상세정보

Pankaj Ghemawat, respected and renowned Harvard University professor, has designed and written a business strategy text to help students master a body of analytical tools and develop an integrative point of view when making strategic choices.*Contemporary strategic issues are grounded within an historical perspective.*A focus on business-level strategy allows MBA students to focus on strategies that have the greatest potential of improving business performance.*An integrated, core set of Harvard Business School cases deepens and extends the concepts developed in the chapters.*These extensively class-tested cases explore a range of strategy concepts in a variety of industries.

정보제공 :

CONTENTS
CHAPTER 1 The Origins of Strategy = 1
 BACKGROUND = 2
 ACADEMIC UNDERPINNINGS = 4
 THE RISE OF STRATEGY CONSULTANTS = 8
  BCG and the Experience Curve = 9
  From the Experience Curve to Portfolio Analysis = 9
  Strategic Business Units and Portfolio Analysis = 10
 EMERGING PROBLEMS = 13
CHAPTER 2 Mapping the Business Landscape / Pankaj Ghemawat ; David J. Collis = 19
 SUPPLY-DEMAND ANALYSIS = 21
 THE "FIVE FORCES" FRAMEWORK = 24
  Force 1 : The Degree of Rivalry = 25
  Force 2 : The Threat of Entry = 28
  Force 3 : The Threat of Substitutes = 29
  Force 4 : Buyer Power = 30
  Force 5 : Supplier Power = 31
 THE VALUE NET AND OTHER GENERALIZATIONS = 31
 THE PROCESS OF MAPPING BUSINESS LANDSCAPES = 35
  Step 1 : Drawing the Boundaries = 35
  Step 2 : Mapping Key Relationships = 38
  Step 3 : Adapting to／Shaping the Business Landscape = 43
CHAPTER 3 Creating Competitive Advantage / Pankaj Ghemawat ; Jan W. Rivkin = 49
 THE DEVELOPMENT OF CONCEPTS FOR COMPETITIVE POSITIONING = 51
  Cost Analysis = 52
  Differentiation Analysis = 53
  Costs Versus Differentiation = 54
  Added Value = 58
 A PROCESS FOR ANALYSIS = 60
  Step 1 : Using Activities to Analyze Relative Costs = 62
  Step 2 : Using Activities to Analyze Relative Willingness to Pay = 65
  Step 3 : Exploring Different Strategic Options and Making Choices = 68
 THE WHOLE VERSUS THE PARTS = 70
CHAPTER 4 Anticipating Competitive and Cooperative Dynamics = 75
 COMPETITION AND COOPERATION AMONG THE FEW = 75
  Game Theory = 76
  Behavioral Theory = 79
 EVOLUTIONARY DYNAMICS = 81
 THREATS TO ADDED VALUE = 84
  Imitation = 84
  Substitution = 90
 THREATS TO THE APPROPRIABILITY OF ADDED VALUE = 95
  Holdup = 95
  Slack = 101
CHAPTER 5 Building and Sustaining Success / Pankaj Ghemawat ; Gary P. Pisano = 111
 ACTIVITIES VERSUS RESOURCES = 112
  The Activity-System View = 113
  The Resource-Based View = 116
 DYNAMIC THEORIES = 119
  Making Commitments = 121
  Developing Capabilities = 124
 THE CHALLENGE OF CHANGE = 127
CASE 1 Intel Corporation : 1968-1997 / David J. Collis ; Gary P. Pisano = 1-1
CASE 2 Adolph Coors in the Brewing Industry / Pankaj Ghemawat = 2-1
CASE 3 Cola Wars Continued : Coke versus Pepsi in the 1990s / David B. Yoffie = 3-1
CASE 4 Crown Cork & Seal in 1989 / Stephen P. Bradley = 4-1
CASE 5 Wal*Mart Stores, Inc. / Stephen P. Bradley ; Pankaj Ghemawat = 5-1
CASE 6 De Beers Consolidated Mines Ltd.(A) / Pankaj Ghemawat = 6-1
CASE 7 Microsoft, 1995 / Tarun Khanna ; David B. Yoffie = 7-1
CASE 8 British Satellite Broadcasting versus Sky Television / Pankaj Ghemawat = 8-1
CASE 9 Leadership Online : Barnes & Noble versus Amazon.com(A) / Pankaj Ghemawat = 9-1
CASE 10 Nucor at a Crossroads / Pankaj Ghemawat = 10-1