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For undergraduate and postgraduate courses in Strategic Management, this updated title presents current issues and topics and covers both the skills and theories requires to sustain a competitive advantage. A selection of brand new cases includes exciting companies, such as Krispy Kreme Doughnuts, and there is a companion website.

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• Preface(p. x)
• Part 1 Overview of Strategic Management(p. 2)
• Chapter 1 The Nature of Strategic Management(p. 2)
• What Is Strategic Management?(p. 5)
• Key Terms in Strategic Management(p. 8)
• The Strategic-Management Model(p. 13)
• Benefits of Strategic Management(p. 15)
• Why Some Firms Do No Strategic Planning(p. 17)
• Pitfalls in Strategic Planning(p. 18)
• Guidelines for Effective Strategic Management(p. 18)
• Business Ethics and Strategic Management(p. 20)
• Comparing Business and Military Strategy(p. 24)
• The Nature of Global Competition(p. 25)
• Cohesion Case: Krispy Kreme Doughnuts, Inc.--2004(p. 32)
• Experiential Exercises(p. 44)
• Part 2 Strategy Formulation(p. 48)
• Chapter 2 The Business Vision and Mission(p. 48)
• What Do We Want to Become?(p. 50)
• What Is Our Business?(p. 53)
• Importance of Vision and Mission Statements(p. 55)
• Characteristics of a Mission Statement(p. 58)
• Components of a Mission Statement(p. 63)
• Writing and Evaluating Mission Statements(p. 63)
• Experiential Exercises(p. 69)
• Chapter 3 The External Assessment(p. 72)
• The Nature of an External Aduit(p. 74)
• The Industrial Organization (I/O) View(p. 76)
• Economic Forces(p. 77)
• Social, Cultural, Demographic, and Environmental Forces(p. 79)
• Political, Governmental, and Legal Forces(p. 83)
• Technological Forces(p. 86)
• Competitive Forces(p. 87)
• Competitive Analysis: Porter's Five-Forces Model(p. 92)
• Sources of External Information(p. 96)
• Forecasting Tools and Techniques(p. 96)
• The Global Challenge(p. 97)
• Industry Analysis: The External Factor Evaluation (EFE) Matrix(p. 101)
• The Competitive Profile Matrix (CPM)(p. 104)
• Experiential Exercises(p. 109)
• Chapter 4 The Internal Assessment(p. 112)
• The Nature of an Internal Aduit(p. 114)
• The Resource-Based View (RBV)(p. 117)
• Integrating Strategy and Culture(p. 118)
• Management(p. 123)
• Marketing(p. 128)
• Finance/Accounting(p. 132)
• Production/Operations(p. 139)
• Research and Development(p. 141)
• Management Information Systems(p. 144)
• The Value Chain(p. 146)
• The Internal Factor Evaluation (IFE) Matrix(p. 147)
• Experiential Exercises(p. 154)
• Chapter 5 Strategies in Action(p. 156)
• Long-Term Objectives(p. 158)
• Types of Strategies(p. 161)
• Integration Strategies(p. 164)
• Intensive Strategies(p. 167)
• Diversification Strategies(p. 169)
• Defensive Strategies(p. 172)
• Michael Porter's Generic Strategies(p. 176)
• Means for Achieving Strategies(p. 178)
• First Mover Advantages(p. 184)
• Strategic Management in Nonprofit and Governmental Organizations(p. 185)
• Strategic Management in Small Firms(p. 187)
• Experiential Exercises(p. 192)
• Chapter 6 Strategy Analysis and Choice(p. 196)
• The Nature of Strategy Analysis and Choice(p. 198)
• A Comprehensive Strategy-Formulation Framework(p. 200)
• The Input Stage(p. 201)
• The Matching Stage(p. 202)
• The Decision Stage(p. 220)
• Cultural Aspects of Strategy Choice(p. 224)
• The Politics of Strategy Choice(p. 225)
• Governance Issues(p. 226)
• Experiential Exercises(p. 234)
• Part 3 Strategy Implementation(p. 240)
• Chapter 7 Implementing Strategies: Management and Operations Issues(p. 240)
• The Nature of Strategy Implementation(p. 242)
• Annual Objectives(p. 244)
• Policies(p. 246)
• Resource Allocation(p. 248)
