOL's Diversification Merger with Time Warner

264

(2)

Summary

266

(1)

Review Questions

267

(1)

Application Discussion Questions

267

(1)

Ethics Questions

267

(1)

Internet Exercise

268

(1)

Notes

268

(4)

Acquisition and Restructuring Strategies

272

(40)

The Internet: Diving Mergers and Acquisitions in the Global Economy

273

(2)

The Increasing Use of Merger and Acquisition Strategies

275

(21)

Mergers, Acquisitions, and Takeovers: What Are the Differences?

276

(1)

Reasons for Acquisitions

277

(3)

BP Amoco and Atlantic Richfield Co.: A Case of Intentions and Realities in the World of Acquisitions

280

(4)

Daimler-Benz and Chrysler Corporation: Will It Be a Successful Union?

284

(4)

Problems in Achieving Acquisition Success

288

(8)

Effective Acquisitions

296

(2)

Restructuring

298

(8)

Successful Acquisitions the Cisco Systems Way

299

(1)

Downsizing

300

(1)

Downscoping

301

(1)

Leveraged Buyouts

302

(1)

Restructing Outcomes

303

(3)

Summary

306

(1)

Review Questions

307

(1)

Application Discussion Questions

307

(1)

Ethics Questions

307

(1)

Internet Exercise

308

(1)

Notes

308

(4)

International Strategy

312

(46)

Technology and Globalization: A Changing Landscape in the 21st Century

313

(4)

Identifying International Opportunities: The Incentive to Pursue an International Strategy

317

(6)

Increased Market Size

320

(1)

Return on Investment

321

(1)

Economies of Scale and Learning

322

(1)

Location Advantages

323

(1)

International Strategies

323

(11)

International Business-Level Strategy

323

(1)

The Decade of Europe: 2000-2010

324

(7)

International Corporate-Level Strategy

331

(3)

Environmental Trends

334

(3)

Awakening of the Asian Tiger

335

(2)

Regionalization

337

(1)

Choice of International Entry Mode

337

(6)

Exporting

338

(1)

Licensing

339

(1)

Strategic Alliances

340

(1)

Acquisitions

340

(2)

New Wholly Owned Subsidiary

342

(1)

Dynamics of Mode of Entry

342

(1)

Strategic Competitiveness Outcomes

343

(2)

International Diversification and Returns

343

(1)

International Diversification and Innovation

344

(1)

Complexity of Managing Multinational Firms

345

(1)

Risks in an International Environment

345

(6)

Political Risks

345

(1)

LAU: Is There an Opportunity for a Latin American Union?

346

(3)

Economic Risks

349

(1)

Limits to International Expansion: Management Problems

350

(1)

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Strategic Management Competitiveness and Globalization, Concepts with InfoTrac College Edition

Summary

Table of Contents

Supplemental Materials