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�� 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�� Related Constrained and Related Linked Diversification

Chapter 6 Functional Strategies and Strategic Choices
6��1 Operational Relatedness�� Sharing Activities
6��2 Market Power
6��3 Simultaneous Operational Relatedness and Corporate Relatedness
6��4 Value-Neutral Diversification�� Incentives and Resources
6��5 Resources and Diversification
6��6 Value-Reducing Diversification�� 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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