(Ebook PDF) Strategic Management Theory and Cases An Integrated Approach 1st edition by Charles Hill 9798214353487 full chapters

Strategic Management: Theory & Cases: An Integrated Approach 1st edition by Charles Hill – Ebook PDF Instant Download/DeliveryISBN: 9798214353487 

Full download Strategic Management: Theory & Cases: An Integrated Approach 1st edition after payment.

Product details:

ISBN-13 ‏ : ‎ 9798214353487

Author :  Charles Hill  

MindTap for Hill/Schilling/Jones’ Strategic Management: Theory & Cases, 13th helps you learn on your terms. INSTANT ACCESS IN YOUR POCKET. Take advantage of the MindTap Mobile App to learn on your terms. Read or listen to textbooks and study with the aid of instructor notifications, flashcards and practice quizzes. MINDTAP HELPS YOU CREATE YOUR OWN POTENTIAL. GEAR UP FOR ULTIMATE SUCCESS. Track your scores and stay motivated toward your goals. Whether you have more work to do or are ahead of the curve, you’ll know where you need to focus your efforts. And the MindTap Green Dot will charge your confidence along the way.MINDTAP HELPS YOU OWN YOUR PROGRESS. MAKE YOUR TEXTBOOK YOURS. No one knows what works for you better than you. Highlight key text, add notes and create custom flashcards. When it’s time to study, everything you’ve flagged or noted can be gathered into a guide you can organize.

Strategic Management: Theory & Cases: An Integrated Approach 1st Table of contents:

