Hjem

PART I: STRATEGIC MANAGEMENT INPUTS1 Strategic management and strategic competitiveness2 The external environment3 The internal organization4 Integrating internal and external resourcesPART II: REFINING THE STRATEGIC ACTIONS5 Business-level strategy6 Competitive rivalry and competitive dynamics7 Corporate-level strategy8 Strategic acquisition and restructuring9 International strategy10 Cooperative strategyPART IIII: IMPLEMENTATION OF STRATEGIC ACTIONS11 Strategic leadership12 Corporate governance13 Organizational structure and controls14 Strategic entrepreneurship15 Strategic renewalPART IV: INEGRATIVE CASESList of in-text opening and closing casesCHAPTER 1Opening Case Airbus + BoeingClosing Case The Nano within Tata Group: Tata Motors' rise and a revolution in the global automotive industry
CHAPTER 2Opening Case Indian Oil CorporationClosing Case Does Google have the market power to ignore external pressures?
CHAPTER 3Opening Case Gazprom: Strong pipelinesClosing Case RIM at the Edge: Privacy, Protection, Policy and Company PerformanceCHAPTER 4Opening Case Muji: Designing with MarketsClosing Case Japanese Manga, Publishers and Innovation ModelsCHAPTER 5Opening Case Acer Group: Using a "Bare Bones" Cost Structure to Succeed in Global PC Closing Case BMW differentiates with MINICHAPTER 6Opening Case Vodafone Group PLC & Competition in the U.K. mobile phone network Closing Case GlaxoSmithKline: finding a balance between GSK's strategic change with tactical implicationsCHAPTER 7Opening Case Fosters' Group Diversification into the Wine BusinessClosing Case The British Broadcasting Corporation (BBC) and Diversification LimitsCHAPTER 8Opening Case Cross-Border Acquisitions: Trends and PatternsClosing Case DaimlerChrysler is Now Daimler AG--The Failed Merger with Chrysler CorporationCHAPTER 9Opening Case Entry into China by Foreign Firms and Chinese Firms Reaching for Global Closing Case Al Jazeera--Successful Transformation from a Regional to Global ChannelCHAPTER 10Opening Case Using Cooperative Strategies at IBMClosing Case BT and HP--Pursuing a successful strategic allianceCHAPTER 11Opening Case Selecting a New CEO: The Importance of Strategic LeadersClosing Case Robert Polet, the ice cream man who made Gucci hot againCHAPTER 12Opening Case Siemens Bribery Closing Case Europe's Enron - ParmalatCHAPTER 13Opening Case Restructuring NestléClosing Case Oticon's 'Spaghetti Organization'.
CHAPTER 14Opening Case The continuing innovation revolution at Nokia; The case of car navigationClosing Case The case of the Dutch Life Sciences sectorCHAPTER 15Opening Case Sustained strategic renewal at Royal Dutch Shell plc 1907-2009Closing Case Novotel's Transformational Renewal Journey