• Managing Conflict(p. 249)
• Matching Structure with Strategy(p. 250)
• Restructuring, Reengineering and E-Engineering(p. 255)
• Linking Performance and Pay to Strategies(p. 257)
• Managing Resistance to Change(p. 259)
• Managing the Natural Environment(p. 261)
• Creating a Strategy-Supportive Culture(p. 264)
• Production/Operations Concerns When Implementing Strategies(p. 268)
• Human Resource Concerns When Implementing Strategies(p. 269)
• Experiential Exercises(p. 278)
• Chapter 8 Implementing Strategies: Marketing, Finance/Accounting, R&D, and MIS Issues(p. 280)
• The Nature of Strategy Implementation(p. 282)
• Marketing Issues(p. 282)
• Finance/Accounting Issues(p. 288)
• Research and Development (R&D) Issues(p. 299)
• Management Information Systems (MIS) Issues(p. 301)
• Experiential Exercises(p. 306)
• Part 4 Strategy Evaluation(p. 308)
• Chapter 9 Strategy Review, Evaluation, and Control(p. 308)
• The Nature of Strategy Evaluation(p. 310)
• A Strategy-Evaluation Framework(p. 314)
• The Balanced Scorecard(p. 320)
• Published Sources of Strategy-Evaluation Information(p. 320)
• Characteristics of an Effective Evaluation System(p. 323)
• Contingency Planning(p. 324)
• Auditing(p. 325)
• Twenty-First-Century Challenges in Strategic Management(p. 326)
• Experiential Exercises(p. 332)
• Part 5 Strategic Management Case Analysis(p. 334)
• How to Prepare and Present a Case Analysis(p. 334)
• What Is a Strategic Management Case?(p. 336)
• Guidelines for Preparing Case Analyses(p. 336)
• Preparing a Case for Class Discussion(p. 337)
• Preparing a Written Case Analysis(p. 338)
• Making an Oral Presentation(p. 340)
• Sample Case Analysis Outline(p. 345)
• Name Index(p. 349)
• Subject Index(p. 352)
• Company Index(p. 357)
• Service Company Cases
• Telecommunications, Inc.
• 1. Verizon Communications, Inc.--2004(p. 2)
• 2. Nextel Communications, Inc.--2004(p. 12)
• Airlines
• 3. Southwest Airlines Co.--2004(p. 24)
• 4. AMR Inc.--2004(p. 34)
• Internet Companies
• 5. E*TRADE Financial, Corp.--2004(p. 42)
• 6. eBay Inc.--2004(p. 50)
• 7. Amazon.com, Inc.--2004(p. 62)
• Retailers
• 8. The Kroger Company--2003(p. 74)
• 9. Limited Brands--2004(p. 88)
• 10. Wal-Mart Stores, Inc.--2004(p. 102)
• 11. Target Corporation--2003(p. 116)
• Entertainment
• 12. Mandalay Resort Group--2004(p. 124)
• 13. Royal Caribbean Cruises Ltd.--2004(p. 134)
• Small For-Profit Business
• 14. The Quarry, Inc., Indoor Climbing Center--2004(p. 148)
• 15. First Reliance Bank--2003(p. 160)
• 16. Bridal Gallery--2003(p. 172)
• 17. Champions Hydro-Lawn, Inc.--2003(p. 178)
• Nonprofit Organizations
• 18. The Audubon Nature Institute--2003(p. 188)
• 19. Central United Methodist Church--2004(p. 200)
• 20. The United States Postal Service--2004(p. 210)
• 21. American Red Cross--2004(p. 220)
• 22. The Classic Car Club of America--2004(p. 234)
• 23. Utah Valley State College--2004(p. 244)
• Manufacturing Company Cases
• Transportation
• 24. Harley-Davidson, Inc.--2004(p. 256)
• 25. Winnebago Industries--2004(p. 264)
• Cosmetics
• 26. Avon Products, Inc.--2004(p. 274)
• 27. Revlon, Inc.--2004(p. 284)
• Food and Beverage
• 28. Pilgrim's Pride Corporation--2004(p. 296)
• 29. Anheuser-Busch Companies, Inc.--2004(p. 306)
• Aerospace
• 30. Boeing--2004(p. 314)
• 31. Lockheed Martin Corporation--2004(p. 326)
• Computers
• 32. Apple Computer, Inc.--2004(p. 338)
• 33. Gateway, Inc.--2004(p. 350)
• Medical
• 34. Stryker Corporation--2004(p. 360)
• 35. Biomet, Inc.--2004(p. 368)
• Sporting Goods
• 36. Nike--2004(p. 380)
• 37. Reebok International, Ltd. (RBK)--2004(p. 396)
• 38. Calloway Golf Company--2004(p. 408)
• Tobacco
• 39. UST Inc.--2004(p. 416)
• 40. R.J. Reynolds Tobacco Company--2004(p. 426)