Part 1. Introduction to Strategic Management
Chapter 1. Strategic Leadership: Managing the Strategy-Making Process for Competitive Advantage
1-1. Overview
1-2. Strategic Leadership, Competitive Advantage, and Superior Performance
1-2a. Superior Performance
1-2b. Competitive Advantage and a Company’s Business Model
1-2c. Industry Differences in Performance
1-2d. Performance in Nonprofit Enterprises
1-3. Strategic Managers
1-3a. Corporate-Level Managers
1-3b. Business-Level Managers
1-3c. Functional-Level Managers
1-4. The Strategy-Making Process
1-4a. A Model of the Strategic Planning Process
1-4b. Mission Statement
1-5. Major Goals
1-5a. External Analysis
1-5b. Internal Analysis
1-5c. SWOT Analysis and the Business Model
1-5d. Strategy Implementation
1-5e. The Feedback Loop
1-6. Strategy as an Emergent Process
1-6a. Strategy Making in an Unpredictable World
1-6b. Autonomous Action: Strategy Making by Lower-Level Managers
1-6c. Serendipity and Strategy
1-6d. Intended and Emergent Strategies
1-7. Strategic Planning in Practice
1-7a. Scenario Planning
1-7b. Decentralized Planning
1-8. Strategic Decision Making
1-8a. Cognitive Biases and Strategic Decision Making
1-8b. Techniques for Improving Decision Making
1-9. Strategic Leadership
1-9a. Vision, Eloquence, and Consistency
1-9b. Articulation of the Business Model
1-9c. Commitment
1-9d. Being Well Informed
1-9e. Willingness to Delegate and Empower
1-9f. The Astute Use of Power
1-9g. Emotional Intelligence
Key Terms
Takeaways for Strategic Managers
Closing Case. The Rise of Lululemon
Appendix to Chapter 1: Enterprise Valuation, ROIC, and Growth
Chapter 2. External Analysis: The Identification of Opportunities and Threats
2-1. Overview
2-2. Defining an Industry
2-3. Porter’s Competitive Forces Model
2-3a. Risk of Entry by Potential Competitors
2-3b. Rivalry Among Established Companies
2-3c. The Bargaining Power of Buyers
2-3d. The Bargaining Power of Suppliers
2-3e. Substitute Products
2-3f. Complementors
2-3g. Summary: Why Industry Analysis Matters
2-4. Strategic Groups Within Industries
2-4a. Implications of Strategic Groups
2-4b. The Role of Mobility Barriers
2-5. Industry Life-Cycle Analysis
2-5a. Embryonic Industries
2-5b. Growth Industries
2-5c. Industry Shakeout
2-5d. Mature Industries
2-5e. Declining Industries
2-5f. Summary
2-6. Limitations of Models for Industry Analysis
2-6a. Life-Cycle Issues
2-6b. Innovation and Change
2-6c. Company Differences
2-7. The Macroenvironment
2-7a. Macroeconomic Forces
2-7b. Global Forces
2-7c. Technological Forces
2-7d. Demographic Forces
2-7e. Social Forces
2-7f. Political and Legal Forces
Key Terms
Takeaways for Strategic Managers
Closing Case. Competition in the U.S. Market for Wireless Telecommunications
Part 2. The Nature of Competitive Advantage
Chapter 3. Internal Analysis: Resources and Competitive Advantage
3-1. Overview
3-2. Competitive Advantage
3-2a. Distinctive Competencies
3-2b. Resources
3-2c. Resource Quality: The VRIO Framework
3-2d. Resources and Sustained Competitive Advantage
3-3. Value Creation and Profitability
3-4. The Value Chain
3-4a. Primary Activities
3-4b. Support Activities
3-4c. Value-Chain Analysis: Implications
3-5. The Building Blocks of Competitive Advantage
3-5a. Efficiency
3-5b. Quality as Excellence and Reliability
3-5c. Innovation
3-5d. Customer Responsiveness
3-6. Analyzing Competitive Advantage and Profitability
3-6a. Comparing Wal-Mart and Target
Key Terms
Takeaways for Strategic Managers
Closing Case. Southwest Airlines
Chapter 4. Competitive Advantage Through Functional-Level Strategies
4-1. Overview
4-2. Achieving Superior Efficiency
4-2a. Efficiency and Economies of Scale
4-2b. Efficiency and Learning Effects
4-2c. Efficiency and the Experience Curve
4-2d. Efficiency, Flexible Production Systems, and Mass Customization
4-2e. Efficiency, Automation and Artificial Intelligence
4-2f. Marketing and Efficiency
4-2g. Materials Management, Just-in-Time Systems and Efficiency
4-2h. Research and Development Strategy and Efficiency
4-2i. Human Resource Strategy and Efficiency
