Strategic Management and Competitive Advantage » (3rd Edition)

Core strategic management concepts without the excess.

What Is Strategy and the Strategic Management Process?; Evaluating a Firm’s External Environment; Evaluating a Firm’s Internal Capabilities Chapter 4: Cost Leadership; Product Differentiation; Vertical Integration; Corporate Diversification; Organizing to Implement Corporate Diversification; Strategic Alliances; Mergers and Acquisitions; International Strategy

For readers interested in learning the fundamental concepts of strategic management, without having to skim through pages of irrelevant bulk.

PART 1: THE TOOLS OF STRATEGIC ANALYSIS Chapter 1: What Is Strategy and the Strategic Management Process?
Chapter 2: Evaluating a Firm’s External Environment Chapter 3: Evaluating a Firm’s Internal Capabilities End-of-Part Cases 1:
1.1 Bally Total Fitness
1.2 Wal-Mart Stores Inc. in 2008
1.3 Harlequin Enterprises: The Mira Decision
1.4 True Religion and the Premium Jeans Industry

PART 2: BUSINESS-LEVEL STRATEGIES Chapter 4: Cost Leadership Chapter 5: Product Differentiation End-of-Part Cases 2:
2.1 JetBlue
2.2 Nucor in 2005
2.3 The Levi’s Personal Pair Proposal
2.4 Papa John’s International, Inc.: 21st Century Growth Challenges

PART 3: CORPORATE STRATEGIES Chapter 6: Vertical Integration Chapter 7: Corporate Diversification Chapter 8: Organizing to Implement Corporate Diversification Chapter 9: Strategic Alliances Chapter 10: Mergers and Acquisitions Chapter 11: International Strategy End-of-Part Cases 3:
3.1 eBay Customer Support Outsourcing
3.2 Nucleon, Inc.
3.3 Cooper Industries’ Corporate Strategy (A)
3.4 Louis Vuitton Moet Hennessy: In Search of Synergies in the Global Luxury Industry
3.5 Extending the “Easy” Business Model
3.6 Ben & Jerry’s—Japan
3.7 Aegis Analytical Corporation’s Strategic Alliances
3.8 Activision Blizzard