Chapter 1　Introduction to Strategic Management

　1.1　Strategic Competitiveness

　1.2　The Global Economy

　1.3　Vision

　1.4　Mission

　1.5　Strategic Management Process

　1.6　Developing a Strategic Vision and Mission

　1.7　Setting Objectives

　1.8　Crafting a Strategy

　1.9　Implementing and Executing a Strategy

　1.10　Approaches to Performing the Strategy-Making Task

　1.11　Strategic Management Principle

Chapter 2　The External Environment

　2.1　The General, Industry, and Competitor Environments

　2.2　External Environmental Analysis

　2.3　Scanning

　2.4　Monitoring

　2.5　Industry Environment Analysis

　2.6　Threat of New Entrants

　2.7　Bargaining Power of Buyers

　2.8　Threat of Substitute Products

　2.9　Strategic Groups

　2.10　Ethical Considerations

　2.11　Rivalry Among Competing Sellers

Chapter 3　The Internal Environment

　3.1　Analyzing the Internal Organization

　3.2　Creating Value

　3.3　Resources, Capabilities, and Core Competencies

　3.4　Resources

　3.5　Tangible Resources

　3.6　Intangible Resources

　3.7　Capabilities

　3.8　Core Competencies

　3.9　The Four Criteria of Sustainable Competitive Advantage

　3.10　Value Chain Analysis

　3.11　Outsourcing

　3.12　Analyzing Driving Forces

Chapter 4　Evaluating Resources and Competitive Capabilities

　4.1　A Model of Competitive Rivalry

　4.2　Competitor Analysis

　4.3　Resource Similarity

　4.4　Competitive Rivalry

　4.5　Strategic and Tactical Actions

　4.6　Competitive Dynamics

　4.7　Slow-Cycle Markets

　4.8　Fast-Cycle Markets

　4.9　Company Situation Analysis

　4.10　Typical Company Value Chain

　4.11　How Strong the Company's Competitive Position Is

Chapter 5　Business-Level Strategies

　5.1　Customers: Their Relationship with Business-Level Strategies

　5.2　The Purpose of Business-Level Strategies

　5.3　Types of Business-Level Strategies

　5.4　Cost Leadership Strategies

　5.5　Differentiation Strategies

　5.6　Focus Strategies

　5.7　Focused Cost Leadership Strategies

　5.8　Competitive Risks of Focus Strategies

　5.9　Integrated Cost Leadership/Differentiation Strategies

　5.10　Levels of Diversification

　5.11　Low Levels of Diversification

　5.12　Reasons for Diversification

　5.13　Value-Creating Diversification: Related Constrained and Related Linked Diversification

Chapter 6　Functional Strategies and Strategic Choices

　6.1　Operational Relatedness: Sharing Activities

　6.2　Market Power

　6.3　Simultaneous Operational Relatedness and Corporate Relatedness

　6.4　Value-Neutral Diversification: Incentives and Resources

　6.5　Resources and Diversification

　6.6　Value-Reducing Diversification: Managerial Motives to Diversify

　6.7　The Popularity of Merger and Acquisition Strategies

　6.8　Increased Market Power

　6.9　Cost of New Product Development and Increased Speed to Market

　6.10　Learning and Developing New Capabilities

　6.11　Managers Overly Focused on Acquisitions

　6.12　Three Basic Benefits of International Strategies

　6.13　International Strategies

　6.14　International Business-Level Strategies

　6.15　Global Strategy

　6.16　Acquisitions

　6.17　Risk of Best-Cost Provider Strategies

　6.18　Merger and Acquisition Strategies

　6.19　Unbundling and Outsourcing Strategies

　6.20　Offensive Strategies and Competitive Advantage

　6.21　First-Mover Advantages

Chapter 7　Strategy Implementation

　7.1　Implementing Internal Innovations

　7.2　Facilitating Integration and Innovation

　7.3　Innovation Through Cooperative Strategies

　7.4　Organizational Structure and Controls

　7.5　Functional Structure

　7.6　The Role of Top-Level Managers

　7.7　Top Management Teams

　7.8　Managerial Succession

　7.9　Sustaining an Effective Organizational Culture

　7.10　Establishing Balanced Organizational Controls

　7.11　Entrepreneurship and Entrepreneurial Opportunities

　7.12　Innovation

　7.13　Internal Innovation

　7.14　Incremental and Radical Innovation

　7.15　Autonomous Strategic Behavior

　7.16　Why the World Economy Is Globalizing

　7.17　Multi-domestic Strategy Maximizes Local Responsiveness

　7.18　Locating Activities to Build a Global Competitive Advantage

　7.19　What Profit Sanctuaries Are

　7.20　Advantages and Disadvantages of the Four Strategies

　7.21　New Business Model for the Internet Economy

　7.22　Internet Strategies for Traditional Businesses

　7.23　Tailoring Strategy to Fit Specific Industry Situations

　7.24　Competitive Advantage in Diversified Companies

　7.25　Sales and Marketing Fits

　7.26　What Unrelated Diversification Is

　7.27　How Broadly a Company Should Diversify

　7.28　Turnaround Strategies

Chapter 8　Strategic Evaluation and Control

　8.1　Product Diversification as an Example of an Agency Problem

　8.2　Ownership Concentration

　8.3　Enhancing the Effectiveness of the Board of Directors

　8.4　Evaluating the Strategy of Diversified Companies

　8.5　How Corporate Strategies Form

　8.6　Building Core Competencies and Competitive Capabilities

　8.7　What the Goals of the Strategy Implementing-Executing Process Are

　8.8　Key Traits to Building Core Competencies

　8.9　Instituting Best Practices and Installing Support Systems

　8.10　What Total Quality Management Is

　8.11　What Areas Information Systems Should Address

　8.12　Guidelines for Designing an Effective Compensation System

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