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Test Bank for Contemporary Strategy Analysis, 10th Edition by Robert M. Grant

By: Robert M. Grant
ISBN-10: 1119495725
/ ISBN-13: 9781119495673

Resource Type Information

Edition: 10th Edition
Authors: Robert M. Grant
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I INTRODUCTION

    • 1 The Concept of Strategy
    • The Role of Strategy in Success
    • The Basic Framework for Strategy Analysis
    • A Brief History of Business Strategy
    • Strategy Today
    • How is Strategy Made? The Strategy Process
    • Strategic Management of Not‐For‐Profit Organizations

II THE TOOLS OF STRATEGY ANALYSIS

    • 2 Goals, Values, and Performance
    • Strategy as a Quest for Value
    • Profit, Cash Flow, and Enterprise Value
    • Putting Performance Analysis into Practice
    • Beyond Profit: Values and Corporate Social Responsibility
    • Beyond Profit: Strategy and Real Options
    • 3 Industry Analysis: The Fundamentals
    • From Environmental Analysis to Industry Analysis
    • Analyzing Industry Attractiveness
    • Applying Industry Analysis to Forecasting Industry Profitability
    • Using Industry Analysis to Develop Strategy
    • Defining Industries: Where to Draw the Boundaries
    • From Industry Attractiveness to Competitive Advantage: Identifying Key Success Factors
    • 4 Further Topics in Industry and Competitive Analysis
    • The Limits of Industry Analysis
    • Beyond the Five Forces: Complements, Ecosystems, and Business Models
    • Competitive Interaction: Game Theory and Competitor Analysis
    • Segmentation and Strategic Groups
    • 5 Analyzing Resources and Capabilities
    • The Role of Resources and Capabilities in Strategy Formulation
    • Identifying Resources and Capabilities
    • Appraising Resources and Capabilities
    • Developing Strategy Implications
    • 6 Organization Structure and Management Systems: The Fundamentals of Strategy Implementation
    • Strategy Formulation and Strategy Implementation
    • The Fundamentals of Organizing: Specialization, Cooperation, and Coordination
    • Developing Organizational Capability
    • Organization Design

III BUSINESS STRATEGY AND THE QUEST FOR COMPETITIVE ADVANTAGE

    • 7 The Sources and Dimensions of Competitive Advantage
    • How Is Competitive Advantage Established?
    • How Is Competitive Advantage Sustained?
    • Cost Advantage
    • Differentiation Advantage
    • Can Firms Pursue Both Cost and Differentiation Advantage?
    • 8 Industry Evolution and Strategic Change
    • The Industry Life Cycle
    • The Challenge of Organizational Adaptation and Strategic Change
    • Managing Strategic Change
    • 9 Technology‐Based Industries and the Management of Innovation
    • Competitive Advantage in Technology‐Intensive Industries
    • Strategies to Exploit Innovation: How and When to Enter
    • Standards, Platforms, and Network Externalities
    • Implementing Technology Strategies: Internal and External Sources of Innovation
    • Implementing Technology Strategies: Organizing for Innovation

IV CORPORATE STRATEGY

    • 10 Vertical Integration and the Scope of the Firm
    • Transaction Costs and the Scope of the Firm
    • The Benefits and Costs of Vertical Integration
    • Designing Vertical Relationships
    • 11 Global Strategy and the Multinational Corporation
    • Implications of International Competition for Industry Analysis
    • Analyzing Competitive Advantage in an International Context
    • Internationalization Decisions: Locating Production
    • Internationalization Decisions: Entering a Foreign Market
    • Multinational Strategies: Global Integration versus National Differentiation
    • Implementing International Strategy: Organizing the Multinational Corporation
    • 12 Diversification Strategy
    • Motives for Diversification
    • Competitive Advantage from Diversification
    • Diversification and Performance
    • The Meaning of Relatedness in Diversification
    • 13 Implementing Corporate Strategy: Managing the Multibusiness Firm
    • The Role of Corporate Management
    • Managing the Corporate Portfolio
    • Managing Linkages Across Businesses
    • Managing Individual Businesses
    • Managing Change in the Multibusiness Corporation
    • Governance of Multibusiness Corporations
    • 14 External Growth Strategies: Mergers, Acquisitions, and Alliances
    • Mergers and Acquisitions
    • Strategic Alliances
    • 15 Current Trends in Strategic Management
    • The New Environment of Business
    • New Directions in Strategic Thinking
    • Redesigning Organizations
    • The Changing Role of Managers

