The Essential Ellison

Strategic Management, 5e by Frank T. Rothaermel is the fastest growing Strategy title in the market because it uses a unified, singular voice to help students synthesize and integrate theory, empirical research, and practical applications with current, real-world examples. His approach not only offers students a learning experience that uniquely combines rigor and relevance, but also provides tight linkage between the concepts and cases. Rothaermel 5e prepares students with the foundation they need to understand how companies gain and sustain competitive advantage, while developing students’ skills to become successful future leaders capable of making well-reasoned strategic decisions. Cover Half Title Page Title Page Copyright Dedication Brief Contents Contents About the Authors Preface Acknowledgement Thank You McGraw-Hill Connect PART ONE / ANALYSIS CHAPTER 1: WHAT IS STRATEGY? CHAPTERCASE 1 / Part I: Tesla’s Secret Strategy 1.1 What Strategy Is: Gaining and Sustaining Competitive Advantage 1.2 Stakeholder Strategy and Competitive Advantage 1.3 The Analysis, Formulation, Implementation (AFI) Strategy Framework 1.4 Implications for Strategic Leaders CHAPTERCASE 1 / Part II CHAPTER 2: STRATEGIC LEADERSHIP: MANAGING THE STRATEGY PROCESS CHAPTERCASE 2 / Part I: Leadership Crisis at Facebook? 2.1 Strategic Leadership 2.2 Vision, Mission, and Values 2.3 The Strategic Management Process 2.4 Strategic Decision Making 2.5 Implications for Strategic Leaders CHAPTERCASE 2 / Part II CHAPTER 3: EXTERNAL ANALYSIS: INDUSTRY STRUCTURE, COMPETITIVE FORCES, AND STRATEGIC GROUPS CHAPTERCASE 3 / Part I: Airbnb: Disrupting the Hotel Industry 3.1 The PESTEL Framework 3.2 Industry Structure and Firm Strategy: The Five Forces Model 3.3 Changes over Time: Entry Choices and Industry Dynamics 3.4 Performance Differences within the Same Industry: Strategic Groups 3.5 Implications for Strategic Leaders CHAPTERCASE 3 / Part II CHAPTER 4: INTERNAL ANALYSIS: RESOURCES, CAPABILITIES, AND CORE COMPETENCIES CHAPTERCASE 4 / Part I: Five Guys’ Core Competency: “Make the Best Burger, Don’t Worry about Cost” 4.1 From External to Internal Analysis 4.2 Core Competencies 4.3 The Resource-Based View 4.4 The Dynamic Capabilities Perspective 4.5 The Value Chain and Strategic Activity Systems 4.6 Implications for Strategic Leaders CHAPTERCASE 4 / Part II CHAPTER 5: COMPETITIVE ADVANTAGE, FIRM PERFORMANCE, AND BUSINESS MODELS CHAPTERCASE 5 / Part I: The Quest for Competitive Advantage: Apple vs. Microsoft 5.1 Competitive Advantage and Firm Performance 5.2 Business Models: Putting Strategy into Action 5.3 Implications for Strategic Leaders CHAPTERCASE 5 / Part II PART TWO / FORMULATION CHAPTER 6: BUSINESS STRATEGY: DIFFERENTIATION, COST LEADERSHIP, AND BLUE OCEANS CHAPTERCASE 6 / Part I: JetBlue Airways: En Route to a New Blue Ocean? 