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Chapter 1 Introduction to Strategic Management
1£®1 Strategic Competitiveness
1£®2 The Global Economy
1£®3 Vision
1£®4 Mission
1£®5 Strategic Management Process
1£®6 Developing a Strategic Vision and Mission
1£®7 Setting Objectives
1£®8 Crafting a Strategy
1£®9 Implementing and Executing a Strategy
1£®10 Approaches to Performing the Strategy-Making Task
1£®11 Strategic Management Principle

Chapter 2 The External Environment
2£®1 The General£¬ Industry£¬ and Competitor Environments
2£®2 External Environmental Analysis
2£®3 Scanning
2£®4 Monitoring
2£®5 Industry Environment Analysis
2£®6 Threat of New Entrants
2£®7 Bargaining Power of Buyers
2£®8 Threat of Substitute Products
2£®9 Strategic Groups
2£®10 Ethical Considerations
2£®11 Rivalry Among Competing Sellers

Chapter 3 The Internal Environment
3£®1 Analyzing the Internal Organization
3£®2 Creating Value
3£®3 Resources£¬ Capabilities£¬ and Core Competencies
3£®4 Resources
3£®5 Tangible Resources
3£®6 Intangible Resources
3£®7 Capabilities
3£®8 Core Competencies
3£®9 The Four Criteria of Sustainable Competitive Advantage
3£®10 Value Chain Analysis
3£®11 Outsourcing
3£®12 Analyzing Driving Forces

Chapter 4 Evaluating Resources and Competitive Capabilities
4£®1 A Model of Competitive Rivalry
4£®2 Competitor Analysis
4£®3 Resource Similarity
4£®4 Competitive Rivalry
4£®5 Strategic and Tactical Actions
4£®6 Competitive Dynamics
4£®7 Slow-Cycle Markets
4£®8 Fast-Cycle Markets
4£®9 Company Situation Analysis
4£®10 Typical Company Value Chain
4£®11 How Strong the Company's Competitive Position Is

Chapter 5 Business-Level Strategies
5£®1 Customers£º Their Relationship with Business-Level Strategies
5£®2 The Purpose of Business-Level Strategies
5£®3 Types of Business-Level Strategies
5£®4 Cost Leadership Strategies
5£®5 Differentiation Strategies
5£®6 Focus Strategies
5£®7 Focused Cost Leadership Strategies
5£®8 Competitive Risks of Focus Strategies
5£®9 Integrated Cost Leadership/Differentiation Strategies
5£®10 Levels of Diversification
5£®11 Low Levels of Diversification
5£®12 Reasons for Diversification
5£®13 Value-Creating Diversification£º Related Constrained and Related Linked Diversification

Chapter 6 Functional Strategies and Strategic Choices
6£®1 Operational Relatedness£º Sharing Activities
6£®2 Market Power
6£®3 Simultaneous Operational Relatedness and Corporate Relatedness
6£®4 Value-Neutral Diversification£º Incentives and Resources
6£®5 Resources and Diversification
6£®6 Value-Reducing Diversification£º Managerial Motives to Diversify
6£®7 The Popularity of Merger and Acquisition Strategies
6£®8 Increased Market Power
6£®9 Cost of New Product Development and Increased Speed to Market
6£®10 Learning and Developing New Capabilities
6£®11 Managers Overly Focused on Acquisitions
6£®12 Three Basic Benefits of International Strategies
6£®13 International Strategies
6£®14 International Business-Level Strategies
6£®15 Global Strategy
6£®16 Acquisitions
6£®17 Risk of Best-Cost Provider Strategies
6£®18 Merger and Acquisition Strategies
6£®19 Unbundling and Outsourcing Strategies
6£®20 Offensive Strategies and Competitive Advantage
6£®21 First-Mover Advantages

Chapter 7 Strategy Implementation
7£®1 Implementing Internal Innovations
7£®2 Facilitating Integration and Innovation
7£®3 Innovation Through Cooperative Strategies
7£®4 Organizational Structure and Controls
7£®5 Functional Structure
7£®6 The Role of Top-Level Managers
7£®7 Top Management Teams
7£®8 Managerial Succession
7£®9 Sustaining an Effective Organizational Culture
7£®10 Establishing Balanced Organizational Controls
7£®11 Entrepreneurship and Entrepreneurial Opportunities
7£®12 Innovation
7£®13 Internal Innovation
7£®14 Incremental and Radical Innovation
7£®15 Autonomous Strategic Behavior
7£®16 Why the World Economy Is Globalizing
7£®17 Multi-domestic Strategy Maximizes Local Responsiveness
7£®18 Locating Activities to Build a Global Competitive Advantage
7£®19 What Profit Sanctuaries Are
7£®20 Advantages and Disadvantages of the Four Strategies
7£®21 New Business Model for the Internet Economy
7£®22 Internet Strategies for Traditional Businesses
7£®23 Tailoring Strategy to Fit Specific Industry Situations
7£®24 Competitive Advantage in Diversified Companies
7£®25 Sales and Marketing Fits
7£®26 What Unrelated Diversification Is
7£®27 How Broadly a Company Should Diversify
7£®28 Turnaround Strategies

Chapter 8 Strategic Evaluation and Control
8£®1 Product Diversification as an Example of an Agency Problem
8£®2 Ownership Concentration
8£®3 Enhancing the Effectiveness of the Board of Directors
8£®4 Evaluating the Strategy of Diversified Companies
8£®5 How Corporate Strategies Form
8£®6 Building Core Competencies and Competitive Capabilities
8£®7 What the Goals of the Strategy Implementing-Executing Process Are
8£®8 Key Traits to Building Core Competencies
8£®9 Instituting Best Practices and Installing Support Systems
8£®10 What Total Quality Management Is
8£®11 What Areas Information Systems Should Address
8£®12 Guidelines for Designing an Effective Compensation System

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