4-2j. Information Systems and Efficiency
4-2k. Infrastructure and Efficiency
4-2l. Summary
4-3. Achieving Superior Quality
4-3a. Attaining Superior Reliability
4-3b. Implementing Reliability Improvement Methodologies
4-3c. Improving Quality as Excellence
4-4. Achieving Superior Innovation
4-4a. The High Failure Rate of Innovation
4-4b. Reducing Innovation Failures
4-5. Achieving Superior Customer Responsiveness
4-5a. Focusing on the Customer
4-5b. Demonstrating Leadership
4-5c. Shaping Employee Attitudes
4-5d. Knowing Customer Needs
4-5e. Satisfying Customer Needs
Key Terms
Takeaways for Strategic Managers
Closing Case. Trouble at McDonald’s
Part 3. Strategies
Chapter 5. Business-Level Strategy
5-1. Overview
5-2. Low Cost and Differentiation
5-2a. Lowering Costs
5-2b. Differentiation
5-2c. The Differentiation–Low-Cost Trade-off
5-2d. Value Innovation: Greater Differentiation at a Lower Cost
5-3. Who Are Our Customers? Market Segmentation
5-3a. Three Approaches to Market Segmentation
5-3b. Market Segmentation, Costs and Revenues
5-4. Business-Level Strategy Choices
5-5. Business-Level Strategy, Industry, and Competitive Advantage
5-6. Implementing Business-Level Strategy
5-6a. Lowering Costs Through Functional Strategy and Organization
5-6b. Differentiation Through Functional-Level Strategy and Organization
5-7. Competing Differently: Blue Ocean Strategy
Key Terms
Takeaways for Strategic Managers
Closing Case. Virgin America
Chapter 6. Business-Level Strategy and the Industry Environment
6-1. Overview
6-2. Strategy in a Fragmented Industry
6-2a. Reasons for Fragmentation
6-2b. Consolidating a Fragmented Industry Through Value Innovation
6-2c. Chaining and Franchising
6-2d. Horizontal Mergers
6-3. Strategies in Embryonic and Growth Industries
6-3a. The Changing Nature of Market Demand
6-3b. Strategic Implications: Crossing the Chasm
6-3c. Strategic Implications of Differences in Market Growth Rates
6-4. Strategy in Mature Industries
6-4a. Strategies to Deter Entry
6-4b. Strategies to Manage Rivalry
6-5. Strategies in Declining Industries
6-5a. The Severity of Decline
6-5b. Choosing a Strategy
Key Terms
Takeaways for Strategic Managers
Closing Case. Can Best Buy Survive the Rise of E-commerce?
Chapter 7. Strategy and Technology
7-1. Overview
7-2. Technical Standards and Format Wars
7-2a. Examples of Standards
7-2b. Benefits of Standards
7-2c. Establishment of Standards
7-2d. Network Effects, Positive Feedback, and Lockout
7-3. Strategies for Winning a Format War
7-3a. Ensure a Supply of Complements
7-3b. Leverage Killer Applications
7-3c. Aggressive Pricing and Marketing
7-3d. Cooperate with Competitors
7-3e. License the Format
7-4. Costs in High-Technology Industries
7-4a. Comparative Cost Economics
7-4b. Strategic Significance
7-5. Capturing First-Mover Advantages
7-5a. First-Mover Advantages
7-5b. First-Mover Disadvantages
7-5c. Strategies for Exploiting First-Mover Advantages
7-6. Technological Paradigm Shifts
7-6a. Paradigm Shifts and the Decline of Established Companies
7-6b. Strategic Implications for Established Companies
7-6c. Strategic Implications for New Entrants
Key Terms
Takeaways for Strategic Managers
Closing Case. Blu-ray versus HD-DVD and Streaming: Standards Battles in Video
Chapter 8. Strategy in the Global Environment
8-1. Overview
8-2. Global and National Environments
8-2a. The Globalization of Production and Markets
8-2b. National Competitive Advantage
8-3. Global Expansion, Profitability, and Profit Growth
8-3a. Expanding the Market: Leveraging Products
8-3b. Realizing Cost Economies from Global Volume
8-3c. Realizing Location Economies
8-3d. Leveraging the Competencies of Global Subsidiaries
8-4. Cost Pressures and Pressures for Local Responsiveness
8-4a. Pressures for Cost Reductions
8-4b. Pressures for Local Responsiveness
8-5. Choosing a Global Strategy
8-5a. Global Standardization Strategy
8-5b. Localization Strategy
8-5c. Transnational Strategy
8-5d. International Strategy
8-5e. Changes in Strategy over Time
8-6. The Choice of Entry Mode
8-6a. Exporting
8-6b. Licensing
8-6c. Franchising
