Chapter 1 Strategic Management
1 Concept
2 The Competitive Landscape
3 The L/O Model of Above-Average Returns
4 The Resource-Based Model of Above-Average Returns
5 Vision and Mission
6 Stakeholders
Chapter 2 The External Environment Analysis
2.1 The General,Industry,and Competitor Environments
2.2 External Environmental Analysis
2.3 Segments of the General Environment
2.4 Industry Environment Analysis
2.5 Interpreting Industry Analyses
2.6 Strategic Groups
Chapter 3 The Internal Organization
3.1 Analyzing the Internal Organization
3.2 Resources,Capabilities,and Core Competencies
3.3 Core Competencies
3.4 Outsourcing
3.5 Strategic Decisions
Chapter 4 Business-Level Strategy
4.1 Business-Level Strategy
4.2 Customers:Their Relationship with Business-Level Strategies
4.3 The Purpose of a Business-Level Strategy
4.4 Types of Business-Level Strategies
Chapter 5 Competitive Behavior
5.1 A Model of Competitive Rivalry
5.2 Competitor Analysis
5.3 Drivers of Competitive Actions
5.4 Competitive Rivalry
5.5 Likelihood of Attack
5.6 Likelihood of Response
5.7 Competitive Dynamics
Chapter 6 Corporate-Level Strategy
6.1 Levels of Diversification
6.2 Reasons for Diversification
6.3 Value-Creating Diversification
6.4 Diversification
6.5 Unrelated Diversification
6.6 Value-Neutral Diversification
6.7 Value-Reducing Diversification:Managerial Motives to Diversify
Chapter 7 Merger and Acquisition Strategies
7.1 The Popularity of Merger and Acquisition Strategies
7.2 Reasons for Acquisitions
7.3 Problems in Achieving Acquisition Success
7.4 Effective Acquisitions
7.5 Restructuring
Chapter 8 International Strategy
8.1 Identifying International Opportunities:Incentives to Use an International Strategy
8.2 International Strategies
