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A strategy text on value creation with case studies

The ninth edition of Contemporary Strategy Analysis: Text and Cases focuses on the fundamentals of value creation with an emphasis on practicality. Topics in this edition include: platform-based competition and ecosystems of related industries; the role of strategy making processes; mergers, acquisitions and alliances; and strategy implementation. Within the twenty case studies, students will find leading companies that are familiar to them. This strategy analysis text is suitable for MBA and advanced undergraduate students.

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‘‘Great textbook that manages to provide both scientific insight as well as valuable tools for practice.’’

Prof. Dr Phillip C. Nell, Vienna University of Economics and Business, Austria

‘‘Grant’s Contemporary Strategy Analysis provides a comprehensive and practical review of all the key strategy topics, from analysing internal resources and capabilities to competitive advantage in mature industries. It provides a detailed and pragmatic overview, ideal for my Strategy Exec MBA module, with numerous practical case studies making it a must have for both post graduates and industry practitioners.’’

Amazon Reviewer

Contemporary Strategy Analysis, 9th edition, is the latest installment of Robert M. Grant’s widely adopted and internationally acclaimed book on strategy analysis in a business context. An ideal study companion for MBA and advanced undergraduate courses, Grant employs his vibrant and accessible writing style to introduce the core concepts and principles of strategy analysis, whilst combining a rigorous approach to business strategy with highly relevant illustrations of current practice. The rich collection of contemporary examples which run throughout the book present an in-depth focus on strategy implementation, particularly the pressures on companies to reconcile scale economies with entrepreneurial flexibility, innovation with cost-efficiency and globalization with local responsiveness.

The 9th edition is fully revised and updated to include greater emphasis on strategy implementation, platform-based competition and industry “ecosystems”, the role of strategy-making processes and practices, and mergers, acquisitions and alliances. 

This text and cases combined volume includes 24 full-length cases written specifically by the author to enable students to apply concepts and techniques of strategy analysis to real-life scenarios. The cases, which have been completely updated, include several new entries such as Tough Mudder, Haier Group, Chipotle and the Marijuana Industry.

Contemporary Strategy Analysis comes equipped with a strong package of additional teaching materials, including author videos, PowerPoint slides, instructor’s manual, testbank and case teaching notes, all of which can be found at www.wiley.com/college/grant.

Robert M. Grant is the Eni Professor of Strategic Management at Bocconi University in Milan, and a Visiting Professor at Georgetown University and City University, London. His previous faculty positions included London Business School, California Polytechnic, University of British Columbia, and University of St Andrews. His business experience ranges from manufacturing tires (Firestone) and meat pies (Kraft Foods) to strategy consulting with companies such as Eni and American Express.

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Cover -- Title Page -- Copyright Page -- Dedication -- Brief Contents -- Contents -- Preface to Ninth Edition -- PART I INTRODUCTION -- 1 The Concept of Strategy -- Introduction and Objectives -- The Role of Strategy in Success -- The Basic Framework for Strategy Analysis -- A Brief History of Business Strategy -- Strategy Today -- How Is Strategy Made? The Strategy Process -- Strategic Management of Not-For-Profit Organizations -- Summary -- Self-Study Questions -- Notes -- PART II THE TOOLS OF STRATEGY ANALYSIS -- 2 Goals, Values, and Performance -- Introduction and Objectives -- Strategy as a Quest for Value -- Putting Performance Analysis into Practice -- Beyond Profit: Values and Corporate Social Responsibility -- Beyond Profit: Strategy and Real Options -- Summary -- Self-Study Questions -- Notes -- 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 -- Summary -- Self-Study Questions -- Notes -- 4 Further Topics in Industry and Competitive Analysis -- Introduction and Objectives -- Extending the Five Forces Framework -- Dynamic Competition: Hypercompetition, Game Theory, and Competitor Analysis -- Segmentation and Strategic Groups -- Summary -- Self-Study Questions -- Notes -- 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 -- Summary -- Self-Study Questions -- Notes -- 6 Organization Structure and Management Systems: The Fundamentals of Strategy Implementation -- Introduction and Objectives -- From Strategy to Execution -- Organizational Design: The Fundamentals of Organizing -- Organizational Design: Choosing the Right Structure -- Summary -- Self-Study Questions -- Notes -- PART III BUSINESS STRATEGY AND THE QUEST FOR COMPETITIVE ADVANTAGE -- 7 The Sources and Dimensions of Competitive Advantage -- Introduction and Objectives -- How Competitive Advantage Is Established and Sustained -- Types of Competitive Advantage: Cost and Differentiation -- Cost Analysis -- Differentiation Analysis -- Implementing Cost and Differentiation Strategies -- Summary -- Self-Study Questions -- Notes -- 8 Industry Evolution and Strategic Change -- Introduction and Objectives -- The Industry Life Cycle -- The Challenge of Organizational Adaptation and Strategic Change -- Managing Strategic Change -- Summary -- Self-Study Questions -- Notes -- 9 Technology-based Industries and the Management of Innovation -- Introduction and Objectives -- Competitive Advantage in Technology-intensive Industries -- Strategies to Exploit Innovation: How and When to Enter -- Standards, Platforms, and Network Externalities -- Platform-based Markets -- Implementing Technology Strategies: Creating the Conditions for Innovation -- Accessing External Sources of Innovation -- Summary -- Self-Study Questions -- Notes -- 10 Competitive Advantage in Mature Industries -- Introduction and Objectives -- Competitive Advantage in Mature Industries -- Strategy Implementation in Mature Industries: Structure, Systems, and Style -- Strategies for Declining Industries -- Summary -- Self-Study Questions -- Notes -- PART IV CORPORATE STRATEGY -- 11 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 -- The Benefits from Vertical Integration -- The Costs of Vertical Integration -- Applying the Criteria: Deciding Whether to Make or Buy -- Designing Vertical Relationships -- Different Types of Vertical Relationship -- Choosing Among Alternative Vertical Relationships -- Recent Trends -- Summary -- Self-Study Questions -- Notes -- 12 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 -- Summary -- Self-Study Questions -- Notes -- 13 Diversification Strategy -- Introduction and Objectives -- Motives for Diversification -- Competitive Advantage from Diversification -- Diversification and Performance -- The Meaning of Relatedness in Diversification -- Summary -- Self-Study Questions -- Notes -- 14 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 -- Summary -- Self-Study Questions -- Notes -- 15 External Growth Strategies: Mergers, Acquisitions, and Alliances -- Introduction and Objectives -- Mergers and Acquisitions -- Strategic Alliances -- Summary -- Self-Study Questions -- Notes -- 16 Current Trends in Strategic Management -- Introduction -- The New Environment of Business -- New Directions in Strategic Thinking -- Redesigning Organizations -- The Changing Role of Managers -- Summary -- Notes -- Glossary -- Index -- EULA -- .