8-6d. Joint Ventures
8-6e. Wholly-Owned Subsidiaries
8-6f. Choosing an Entry Strategy
8-7. Global Strategic Alliances
8-7a. Advantages of Strategic Alliances
8-7b. Disadvantages of Strategic Alliances
8-7c. Making Strategic Alliances Work
Key Terms
Takeaways for Strategic Managers
Closing Case. The Globalization of Starbucks
Chapter 9. Corporate-Level Strategy: Horizontal Integration, Vertical Integration, and Strategic Outsourcing
9-1. Overview
9-2. Corporate-Level Strategy and the Multibusiness Model
9-3. Horizontal Integration: Single-Industry Corporate Strategy
9-3a. Benefits of Horizontal Integration
9-3b. Problems with Horizontal Integration
9-4. Vertical Integration: Entering New Industries to Strengthen the “Core” Business Model
9-4a. Increasing Profitability Through Vertical Integration
9-4b. Problems with Vertical Integration
9-5. Alternatives to Vertical Integration: Cooperative Relationships
9-5a. Short-Term Contracts and Competitive Bidding
9-5b. Strategic Alliances and Long-Term Contracting
9-5c. Modularity and Platform Competition
9-5d. Building Long-Term Cooperative Relationships
9-6. Strategic Outsourcing
9-6a. Benefits of Outsourcing
9-6b. Risks of Outsourcing
Key Terms
Takeaways for Strategic Managers
Closing Case. The Proposed Merger of Comcast and Time Warner Cable
Chapter 10. Corporate-Level Strategy: Related and Unrelated Diversification
10-1. Overview
10-2. Increasing Profitability Through Diversification
10-2a. Transferring Competencies Across Businesses
10-2b. Leveraging Competencies to Create a New Business
10-2c. Sharing Resources and Capabilities
10-2d. Utilizing General Organizational Competencies
10-3. Two Types of Diversification
10-3a. Related Diversification
10-3b. Unrelated Diversification
10-4. The Limits and Disadvantages of Diversification
10-4a. Changes in the Industry or Company
10-4b. Diversification for the Wrong Reasons
10-4c. The Bureaucratic Costs of Diversification
10-5. Choosing a Strategy
10-5a. Related Versus Unrelated Diversification
10-5b. The Web of Corporate-Level Strategy
10-6. Entering New Industries: Internal New Ventures
10-6a. The Attractions of Internal New Venturing
10-6b. Pitfalls of New Ventures
10-6c. Guidelines for Successful Internal New Venturing
10-7. Entering New Industries: Acquisitions
10-7a. The Attraction of Acquisitions
10-7b. Acquisition Pitfalls
10-7c. Guidelines for Successful Acquisition
10-8. Entering New Industries: Joint Ventures
10-8a. Restructuring
10-8b. Why Restructure?
Key Terms
Takeaways for Strategic Managers
Closing Case. LVMH: Getting Big While Staying Beautiful
Part 4. Implementing Strategy
Chapter 11. Corporate Governance, Social Responsibility, and Ethics
11-1. Overview
11-2. Stakeholders and Corporate Performance
11-2a. Stakeholder Impact Analysis
11-2b. The Unique Role of Stockholders
11-2c. Profitability, Profit Growth, and Stakeholder Claims
11-3. Agency Theory
11-3a. Principal–Agent Relationships
11-3b. The Agency Problem
11-4. Governance Mechanisms
11-4a. The Board of Directors
11-4b. Stock-Based Compensation
11-4c. Financial Statements and Auditors
11-4d. The Takeover Constraint
11-4e. Governance Mechanisms Inside a Company
11-5. Ethics and Strategy
11-5a. Ethical Issues in Strategy
11-5b. The Roots of Unethical Behavior
11-5c. Behaving Ethically
Key Terms
Takeaways for Strategic Managers
Closing Case. Starbucks: Taking a Stand on Social Issues
Chapter 12. Implementing Strategy Through Organization
12-1. Overview
12-2. Organizational Architecture
12-3. Organizational Structure
12-3a. Centralization and Decentralization
12-3b. Tall Versus Flat Hierarchies
12-3c. Structural Forms
12-3d. Formal Integrating Mechanisms
12-3e. Informal Integrating Mechanisms
12-4. Organization Controls and Incentives
12-4a. Control Systems
12-4b. Methods of Control
12-5. Organizational Culture
Culture as a Control Mechanism
12-6. Organization Processes
12-7. Implementing Strategy Through Organizational Architecture
12-7a. Strategy and Organization in the Single-Business Enterprise
12-7b. Strategy and Organization in the Multibusiness Enterprise
