Table of Contents: Strategic Management, 11th edition
Part I: |
The Concepts and Techniques of Strategic Management
|
| Chapter 1: | The Strategic Management Process: An Overview |
| Fresh presentations on forming a strategic vision, the concept of strategy, and why crafting and implementing strategy are tasks for the whole management team. | |
| Chapter 2: | The Three Strategy-Making Tasks: Developing a Strategic Vision, Setting Objectives, and Crafting a Strategy |
| Explains differences between business mission and strategic vision. Provides new coverage of stretch objectives, clearer treatment of concept of strategy, levels of strategy-making, and factors that shape strategy. | |
| Chapter 3: | Industry and Competitive Analysis |
| A showcase for the analytic tools of external situation analysis. Demonstrates the importance of matching strategy to market and competitive conditions | |
| Chapter 4: | Evaluating Company Resources and Competitive Capabilities |
| New chapter title reflects thorough overhaul. New sections on the various types of competitive assets, evaluating resource strengths and weaknesses, and leveraging competencies and capabilities into competitive advantage. Demonstrates the importance of matching strategy to company resources and capabilities. | |
| Chapter 5: | Strategy and Competitive Advantage |
| Includes a major new section on using cooperative strategies to build competitive advantage; highlights the importance of resource-based competitive advantages. | |
| Chapter 6: | Matching Strategy To A Company's Situation |
| Features a new section on competing in high-velocity industry situations where rapid-fire technological change, short product life-cycles, frequent moves by competitors, and rapidly evolving customer requirements dominate the marketplace | |
| Chapter 7: | Corporate Diversification Strategies |
| Explores the how's and why's of diversification, the different diversification approaches, and the search for a diversification-based competitive advantage. New emphasis on resource fit. | |
| Chapter 8: | Evaluating the Strategies of Diversified Companies |
| A fresh approach built around assessments of industry attractiveness and business strength, evaluation of strategic fits and resource fits. | |
| Chapter 9: | Implementing Strategy: Building Resource Capabilities and Structuring the Organization |
| Expanded treatment of building resource strengths, competencies, and competitive capabilities; special emphasis on interdepartmental cooperation and collaborative efforts with external allies. | |
| Chapter 10: | Implementing Strategy: Budgets, Policies, Best Practices, Support Systems, and Rewards |
| Covers five essential strategy-implementing tasks. Excellent treatment of benchmarking, best practices, reengineering business processes, TQM, and roles of operating systems, the Internet, intranets, and e-mail. | |
| Chapter 11: | Implementing Strategy: Culture and Leadership |
| Explains the importance of aligning culture and strategy and the essential leadership roles of the strategy manager. | |
| Appendix: | A Guide to Case Analysis |
| Covers the essence of the student's role in case analysi and its importance. |
| Part II: | Cases in Strategic Management |
Click HERE for a detailed cases list.
Questions or comments about this site? Please send your e-mail to
Ellen Cleary, Marketing Manager
For additional information on this text or any other, simply contact our Faculty Service
Department at 1-800-338-3987
Copyright ©1999 McGraw-Hill College Division
If you have a question or a problem about a specific book or product, please fill out our Product Feedback Form.
For further information about this site contact mhhe_webmaster@mcgraw-hill.com
or let us know what you think by filling out our Site Survey.
