Strategic Management offers an introduction to the key topics and themes of strategic management. The author draws on examples of familiar companies and personalities to illustrate the different strategies used by today's firms and how they go about implementing those strategies. Students will learn how to conduct a case analysis, measure organizational performance, and conduct external and internal analyses. In short, they will understand how organizations operate at the strategic level to be successful. Strategic management is a crucial discipline that guides organizations in navigating complex business environments, achieving competitive advantage, and sustaining long-term success. This book is designed to provide a comprehensive understanding of strategic management principles, frameworks, and real-world applications that enable decisionmakers to formulate and implement effective strategies. In today's rapidly changing global economy, businesses face unprecedented challenges and opportunities. Organizations must adopt a proactive approach to strategy development, integrating innovation, agility, and sustainability into their core operations. This book equips students, professionals, and business leaders with the knowledge and tools necessary to analyze industry trends, assess competitive forces, and design strategies that foster growth and resilience. Structured systematically, the book covers fundamental concepts such as strategic planning, environmental analysis, competitive strategies, corporate strategy, and strategic implementation. Each chapter incorporates case studies, practical insights, and analytical tools to bridge the gap between theory and practice. The objective is to enhance strategic thinking and decision-making capabilities in both emerging and established business environments.
John Peter was born in Boston, Massachusetts, in 1974. His father managed a local manufacturing plant. His mother worked as a corporate librarian. He loved reading history books from a young age. He studied economics at Harvard University. He later earned an MBA from Wharton School. He completed his PhD in Strategic Management there. His research interests include trade unions and labour relations, inequality and comparative public policy, as well as decarbonization and environmental labour studies. Peter believes that strategy is no longer a static five-year plan. He teaches organizations to view strategy as a living, dynamic capability centered on continuous learning and rapid execution. He lives in Boston, Massachusetts, where he enjoys sailing and studying architectural design. Peter's expertise spans over 15 years of advising C-suite executives on corporate restructuring, digital transformation, and sustainable competitive advantage. Prior to his consulting career, he spent a decade in academia. He has lectured on strategy and innovation at premier international business schools. Peter is a prolific author and researcher. He focuses heavily on the intersection of strategic planning and emerging technologies. His methodologies are deeply influenced by core strategic concepts. This allows him to distill complex principles into practical, actionable frameworks for both students.
| Preface CHAPTER 1 STRATEGIC MANAGEMENT AND STRATEGIC COMPETITIVENESS Introduction The 21st Century Competitive Landscape Increasing Knowledge Intensity The I/O Model of Above average Returns The Resource Based Model of Above average Returns Vision and Mission Stakeholders Strategic Leaders The Strategic Management Process Summary CHAPTER 2 THE EXTERNAL ENVIRONMENT The General, Industry, and Competitor Environments External Environmental Analysis Segments of the General Environment Industry Environment Analysis Interpreting Industry Analyses Strategic Groups Competitor Analysis Ethical Considerations Summary CHAPTER 3 THE INTERNAL ENVIRONMENT Introduction The Nature of Internal Environmental Analysis Resources, Capabilities, and Core Competencies Building Core Competencies Outsourcing Competencies, Strengths, Weaknesses, and Strategic Decisions Summary CHAPTER 4 BUSINESS-LEVEL STRATEGY Introduction Customers: Their Relationship with Business-level Strategies The Purpose of a Business-level Strategy Types of Business-level Strategies Focused Differentiation Strategy Summary CHAPTER 5 COMPETITIVE RIVALRY AND COMPETITIVE DYNAMICS Introduction A Model of Competitive Rivalry Competitor Analysis Competitive Rivalry Likelihood of Attack Likelihood of Response Competitive Dynamics Summary |
CHAPTER 6 CORPORATE-LEVEL STRATEGY Levels of Diversification Reasons for Diversification Value-creating Diversification: Related Constrained and Related Linked Diversification Unrelated Diversification Value-Neutral Diversification: Incentives and Resources Value-Reducing Diversification: Managerial Motives to Diversify Summary CHAPTER 7 ACQUISITION AND RESTRUCTURING Introduction The Popularity of Merger and Acquisition Strategies Reasons for Acquisitions Problems in Achieving Acquisition Success Effective Acquisitions Restructuring Summary CHAPTER 8 INTERNATIONAL STRATEGY Introduction Identifying International Opportunities: Incentives to Use an International Strategy International Strategies Environmental Trends Choice of International Entry Mode Strategic Competitiveness Outcomes Risks in an International Environment Summary CHAPTER 9 COOPERATIVE STRATEGY Introduction Strategic Alliances as a Primary Type of Cooperative Strategy Business-level Cooperative Strategy Corporate-level Cooperative Strategy International Cooperative Strategy Network Cooperative Strategy Competitive Risks with Cooperative Strategies Managing Cooperative Strategies Summary CHAPTER 10 CORPORATE GOVERNANCE Introduction Separation of Ownership and Managerial Control Ownership Concentration Board of Directors Executive Compensation Market for Corporate Control International Corporate Governance Governance Mechanisms and Ethical Behavior Summary Bibliography Index |
$280.00