Key Terms
Takeaways for Strategic Managers
Closing Case. Organization Change at Google (Alphabet)
Part 5. Cases in Strategic Management
 . Introduction: Analyzing a Case Study and Writing a Case Study Analysis
What Is Case Study Analysis?
Analyzing a Case Study
Writing a Case Study Analysis
The Role of Financial Analysis in Case Study Analysis
Profit Ratios
Liquidity Ratios
Activity Ratios
Leverage Ratios
Shareholder-Return Ratios
Cash Flow
Conclusion
Case 1. Trader Joe’s in 2018
C1-1. A Distinctive Product Strategy
C1-2. Logistics and Marketing
C1-3. Uniquely Friendly Employees
C1-4. Competition
C1-5. Remarkably Successful, Famously Secretive
Case 2. Small Package Express Delivery Industry, 1973–2018
C2-1. Introduction
C2-2. The Industry before Fedex
C2-3. The Federal Express Concept
C2-4. Deregulation and Its Aftermath
C2-5. Industry Evolution, 1980–1986
C2-5a. New Products and Industry Growth
C2-5b. Increasing Price Competition
C2-6. Industry Evolution, 1987–1996
C2-6a. Industry Consolidation
C2-6b. Pricing Trends
C2-6c. Product Trends
C2-6d. Information Systems
C2-6e. Globalization
C2-7. Industry Evolution, 1997–2018
C2-7a. Pricing Trends
C2-7b. Continuing Growth of Logistics
C2-7c. Expanding Ground Network
C2-7d. Bundling
C2-7e. Retail Presence
C2-7f. The Entry and Exit of DHL
C2-7g. Continued Globalization
C2-7h. Amazon’s Entry
Case 3. Airborne Express: The Underdog
C3-1. Introduction
C3-2. History of Airborne Express
C3-3. Air Express Operations
C3-3a. The Domestic Delivery Network
C3-3b. Regional Trucking Hubs
C3-3c. International Operations
C3-3d. Aircraft Purchase and Maintenance
C3-3e. C-Containers
C3-3f. Information Systems
C3-4. Strategy
C3-4a. Market Positioning
C3-4b. Delivery Time, Reliability, and Flexibility
C3-4c. Deferred Services
C3-4d. Ground Delivery Service
C3-4e. Logistics Services
C3-4f. International Strategy
C3-4g. Organization
C3-4h. The DHL Acquisition and Its Aftermath
Case 4. Charles Schwab
C4-1. Introduction
C4-2. The Securities Brokerage Industry
C4-2a. Industry Background
C4-2b. Industry Groups
C4-2c. Earnings Trends
C4-2d. Deregulation
C4-3. The Growth of Schwab
C4-3a. The Early Days
C4-3b. October 1987–1995
C4-3c. 1996–2000: eSchwab
C4-3d. 2000–2004: After the Boom
C4-3e. 2004–2008: The Return of Charles Schwab
C4-3f. The Great Financial Crisis and Its Aftermath
C4-4. Conclusion
Case 5. Coca-Cola
C5-1. Introduction
C5-2. An Overview of Coke’s Business
C5-3. The Early History of Coke
C5-4. The Postwar Period: Pepsi Strikes Back
C5-5. The Pepsi Challenge and Its Aftermath
C5-6. The End of an Era and the New Millennium
C5-7. Looking Forward
Case 6. Uber in 2018
C6-1. Introduction
C6-2. The “Ride-For-Hire” Marketplace in the United States
C6-3. The Ride-For-Hire Market in other Countries
C6-4. Uber’s Service
C6-4a. Business Model
C6-4b. Expansion Strategy
C6-4c. Regulatory Responses
C6-4d. Competition
C6-4e. Product Extensions and Price Cuts: Uber X
C6-5. Uber Hits Some Big Potholes
C6-6. Management Missteps
C6-7. Khosrowshahi Takes Over
Case 7. Dell Inc (A)—Going Private
C7-1. Introduction
C7-2. Establishment of Dell
C7-3. The Growth Years
C7-4. The Global PC Industry
C7-5. Dell’s Global Operations
C7-6. Going Private
C7-6a. Enter Carl Icahn
C7-7. Aftermath
Case 8. Dell Inc (B)—Transforming the Company
C8-1. Dell Moves on EMC
C8-2. VMware, the Jewel in EMC’s Crown
C8-3. Structuring and Closing the Deal
C8-4. Dell’s Emerging Strategy
Case 9. Apple at Fourty
C9-1. Introduction
C9-2. Apple 1976–1997
C9-2a. The Early Years
C9-2b. The IBM PC and Its Aftermath
C9-2c. The Birth of the Macintosh
C9-2d. Sculley’s Apple
C9-2e. Apple in Decline: 1990–1997
C9-3. The Second Coming of Steve Jobs
C9-3a. New Computer Offerings
C9-3b. Intel Inside, Windows on the Desktop
C9-3c. Moving Into Retail
C9-3d. iPod and iTunes
C9-4. The iPhone and App Store
C9-5. Competition in the Smart Phone Market
C9-6. The iPAD
C9-7. iCLOUD
C9-8. Strategic Issues
Case 10. Wal-Mart Stores
CI0-1. Introduction
CI0-2. Early History
CI0-3. Building the Colossus
CI0-3a. Developing Information Systems and Logistics
