Contemporary Strategy Analysis: Text and Cases Edition

Robert M. Grant is the Eni Professor of Strategic Management at Bocconi University in Milan, and a Visiting Professor at Georgetown University and City University, London. His previous faculty positions included London Business School, California Polytechnic, University of British Columbia, and University of St Andrews. His business experience ranges from manufacturing tires (Firestone) and meat pies (Kraft Foods) to strategy consulting with companies such as Eni and American Express.

Preface to Ninth Edition

PART I INTRODUCTION

1 The Concept of Strategy

Introduction and Objectives

The Role of Strategy in Success

The Basic Framework for Strategy Analysis

A Brief History of Business Strategy

Strategy Today

How Is Strategy Made? The Strategy Process

Strategic Management of Not–For–Profit Organizations

Summary

Self–Study Questions

Notes

PART II THE TOOLS OF STRATEGY ANALYSIS

2 Goals, Values, and Performance

Introduction and Objectives

Strategy as a Quest for Value

Putting Performance Analysis into Practice

Beyond Profit: Values and Corporate Social Responsibility

Beyond Profit: Strategy and Real Options

Summary

Self–Study Questions

Notes

3 Industry Analysis: The Fundamentals

Introduction and Objectives

From Environmental Analysis to Industry Analysis

Analyzing Industry Attractiveness

Applying Industry Analysis to Forecasting Industry Profitability

Using Industry Analysis to Develop Strategy

Defining Industries: Where to Draw the Boundaries

From Industry Attractiveness to Competitive Advantage: Identifying Key Success Factors

Summary

Self–Study Questions

Notes

4 Further Topics in Industry and Competitive Analysis

Introduction and Objectives

Extending the Five Forces Framework

Dynamic Competition: Hypercompetition, Game Theory, and Competitor Analysis

Segmentation and Strategic Groups

Summary

Self–Study Questions

Notes

5 Analyzing Resources and Capabilities

Introduction and Objectives

The Role of Resources and Capabilities in Strategy Formulation

Identifying Resources and Capabilities

Appraising Resources and Capabilities

Developing Strategy Implications

Summary

Self–Study Questions

Notes

6 Organization Structure and Management Systems: The Fundamentals of Strategy Implementation

Introduction and Objectives

From Strategy to Execution

Organizational Design: The Fundamentals of Organizing

Organizational Design: Choosing the Right Structure

Summary

Self–Study Questions

Notes

PART III BUSINESS STRATEGY AND THE QUEST FOR COMPETITIVE ADVANTAGE

7 The Sources and Dimensions of Competitive Advantage

Introduction and Objectives

How Competitive Advantage Is Established and Sustained

Types of Competitive Advantage: Cost and Differentiation

Cost Analysis

Differentiation Analysis

Implementing Cost and Differentiation Strategies

Summary

Self–Study Questions

Notes

8 Industry Evolution and Strategic Change

Introduction and Objectives

The Industry Life Cycle

The Challenge of Organizational Adaptation and Strategic Change

Managing Strategic Change

Summary

Self–Study Questions

Notes

9 Technology–based Industries and the Management of Innovation

Introduction and Objectives

Competitive Advantage in Technology–intensive Industries

Strategies to Exploit Innovation: How and When to Enter

Standards, Platforms, and Network Externalities

Platform–based Markets

Implementing Technology Strategies: Creating the Conditions for Innovation

Accessing External Sources of Innovation

Summary

Self–Study Questions

Notes

10 Competitive Advantage in Mature Industries

Introduction and Objectives

Competitive Advantage in Mature Industries

Strategy Implementation in Mature Industries: Structure, Systems, and Style

Strategies for Declining Industries

Summary

Self–Study Questions

Notes

PART IV CORPORATE STRATEGY

11 Vertical Integration and the Scope of the Firm

Introduction and Objectives

Transaction Costs and the Scope of the Firm

The Benefits and Costs of Vertical Integration

The Benefits from Vertical Integration

The Costs of Vertical Integration

Applying the Criteria: Deciding Whether to Make or Buy

Designing Vertical Relationships

Different Types of Vertical Relationship

Choosing among Alternative Vertical Relationships

Recent Trends

Summary

Self–Study Questions

Notes

12 Global Strategy and the Multinational Corporation

Introduction and Objectives

Implications of International Competition for Industry Analysis

Analyzing Competitive Advantage in an International Context

Internationalization Decisions: Locating Production

Internationalization Decisions: Entering a Foreign Market

Multinational Strategies: Global Integration versus National Differentiation

Implementing International Strategy: Organizing the Multinational Corporation

Summary

Self–Study Questions

Notes

13 Diversification Strategy

Introduction and Objectives

Motives for Diversification

Competitive Advantage from Diversification

Diversification and Performance

The Meaning of Relatedness in Diversification

Summary

Self–Study Questions

Notes

14 Implementing Corporate Strategy: Managing the Multibusiness Firm

Introduction and Objectives

The Role of Corporate Management

Managing the Corporate Portfolio

Managing Linkages Across Businesses

Managing Individual Businesses

Managing Change in the Multibusiness Corporation

Governance of Multibusiness Corporations

Summary

Self–Study Questions

Notes

15 External Growth Strategies: Mergers, Acquisitions, and Alliances

Introduction and Objectives

Mergers and Acquisitions

Strategic Alliances

Summary

Self–Study Questions

Notes

16 Current Trends in Strategic Management

Introduction

The New Environment of Business

New Directions in Strategic Thinking

Redesigning Organizations

The Changing Role of Managers

Summary

Notes

CASES TO ACCOMPANY CONTEMPORARY STRATEGY ANALYSIS, Ninth EDITION

1 Tough Mudder Inc.: The Business of Mud Runs

2 Starbucks Corporation, May 2015

3 Kering SA: Probing the Performance Gap With LVMH

4 Pot of Gold? The US Legal Marijuana Industry

5 The US Airline Industry in 2015

6 Wal–Mart Stores, Inc., June 2015

7 Harley–Davidson, Inc., May 2015

8 BP: Organizational Structure and Management Systems

9 AirAsia: The World s Lowest–cost Airline

10 Chipotle Mexican Grill, Inc.: Disrupting the Fast–food Business

11 Ford and the World Automobile Industry in 2015

12 Eastman Kodak s Quest for a Digital Future

13 Tesla Motors: Disrupting the Auto Industry

14 Video Game Console Industry in 2015

15 New York Times: The Search for a New Business Model

16 Eni SpA: The Corporate Strategy of an International Energy Major

17 American Apparel: Vertically Integrated in Downtown LA

18 Chipotle Mexican Grill, Inc.: The International Challenge

19 Haier Group: Internationalization Strategy

20 The Virgin Group in 2015

21 Google Is Now Alphabet But What s the Corporate Strategy?

22 Jeff Immelt and the New General Electric

23 Bank of America s Acquisition of Merrill Lynch

24 W. L. Gore & Associates: Rethinking Management?

Glossary

Index

Robert M. Grant is the Eni Professor of Strategic Management at Bocconi University in Milan, and a Visiting Professor at Georgetown University and City University, London. His previous faculty positions included London Business School, California Polytechnic, University of British Columbia, and University of St Andrews. His business experience ranges from manufacturing tires (Firestone) and meat pies (Kraft Foods) to strategy consulting with companies such as Eni and American Express.