For undergraduate and graduate strategy courses.This text is a short, up-to-date, practitioner oriented guide to strategy formulation for the established executive.
New To This Edition
For undergraduate and graduate strategy courses.
This text is a short, up-to-date, practitioner oriented guide to strategy formulation for the established executive.
Strategy and Performance
Modern cases and studies are integrated throughout the text with the executive in mind to encourage higher level analysis and discussion of real-world scenarios.
The studies covered include:
* Good to Great: Why Some Companies Make the Leap...and Others Don't, by Jim Collins - Focuses on what good companies can do to become truly great.
* What Really Works: The 4+2 Formula for Sustained Business Success, by Joyce, Nohria, and Roberson in association with McKinsey & Co. - A groundbreaking, five-year study aimed at identifying the must-have management practices that truly produce superior results.
Strategic Ecosystems
The third edition of this text includes a new section on strategic "ecosystems" and an enhanced discussion of the importance of embedding corporate values in strategy formulation, to enhance the definition of strategy.
In addition, Chapter 1:
* Differentiates between crafting a strategy and enhancing an organization's operational effectiveness.
* Introduces the concept of a competitive advantage cycle.
* Defines such commonly used terms as mission, vision, strategic intent and stretch.
Global Tectonics
Chapter 3 has been updated to include a section on "Global Tectonics" - the process by which developing trends in technology, nature, and society slowly revolutionize the business environment, much like the earth's tectonic plates shift the ground beneath our feet.
This is meant to enhance student knowledge of the influences of the external strategic environment.
Global Strategy Formulation
Chapter 8 has been updated to include a more thorough discussion of country/region analysis and how similarities between countries and markets can obscure opportunities rooted in advantage based on differences.
Corporate Strategy: Managing the Portfolio
Chapter 10 has undergone three major changes:
* The discussion of portfolio models was expanded to include McKinsey's MAPS model, which includes a measure of each business unit's stand-alone value within the corporation, but it adds a measure of each business unit's fitness for sale to other companies.
* The concept of portfolio management alliances is introduced.
The discussion on corporate strategic planning has been updated to reflect the new competitive dynamics faced by multinationals in the twenty-first century
Features and Benefits
top
For undergraduate and graduate strategy courses.
This text is a short, up-to-date, practitioner oriented guide to strategy formulation for the established executive.
Strategy and Performance
Modern cases and studies are integrated throughout the text with the executive in mind to encourage higher level analysis and discussion of real-world scenarios.
The studies covered include:
* Good to Great: Why Some Companies Make the Leap...and Others Don't, by Jim Collins - Focuses on what good companies can do to become truly great.
* What Really Works: The 4+2 Formula for Sustained Business Success, by Joyce, Nohria, and Roberson in association with McKinsey & Co. - A groundbreaking, five-year study aimed at identifying the must-have management practices that truly produce superior results.
Strategic Ecosystems
The third edition of this text includes a new section on strategic "ecosystems" and an enhanced discussion of the importance of embedding corporate values in strategy formulation, to enhance the definition of strategy.
In addition, Chapter 1:
* Differentiates between crafting a strategy and enhancing an organization's operational effectiveness.
* Introduces the concept of a competitive advantage cycle.
* Defines such commonly used terms as mission, vision, strategic intent and stretch.
Global Tectonics
Chapter 3 has been updated to include a section on "Global Tectonics" - the process by which developing trends in technology, nature, and society slowly revolutionize the business environment, much like the earth's tectonic plates shift the ground beneath our feet.
This is meant to enhance student knowledge of the influences of the external strategic environment.
Global Strategy Formulation
Chapter 8 has been updated to include a more thorough discussion of country/region analysis and how similarities between countries and markets can obscure opportunities rooted in advantage based on differences.
Corporate Strategy: Managing the Portfolio
Chapter 10 has undergone three major changes:
* The discussion of portfolio models was expanded to include McKinsey's MAPS model, which includes a measure of each business unit's stand-alone value within the corporation, but it adds a measure of each business unit's fitness for sale to other companies.
* The concept of portfolio management alliances is introduced.
* The discussion on corporate strategic planning has been updated to reflect the new competitive dynamics faced by multinationals in the twenty-first century.
Table of Contents
top
Chapter One - What is Strategy?
Chapter Two - Strategy and Performance
Chapter Three - Analyzing the External Strategic Environment
Chapter Four - Analyzing an Industry
Chapter Five - Analyzing an Organization's Strategic Resource Base
Chapter Six - Formulating Business Unit Strategy
Chapter Seven - Business Unit Strategy: Contexts and Special Dimensions
Chapter Eight - Global Strategy Formulation
Chapter Nine - Corporate Strategy: Shaping the Portfolio
Chapter Ten - Corporate Strategy: Managing the Portfolio
