Strategic Management Cook Book

Table of content

PART I General Analytical Techniques

CHAPTER 1 THE STRUCTURAL ANALYSIS OF INDUSTRIES 

1.1 Structural Determinants of the Intensity of Competition 

1.2 Structural Analysis and Competitive Strategy 

1.3 Structural Analysis and lndustry Definition 

CHAPTER 2 GENERIC COMPETITIVE STRATEGIES

2.1 Three Generic Strategies 

2.2 Stuck in the Middle 

2.3 Risks of the Generic Strategies 

CHAPTER 3 A FRAMEWORK FOR COMPETITOR ANALYSIS

3.1 The Components of Competitor Analysis 

3.2 Putting the Four Components Together-The Competitor Response Profile 

3.3 Competitor Analysis and Industry Forecasting 

3.4 The Need for a Competitor Intelligence System 

CHAPTER 4 MARKET SIGNALS

4.1 Types of Market Signals 

4.2 The Use of History in Identifying Signals 

4.3 Can Attention to Market Signals Be a Distraction? 

CHAPTER 5 COMPETITIVE MOVES

5.1 lndustry Instability: The Likelihood of Competitive Warfare 

5.2 CompetitiveMoves 

5.3 Commitment 

5.4 Focal Points 

5.5 A Note on Information and Secrecy 

CHAPTER 6 STRATEGY TOWARD BUYERS AND SUPPLIERS

6.1 Buyer Selection 

6.2 Purchasing Strategy 

CHAPTER 7 SRUCTURAL ANALYSIS WITHIN INDUSTRIES

7.1 Dimensions of Competitive Strategy 

7.2 Strategic Groups 

7.3 Strategic Groups and a Firm’s Profitability 

7.4 Implications for Formulation of Strategy 

7.5 The Strategic Group Map as an Analytical Tool 

CHAPTER 8 INDUSTRY EVOLUTION

8.1 Basic Concepts in lndustry Evolution 

8.2 Evolutionary Processes 

8.3 Key Relationships in lndustry Evolution 

PART II Generic Industry Environments

CHAPTER 9 COMPETITIVE STRATEGY IN FRAGMENTED INDUSTRIES

9.1 What Makes an lndustry Fragmented? 

9.2 Overcoming Fragmentation 

9.3 Coping with Fragmentation 

9.4 Potential Strategic Traps 

9.5 Formulating Strategy

CHAPTER 10 COMPETITIVE STRATEGY IN EMERGING INDUSTRIES

10.1 The Structural Environment 

10.2 Problems Constraining lndustry Development 

10.3 Early and Late Markets 

10.4 Strategic Choices 

10.5 Techniques for Forecasting 

10.6 Which Emerging lndustries to Enter

CHAPTER 11 THE TRANSITION TO INDUSTRY MATURITY

11.1 Industry Change during Transition 

11.2 Some Strategic Implications of Transition 

11.3 Strategic Pitfalls in Transition 

11.4 Organizational Implications of Maturity 

11.5 lndustry Transition and the General Manager 

CHAPTER 12 COMPETITIVE STRATEGY IN DECLINING INDUSTRIES

12.1 Structural Determinants of Competition in Decline 

12.2 Strategic Alternatives in Decline 

12.3 Choosing a Strategy for Decline 

12.4 Pitfalls in Decline 

12.5 Preparing for Decline 

CHAPTER 13 COMPETITION IN GLOBAL INDUSTRIES

13.1 Sources and Impediments to Global Competition

13.2 Evolution to Global lndustries 

13.3 Competition in Global lndustries 

13.4 Strategic Alternatives in Global lndustries 

13.4 Trends Affecting Global Competition 

PART III Strategic Decisions

CHAPTER 14 THE STRATEGIC ANALYSIS OF VERTICAL INTEGRATION 300

14.1 Strategic Benefits and Costs of Vertical lntegration 

14.2 Particular Strategic Issues in Forward lntegration 

14.3 Particular Strategic Issues in Backward lntegration 

14.4 Long-Term Contracts and the Economics of Information 

14.5 Illusions in Vertical lntegration Decisions 

CHAPTER 15 CAPACITY EXPANSION

15.1 Elements of the Capacity Expansion Decision 

15.1 Causes of Overbuilding Capacity 

15.1 Preemptive Strategies 

CHAPTER 16 ENTRY INTO NEW BUSINESSES 

16.1 Entry through Internal Development 

16.2 Entry through Acquisition

16.3 Sequenced Entry