Exploring Corporate Strategy
Text and Cases 7th

Authors:
Gerry Johnson
Kevan Scholes
Richard Whittington

1070p

全书全彩印，原版效果。




Part I • INTRODUCTION 1
Introduction to Part I3
Chapter 1Introducing Strategy5
Commentary on Part I • Strategy Lenses41
Part II • THE STRATEGIC POSITION 59
Introduction to Part II61
Chapter 2The Environment63
Chapter 3Strategic Capability115
Chapter 4Expectations and Purposes163
Commentary on Part II • Coping with Complexity: The ‘Business Idea’223
Part III • STRATEGIC CHOICES 233
Introduction to Part III235
Chapter 5Business-Level Strategy239
Chapter 6Corporate-Level and International Strategy279
Chapter 7Directions and Methods of Development339
Commentary on Part III • Strategy Selection383
Part IV • STRATEGY INTO ACTION 391
Introduction to Part IV393
Chapter 8Organising for Success395
Chapter 9Enabling Success445
Chapter 10Managing Strategic Change503
Commentary on Part IV • Strategy into Action551
Part V • HOW STRATEGY DEVELOPS 559
Introduction to Part V561
Chapter 11Understanding Strategy Development563
Commentary on Part V • Strategy Development in Organisations603
List of Illustrations xvii
List of Exhibits xix
Preface xxii
Getting the Most from Exploring Corporate Strategy xxvi
Guided Tour of the Book xxx
Guided Tour of the Companion Website xx
Acknowledgements xxxiv
INTRODUCTION
Introduction to Part I 3
1 Introducing Strategy 5
1.1What is strategy?6
1.1.1The characteristics of strategic decisions6
1.1.2Levels of strategy11
1.1.3The vocabulary of strategy12
1.2Strategic management15
1.2.1The strategic position17
1.2.2Strategic choices18
1.2.3Strategy into action19
1.2.4Strategy development processes19
1.3Strategy as a subject of study20
1.4Strategic management in different contexts21
1.4.1The small business context22
1.4.2The multinational corporation22
1.4.3Manufacturing and service organisations23
1.4.4Strategy in the public sector23
1.4.5The voluntary and not-for-profit sectors26
1.5The challenges of strategic management26
1.5.1Strategic drift27
1.5.2Contemporary themes affecting strategy development28
1.5.3The strategy lenses31
Summary34
Recommended key readings35
References35
Work assignments36
Case example: Electrolux 37
Part I
THE STRATEGIC POSITION
Introduction to Part II 61
2 The Environment 63
2.1Introduction64
2.2The macro-environment65
2.2.1The PESTEL framework65
2.2.2Key drivers of change69
2.2.3Porter’s Diamond71
2.2.4Building scenarios76
2.3Industries and sectors77
2.3.1Sources of competition – the five forces framework78
2.3.2The dynamics of competition87
2.4Competitors and markets89
2.4.1Strategic groups89
2.4.2Market segments91
2.4.3Identifying the strategic customer96
2.4.4Understanding what customers value – critical
success factors96
2.5Opportunities and threats98
2.5.1Strategic gaps99
2.5.2SWOT102
Summary103
Recommended key readings104
References104
Work assignments106
Case example: Global forces and the European brewing industry 108
3 Strategic Capability 115
3.1Introduction116
3.2Foundations of strategic capability117
3.2.1Resources and competences117
3.2.2Threshold capabilities119
3.2.3Unique resources and core competences121
3.3Cost efficiency121
3.4Capabilities for sustainable competitive advantage124
3.4.1Value of strategic capabilities125
3.4.2Rarity of strategic capabilities125
3.4.3Robustness of strategic capabilities127
3.4.4Non-substitutability132
3.4.5Dynamic capabilities132
3.5Organisational knowledge133
3.6Diagnosing strategic capability136
3.6.1The value chain and value network136
3.6.2Activity maps141
Part II
STRATEGIC CHOICES
Introduction to Part III 235
5 Business-Level strategy 239
5.1Introduction240
5.2Identifying strategic business units241
5.3Bases of competitive advantage: the ‘strategy clock’242
5.3.1Price-based strategies (routes 1 and 2)245
5.3.2Differentiation strategies (route 4)246
5.3.3The hybrid strategy (route 3)248
5.3.4Focused differentiation (route 5)251
5.3.5Failure strategies (routes 6, 7 and 8)252
5.4Sustaining competitive advantage252
5.4.1Sustaining price-based advantage252
5.4.2Sustaining differentiation-based advantage254
5.4.3The delta model and lock-in256
5.5Competitive strategy in hypercompetitive conditions258
5.5.1Repositioning258
5.5.2Overcoming competitors’ market-based moves259
5.5.3Overcoming competitors’ barriers260
5.5.4Ingredients of successful hypercompetitive strategies260
5.6Competition and collaboration261
5.7Game theory264
5.7.1Simultaneous games265
5.7.2Sequential games268
5.7.3Repeated games269
5.7.4Changing the rules of the game270
Summary272
Recommended key readings272
References273
Work assignments274
Case example: Madonna: still the reigning queen of pop? 275
6 Corporate-Level and International Strategy 279
6.1Introduction280
6.2Product/market diversity282
6.2.1Related diversification285
6.2.2Unrelated diversification288
6.2.3Diversification and performance290
6.3International diversity and international strategy291
6.3.1Reasons for international diversity291
6.3.2Market selection and entry293
6.3.3The international value network297
6.3.4International strategies300
6.3.5International diversity and performance301
Part III