Authors: Alfred Marcus
ISBN-13: 9780078137129, ISBN-10: 0078137128
Format: Paperback
Publisher: McGraw-Hill Companies, The
Date Published: December 2009
Edition: 2nd Edition
Management Strategy: Achieving Sustained Competitive Advantage, 2e, by Alfred Marcus, is a brief, focused paperback text, allowing ample time for the instructor to incorporate other materials commonly used in this course, such as cases, readings, and/or simulations. The text focuses on how making winning moves depends on finding profitable patterns that repeatedly meet customer demands for solutions. Whereas many strategy books have lost sight of the purpose of strategy and fail to show how decisions actually affect business performance and, ultimately, outcomes, Management Strategy focuses on the types of analyses and strategic moves required, given the industry, environment, and a company's internal resources. In eight chapters, this textbook builds upon the analysis process and demonstrates how strategy impacts an organization's position in comparison to its competitors, both in terms of the cost and quality of its products and the scope of businesses in which it is involved (vertical and horizontal integration), as well as its global versus domestic reach. The outcomes that come from analyzing an organization also determine the extent to which the organization will strive to be an innovator as opposed to being a follower.
Preface ix
Part 1 Managing Strategically 1
Chapter 1 Strategy Basics 2
Introduction 2
Sustained Competitive Advantage 4
Winning Moves 7
Analysis 7
Moves 7
Understanding Management Strategy 9
Chess 9
War 13
Sports 17
Keeping Score: Performance Measurement 19
The Balanced Scorecard 19
Measures of Overall Dominance 20
Industry Boundaries 21
Summary 22
Endnotes 23
Chapter 2 External Analysis 25
Introduction 25
Industry Analysis 26
Industrial Organization Economics 27
The Five Forces 27
Industry Differences: Examples of Five-Force Analysis 28
The Strategist's Role in Industry Analysis 32
Long-Term Industry Attractiveness 34
Macroenvironmental Analysis 35
Components of the External Environment 35
Systems and Scenarios 45
Uncertainty 46
An Enacted Environment: The Industry and Its Boundaries 47
Cooperation or Competition? 48
Stakeholder Analysis 49
Stakeholder Theory 49
Agency Theory 49
Summary 50
Endnotes 51
Chapter 3 Internal Analysis 53
Introduction 53
Management Theory 55
The Human Relations Approach 56
Contingency Theory 56
The Seven-S Framework 58
Value Chain Analysis 60
Value Chain Linkages 61
Benefits of Value Chain Linkages: An Example 62
The Resource-Based View 62
RBV versus IO Economics 63
Resources, Capabilities, and Competencies 64
From Resources to Capabilities 66
Examples of Company Capabilities 69
From Capabilities to Competencies 71
The Process of Acquisition 74
Summary 74
Endnotes 75
Part 2 Making Moves 77
Chapter 4 Timing and Positioning 78
Introduction 78
Timing 79
The Value of Rapid Adjustment 81
Obstacles to Quick Action 82
Game Theory 83
Learning from Game Theory 87
Positioning 89
Are Low Cost and Differentiation Incompatible? 92
The New Alternative: Best Value 93
Repositioning 95
Strategic Groups: Company Segmentation 97
Segmentation by Product or Service 99
Summary 100
Endnotes 101
Chapter 5 Mergers, Acquisitions, and Divestitures 103
Introduction 103
Different Forms a Firm Can Take 104
Mergers, Acquisitions, and Divestitures: The Record Thus Far 105
A Poor Record of Past Performance 106
A Shifting Landscape 107
Motivations Behind M&As 107
The Role of Deregulation 108
Examples of Good Deal Making 111
M&As and the Global Economic Meltdown 112
Pharmaceuticals 112
Why Do M&As Fail? 114
Why Do Mergers Succeed? 116
Mergers of Equals 116
Effective Management 117
Breaking Down the Corporate Hierarchy 120
Is Vertical Integration the Answer? 121
The Entertainment Industry 122
Summary 124
Endnotes 125
Chapter 6 Globalization 127
Introduction 127
Reasons for Globalization 128
Product Maturity: Soft Drinks 129
Industry Evolution 130
Global Analysis 131
Where to Invest 132
An Example: Soft Drinks 132
Does Globalization Pay? 134
Which Regions in the World? 135
The Comparative Development of Nations 136
Labor, Capital, and Technology 136
Open Economies 138
Parallels Between Global and Domestic Moves 139
Business Strategy 141
Corporate Strategy 143
Globalization's Challenges 145
Economic Imbalances 145
Insecurity 145
Youth Violence 147
Government Incapacity 148
Summary 149
Endnotes 149
Chapter 7 Innovation and Entrepreneurship 151
Introduction 151
Challenges of Succeeding in New Business Ventures 152
Success Stages 152
Commitment 153
Overcoming Barriers 153
Technological Opportunities 159
Trends 159
Experts 160
Alternative Scenarios 160
Leading-Edge Industries 160
Postindustrialism 161
Biotechnology 162
The Environment as a Business Opportunity 164
Environmental Innovation 165
Low-Emissions vehicles 167
Obstacles to Exploiting New Technologies 168
Risk 169
Uncertainty 169
Technology Push and Market Pull 173
Difficulties of Successful Innovation 173
Understanding the Innovation Process 174
Summary 176
Endnotes 176
Part 3 Repositioning 179
Chapter 8 Continuous Reinvention 180
Introduction 180
Judo Strategy 182
Rapid Movement and Agility: An Example 182
Defense and Exploitation 183
Sweet Spots and SCA: Company Analysis 183
Reinvention 185
The Dilemma of Change 186
A Strategic Approach to the Dilemma 187
Innovations in Strategy 189
An Example: Retail Food Industry 189
Competing via Strategic Innovation 190
Summary 195
Endnotes 196
Chapter 9 Implementation 197
Introduction 197
The Probability and Anatomy of Failure 198
Home Depot: Performance-Enhancing Moves versus an Engrained Culture 198
Circuit City: "Me Too" Moves versus Faster, More Savvy Foes 199
United Airlines: A Low-Cost Segmentation Move versus Lack of Internal Commitment 199
Swissair: Empire-Building Moves versus Resource Limitations and EU Law 200
The Root Causes of Failure 200
A Comprehensive Implementation Framework 201
Assess Change Readiness 202
Install Integrative Leadership 203
Create a Consistent Message 204
Appoint Cross-Functional Program Teams 204
Solicit Change Program Proposals 205
Select and Prioritize Proposed Change Programs 205
Assign Process Owners and Align Resources 206
Secure Funding, Formalize Operational Objectives, and Design Incentives 208
Advance and Continually Monitor Initiatives 209
Fortify Gains and Refine the Implementation Process 211
Summary 211
Endnotes 212
Glossary 214
Index 221