6.1 Business-Level Strategy: How to Compete for Advantage 6.2 Differentiation Strategy: Understanding Value Drivers 6.3 Cost-Leadership Strategy: Understanding Cost Drivers 6.4 Business-Level Strategy and the Five Forces: Benefits and Risks 6.5 Blue Ocean Strategy: Combining Differentiation and Cost Leadership 6.6 Implications for Strategic Leaders CHAPTERCASE 6 / Part II CHAPTER 7: BUSINESS STRATEGY: INNOVATION, ENTREPRENEURSHIP, AND PLATFORMS CHAPTERCASE 7 / Part I: Netflix: Disrupting the TV Industry 7.1 Competition Driven by Innovation 7.2 Strategic and Social Entrepreneurship 7.3 Innovation and the Industry Life Cycle 7.4 Types of Innovation 7.5 Platform Strategy 7.6 Implications for Strategic Leaders CHAPTERCASE 7 / Part II CHAPTER 8: CORPORATE STRATEGY: VERTICAL INTEGRATION AND DIVERSIFICATION CHAPTERCASE 8 / Part I: Amazon’s Corporate Strategy 8.1 What Is Corporate Strategy? 8.2 The Boundaries of the Firm 8.3 Vertical Integration along the Industry Value Chain 8.4 Corporate Diversification: Expanding Beyond a Single Market 8.5 Implications for Strategic Leaders CHAPTERCASE 8 / Part II CHAPTER 9: CORPORATE STRATEGY: STRATEGIC ALLIANCES, MERGERS AND ACQUISITIONS CHAPTERCASE 9 / Part I: Little Lyft Gets Big Alliance Partners and Beats Uber in Going Public 9.1 How Firms Achieve Growth 9.2 Strategic Alliances 9.3 Mergers and Acquisitions 9.4 Implications for Strategic Leaders CHAPTERCASE 9 / Part II CHAPTER 10: GLOBAL STRATEGY: COMPETING AROUND THE WORLD CHAPTERCASE 10 / Part I: IKEA: The World’s Most Profitable Retailer 10.1 What Is Globalization? 10.2 Going Global: Why? 10.3 Going Global: Where and How? 10.4 Cost Reductions vs. Local Responsiveness: The Integration-Responsiveness Framework 10.5 National Competitive Advantage: World Leadership in Specific Industries 10.6 Implications for Strategic Leaders CHAPTERCASE 10 / Part II PART THREE / IMPLEMENTATION CHAPTER 11: ORGANIZATIONAL DESIGN: STRUCTURE, CULTURE, AND CONTROL CHAPTERCASE 11 / Part I: “A” Is for Alphabet and “G” Is for Google 11.1 Organizational Design and Competitive Advantage 11.2 Strategy and Structure 11.3 Organizing for Innovation 11.4 Organizational Culture: Values, Norms, and Artifacts 11.5 Strategic Control-and-Reward Systems 11.6 Implications for Strategic Leaders CHAPTERCASE 11 / Part II CHAPTER 12: CORPORATE GOVERNANCE AND BUSINESS ETHICS CHAPTERCASE 12 / Part I: Theranos: Bad Blood 12.1 The Shared Value Creation Framework 12.2 Corporate Governance 12.3 Strategy and Business Ethics 12.4 Implications for Strategic Leaders CHAPTERCASE 12 / Part II PART FOUR / MINICASES HOW TO CONDUCT A CASE ANALYSIS 1 Apple: What’s Next? 2 Starbucks CEO Kevin Johnson: “I’m not Howard Schultz” 3 BlackBerry’s Rise and Fall 4 Nike’s Core Competency: The Risky Business of Creating Heroes 5 Business Model Innovation: How Dollar Shave Club Disrupted Gillette 6 How JCPenney Sailed into a Red Ocean 7 Platform Strategy: How PayPal Solved the Chicken-or-Egg Problem 8 GE: Corporate Strategy Gone Wrong 9 Disney: Building Billion-Dollar Franchises 10 Hollywood Goes Global 11 Yahoo: From Internet Darling to Fire Sale 12 Uber: Ethically Most Challenged Tech Company? Company Index Name Index Subject Index "Strategic Management brings conceptual frameworks to life via examples that cover products and services from companies with which students are familiar, such as Facebook, Google, Tesla, Starbucks, Apple, McDonald's, Disney, Airbnb, and Uber. Liberal use of such examples aids in making strategy relevant to students' lives and helps them internalize strategy concepts and frameworks"-- Provided by publisher