Contemporary Strategy Analysis, 11ed (An Indian Adaptation)

Description

Contemporary Strategy Analysis, 11e, focuses on the essential tasks of strategy, showing readers how to use the tools of strategy analysis to identify, analyze, and exploit the sources of superior business performance to secure competitive advantage. This edition examines the role of strategy in a world reshaped by the COVID-19 pandemic and discusses a wide range of trending topics — such as the corporate social responsibility movement and environmental, social, and governance innovation.

About the Author

Robert M. Grant is Professor of Strategic Management at Bocconi University, Milan, Italy and a Visiting Professor at Cass Business School, London. He was born in Bristol, England and has taught at Georgetown University, London Business School, University of British Columbia, California Polytechnic, UCLA, Insead, and University of South Africa.

P. D. Jose is a Professor in the Strategy Area at IIM Bangalore. Prior to joining IIMB, he was a member of the faculty at the Administrative Staff College of India, Hyderabad.

Sai Yayavaram is a Professor in the Strategy Area at IIM Bangalore. Prior to joining IIM Bangalore, he was with the National University of Singapore for nine years. He worked as a consultant in the Tata Strategic Management Group, Mumbai, from 1994 to 1998.

Rejie George Pallathitta is a Professor in the Strategy Area at IIM Bangalore.

Table of Contents

Book Review

Part I Introduction

Chapter 1 The Concept of Strategy

Introduction and Objectives
The Role of Strategy in Success
The Basic Framework for Strategy Analysis
What Is Strategy? Why Do Firms Need It?
Locating and Describing Strategy
How Is Strategy Made? The Strategy Process
Strategic Management of Not-For-Profit Organizations

Part II The Tools Of Strategy Analysis

Chapter 2 Goals, Value, and Performance

Introduction and Objectives
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

Chapter 3 Industry Analysis: The Fundamentals

Introduction and Objectives
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

Chapter 4 Further Topics in Industry and Competitive

Analysis
Introduction and Objectives
The Limits of Industry Analysis
Beyond the Five Forces: Ecosystems and Business Models
Competitive Interaction: Game Theory and Competitor Analysis
Segmentation and Strategic Groups

Chapter 5 Analyzing Resources and Capabilities

Introduction and Objectives
The Role of Resources and Capabilities in Strategy Formulation
Identifying Resources and Capabilities
Appraising Resources and Capabilities
Developing Strategy Implications

Chapter 6 Organization Structure and Management Systems:

The Fundamentals of Strategy Implementation
Introduction and Objectives
Strategy Formulation and Strategy Implementation
The Fundamentals of Organizing: Specialization, Cooperation, and Coordination
Developing Organizational Capability
Organization Design

Part III Business Strategy And The Quest For Competitive Advantage
Chapter 7 The Sources and Dimensions of Competitive Advantage

Introduction and Objectives
How Is Competitive Advantage Established?
Cost Advantage
Differentiation Advantage
Can Firms Pursue Both Cost and Differentiation Advantage?
How Is Competitive Advantage Sustained?

8 Industry Evolution and Strategic Change

Introduction and Objectives
The Industry Life Cycle
The Challenge of Organizational Adaptation and Strategic Change
Managing Strategic Change

Chapter 9 Technology-Based Industries and the Management of Innovation

Introduction and Objectives
Competitive Advantage in Technology-Intensive Industries
Strategies to Exploit Innovation
Standards, Platforms, and Network Externalities
Implementing Technology Strategies

Part IV Corporate Strategy

10 Vertical Integration and the Scope of the Firm

Introduction and Objectives
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

Introduction and Objectives
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

Introduction and Objectives
Motives for Diversification
Competitive Advantage from Diversification
Diversification and Performance
The Meaning of Relatedness in Diversification

13 Implementing Corporate Strategy: Managing the Multibusiness Firm

Introduction and Objectives
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

Introduction and Objectives
Mergers and Acquisitions
Strategic Alliances

15 Current Trends in Strategic Management

Introduction and Objectives
The New Environment of Business
New Directions in Strategic Thinking
Redesigning Organizations
The Changing Role of Managers

Summary

Notes