PART 1 INTRODUCTION AND OVERVIEW |
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Business Strategy: The Concept and Trends in Its Management |
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3 | (15) |
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What Is a Business Strategy? |
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4 | (2) |
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Strategic Thrusts---The Route to SCAs |
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6 | (2) |
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A Strategic Business Unit |
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8 | (1) |
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Strategic Market Management: A Historical Perspective |
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8 | (4) |
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Strategic Market Management: Characteristics and Trends |
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12 | (3) |
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Why Strategic Market Management? |
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15 | (3) |
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Strategic Market Management: An Overview |
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18 | (19) |
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19 | (5) |
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24 | (2) |
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Creating a Vision for the Business |
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26 | (2) |
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Strategy Identification and Selection |
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28 | (4) |
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Selecting among Strategic Alternatives |
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32 | (1) |
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33 | (4) |
PART 2 STRATEGIC ANALYSIS |
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External and Customer Analysis |
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37 | (19) |
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37 | (5) |
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The Scope of Customer Analysis |
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42 | (1) |
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42 | (5) |
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47 | (5) |
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52 | (4) |
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56 | (20) |
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Identifying Competitors---Customer-Based Approaches |
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57 | (2) |
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Identifying Competitors---Strategic Groups |
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59 | (2) |
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61 | (1) |
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Competitor Analysis---Understanding Competitors |
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62 | (4) |
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Competitor Strengths and Weaknesses |
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66 | (6) |
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Obtaining Information on Competitors |
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72 | (4) |
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76 | (20) |
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Dimensions of a Market Analysis |
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77 | (1) |
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Actual and Potential Market Size |
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78 | (1) |
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79 | (3) |
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Market Profitability Analysis |
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82 | (3) |
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85 | (1) |
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86 | (1) |
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87 | (1) |
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Key Success Factors---Bases of Competition |
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88 | (1) |
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Risks in High-Growth Markets |
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89 | (7) |
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Environmental Analysis and Strategic Uncertainty |
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96 | (15) |
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Dimensions of Environmental Analysis |
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97 | (6) |
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Dealing with Strategic Uncertainty |
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103 | (1) |
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Impact Analysis---Assessing the Impact of Strategic Uncertainties |
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104 | (2) |
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106 | (5) |
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111 | (22) |
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Financial Performance---Sales and Profitability |
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112 | (3) |
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Performance Measurement---Beyond Profitability |
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115 | (4) |
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Determinants of Strategic Options |
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119 | (3) |
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From Analysis to Strategy |
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122 | (1) |
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Business Portfolio Analysis |
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122 | (5) |
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Appendix: Projecting Cash Flow---Sources and Uses of Funds |
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127 | (6) |
PART 3 ALTERNATIVE BUSINESS STRATEGIES |
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Obtaining a Sustainable Competitive Advantage |
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133 | (21) |
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The Sustainable Competitive Advantage |
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134 | (5) |
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139 | (3) |
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Strategic Vision versus Strategic Opportunism |
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142 | (7) |
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149 | (5) |
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Differentiation Strategies |
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154 | (18) |
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Successful Differentiation Strategies |
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155 | (2) |
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157 | (7) |
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164 | (8) |
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Cost, Focus, and the Preemptive Move |
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172 | (20) |
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172 | (8) |
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180 | (3) |
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183 | (9) |
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192 | (20) |
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The Role of the Strategic Position |
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193 | (7) |
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Strategic Position Options |
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200 | (9) |
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Developing and Selecting a Strategic Position |
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209 | (3) |
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Growth Strategies: Penetration, Product-Market Expansion, Vertical Integration, and the Big Idea |
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212 | (19) |
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Growth in Existing Product Markets |
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213 | (4) |
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Product Development for the Existing Market |
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217 | (4) |
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Market Development Using Existing Products |
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221 | (2) |
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Vertical Integration Strategies |
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223 | (2) |
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Entry Into a Profitable Business Area |
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225 | (1) |
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Risks of Managing a Different Business |
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226 | (1) |
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227 | (4) |
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231 | (19) |
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232 | (5) |
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237 | (2) |
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Unrelated Diversification |
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239 | (6) |
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245 | (5) |
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Strategies in Declining and Hostile Markets |
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250 | (16) |
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Creating Growth in Declining Industries |
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251 | (2) |
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Be the Profitable Survivor |
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253 | (1) |
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254 | (2) |
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Divestment or Liquidation |
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256 | (2) |
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Selecting the Right Strategy for the Declining Environment |
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258 | (2) |
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260 | (6) |
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266 | (21) |
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Motivations Underlying Global Strategies |
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267 | (4) |
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Standardization versus Customization |
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271 | (2) |
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273 | (2) |
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Global Leadership Not Global Brands |
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275 | (2) |
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277 | (10) |
PART 4 IMPLEMENTATION |
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287 | (22) |
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288 | (1) |
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288 | (3) |
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291 | (1) |
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292 | (2) |
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294 | (4) |
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Obtaining Strategic Congruence |
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298 | (4) |
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Organizing for Innovation |
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302 | (3) |
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A Recap of Strategic Market Management |
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305 | (4) |
Appendix: Planning Forms |
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309 | (14) |
Index |
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323 | |