CASES TO ACCOMPANY CONTEMPORARY STRATEGY ANALYSIS, TENTH EDITION

    • Case 1: Tough Mudder Inc.: Building Leadership in Mud Runs*
    • The Market for Endurance Sports
    • Growing the Company, Building the Brand
    • Tough Mudder in 2018
    • Case 2: Kering SA: Probing the Performance Gap with LVMH*
    • From PPR to Kering
    • Kering in 2018
    • Appendix 1: Kering SA: Financial Data
    • Appendix 2: LVMH: Selected Financial Data
    • Case 3: Pot of Gold? The US Legal Marijuana Industry*
    • Legalization
    • The Market for Marijuana
    • Development of Legal Marijuana Industry
    • The Economics of the Marijuana Business
    • Case 4: The US Airline Industry in 2018*
    • From Regulation to Competition
    • Firm Strategy
    • The Industry in 2018
    • Case 5: The Lithium‐Ion Battery Industry*
    • Lithium‐Ion Batteries
    • The Market for LIBs
    • The Manufacture of Lithium‐ion Batteries
    • Technology
    • The Supply Chain for LIBs
    • Case 6: Walmart, Inc. in 2018: The World’s Biggest Retailer Faces New Challenges*
    • History of Walmart
    • Walmart in 2018
    • Walmarts’ Operations and Activities
    • Case 7: Harley‐Davidson, Inc. in 2018*
    • The History of Harley‐Davidson
    • The Heavyweight Motorcycle Market
    • Harley‐Davidson in 2018
    • Appendix: Financial Data
    • Case 8: BP: Organizational Structure and Management Systems*
    • A Brief History of BP
    • The Atomic Structure
    • The Performance Management System
    • BP as a Learning Organization
    • Social and Environmental Responsiveness
    • Adapting the Management Model, 2001–08
    • Findings of the Baker Panel
    • Case 9: Starbucks Corporation, March 2018*
    • The Starbucks Story
    • The Starbucks Experience
    • Broadening Corporate Scope: Diversification, Internationalization, and Technology
    • Case 10: Eastman Kodak’s Quest for a Digital Future*
    • Kodak’s History, 1901–93
    • Committing to a Digital Future
    • Emphasis on Printed Images
    • Harvesting the Traditional Photography Business
    • Eastman Kodak in 2012
    • Competition
    • Kodak’s Resources and Capabilities
    • Reflections
    • Case 11: The New York Times: Adapting to the Digital Revolution*
    • The US Newspaper Industry
    • Decline and Refocusing
    • Searching for an Online Business Model
    • Our Path Forward
    • Digital Initiatives
    • Looking to the Future
    • Case 12: Tesla: Disrupting the Auto Industry*
    • Electric Cars
    • Tesla Motors, 2003–2018
    • Tesla’s Technology
    • Tesla’s Future
    • Appendix
    • Case 13: Video Game Console Industry in 2018*
    • History of the Video Game Industry, 1972–2018
    • The Video Game Industry in 2018
    • Looking to the Future
    • Appendix: Financial Data for the Leading Console Makers
    • Case 14: Eni SpA: The Corporate Strategy of an International Energy Major*
    • The History of Eni
    • The Petroleum Industry in 2018
    • The Outlook for Eni in 2018
    • Appendix
    • Case 15: Zara: Super‐Fast Fashion*
    • A Brief History1
    • Zara in 20183
    • The Fashion Clothing Business
    • Meeting current and future challenges
    • Case 16: Manchester City:Building a Multinational Soccer Enterprise*
    • Manchester City Football Club
    • City Football Group Ltd.
    • Strategy
    • The Management Team
    • Player Sourcing, Assessment, and Development
    • Technology
    • Marketing
    • Community Involvement and Corporate Social Responsibility
    • Organizational Structure
    • Finance
    • Case 17: Haier Group: Internationalization Strategy*
    • Building Leadership in the Home Market
    • Haier’s Management System
    • Internationalization
    • Haier’s Future as a Global Company
    • Case 18: The Virgin Group in 2018*
    • Development of the Virgin Group, 1968–2017
    • The Virgin Group of Companies in 2018
    • Looking to the Future
    • Case 19: Google Is Now Alphabet—But What’s the Corporate Strategy?*
    • The History of Google, 1996–2018
    • Alphabet’s Management and Capabilities
    • The Future of Alphabet
    • Case 20: Restructuring General Electric*
    • The History of GE
    • GE’s Business Portfolio
    • Planning for a New General Electric
    • Appendix: Extracts from General Electric Company Update, June 26, 2018
    • Case 21: Walt Disney, 21st Century Fox, and the Challenge of New Media*
    • Walt Disney Company
    • 21st Century Fox
    • Changes within the Media and Entertainment Sector
    • Rationale for the Merger
    • The Debate over the Merger
    • Summer 2018
    • Appendix
    • Case 22: W. L. Gore & Associates: Rethinking Management*
    • The Founding of Gore
    • Origins of the Gore Management Philosophy
    • Organization Structure and Management Principles
    • Innovation

GLOSSARY

INDEX

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