CI0-3b. Supplier Relations
CI0-3c. Managing the Business
CI0-3d. Criticisms of Wal-Mart
CI0-4. Supercenters and Groceries
CI0-5. SAM’S CLUB
CI0-6. International Expansion
CI0-7. Looking Forward: The E-Commerce Revolution
Case 11. Costco Wholesale Corporation in 2018
C11-1. Introduction
C11-2. Company History
C11-3. Costco’s Strategy
C11-3a. Low Prices
C11-3b. Scarcity
C11-3c. Private-Label Power
C11-3d. Marketing
C11-3e. Membership Model
C11-4. Culture and Employee Relations
C11-5. Competition
C11-5a. Sam’s Club
C11-5b. BJ’s Wholesale Club
C11-6. Conclusion
Case 12. SpaceX: Disrupting the Space Industry
C12-1. Musk’S Moonshot Idea: Colonizing Mars
C12-1a. Next Steps
C12-1b. Doing Things Differently at SpaceX
C12-1c. Staying Private and Focused on Mars
Case 13. Alibaba Group: The Rise of a Platform Giant
C13-1. The History of Alibaba
C13-1a. Expanding Alibaba’s Market Reach
C13-1b. Deepening the Platform Strategy
C13-2. The Future
Case 14. Ending HIV? Sangamo and Gene Editing
C14-1. Correcting Monogenic Diseases
C14-2. Drug Development and Clinical Trials
C14-3. Competing Technologies
C14-4. Sangamo’s Partnerships
C14-4a. Pfizer
C14-4b. Bioverativ
C14-4c. Shire AG
C14-5. A World-Changing Opportunity: Creating Immunity To HIV
C14-6. The Future
Case 15. Tesla, Inc. in 2018
CI5-1. History of Tesla
CI5-1a. The Roadster
CI5-1b. The Model S
CI5-1c. Model X
CI5-1d. Model 3
CI5-1e. Obstacles to the Adoption of Electric Vehicles
CI5-2. The Global Electric Vehicle Market
CI5-2a. Tesla’s Strategies
CI5-3. Not Just a Motor Company …
Case 16. Chotukool: Challenges and Opportunities in Frugal Innovation
Case 17. IKEA in 2018: Furniture Retailer to the World
C17-1. Introduction
C17-2. Company Background
C17-3. International Expansion
C17-4. The IKEA Concept and Business Model
C17-5. Organization and Management
C17-6. Looking Forward
Case 18. General Electric
C18-1. Introduction
C18-2. The Evolution of GE
C18-3. General Electric in the 1960s and 1970s
C18-4. The Welch Years; 1981–2001
C18-5. The Immelt Era, 2001–2017
C18-5a. Reshaping the Portfolio: Acquisitions and Divestments
C18-5b. Infrastructure, Globalization, and Ecomagination
C18-5c. Downfall
C18-6. Flannery Takes Over
Case 19. 3M: The Innovation Engine
C19-1. Introduction
C19-2. The History of 3M: Building Innovative Capabilities
19-2a. From Sandpaper to Post-it Notes
C19-3. Institutionalizing Innovation
19-3a. Building the Organization
19-3b. Going International
C19-4. The New Era
19-4a. The DeSimone Years
19-4b. McNerney’s Plan for 3M
C19-5. George Buckley Takes Over
C19-6. Inge Thulin: Back to the Future
Case 20. Nike: The Sweatshop Debate 20 Years on
C20-1. Introduction
C20-2. The Case against Nike in the 1990s
C20-3. Nike Responds
C20-4. The Controversy Resurfaces
Case 21. How to Make Money in Newspaper Advertising
Case Discussion Questions
Case 22. A Battle for Dominance in Mobile Payments
Case Discussion Questions
Case 23. The Market for Large Commercial Jet Aircraft
Case Discussion Questions
Case 24. Verizon Wireless: Competitive Advantage
Case Discussion Questions
Case 25. Amazon.com: Competitive Advantage and Functional Strategy
Case Discussion Questions
Case 26. Nordstrom: Business-Level Strategy
Case Discussion Questions
Case 27. Procter & Gamble: Evolution of Global Strategy
Case Discussion Questions
Case 28. JCB in India
Case Discussion Questions
Case 29. Outsourcing and Vertical Integration at Apple
Case Discussion Questions
Case 30. Citigroup: The Opportunities and Risks of Diversification
Case Discussion Questions
Case 31. HP’s Disastrous Acquisition of Autonomy
Case Discussion Questions
Case 32. Organization at Apple

People also search for Strategic Management: Theory & Cases: An Integrated Approach 1st:

strategic management theory & cases an integrated approach 14th edition
    
strategic management theory & cases an integrated approach 12th edition
    
strategic management theory & cases an integrated approach pdf
    
strategic management theory & cases
    
strategic management theory & cases an integrated approach. cengage learning