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BOOKS  >  BUSINESS & ECONOMICS   >  CENGAGE LEARNING  >  9780324655599

 
Strategic Management : Concepts & Cases: Competitiveness Globalization Michael A. Hitt, R. Duane Ireland, Robert E. Hoskisson Hardcover NON-FICTION ENGLISH 9780324655599 CENGAGE LEARNING BUSINESS ECONOMICS BOOKS
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Strategic Management : Concepts & Cases: Competitiveness And Globalization - Michael A. Hitt, R. Duane Ireland, Robert E. Hoskisson - Hardcover - NON-FICTION - ENGLISH - 9780324655599

Publisher: CENGAGE LEARNING
ISBN-13: 9780324655599
ISBN-10: 0324655592
Pkg Size: 1 X 8 X 10.25
$282.37
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Academic Level : Scholarly/Undergraduate
Author : Michael A. Hitt, R. Duane Ireland, Robert E. Hoskisson
Binding : Hardcover
BISAC Subject : Business & Economics / Human Resources & Personnel Management, Business & Economics / Management
Book Type : NON-FICTION
Dewey : 658
Edition : 8, Subsequent
Language : ENGLISH
LCCN : 2007940878
Library Subject : Industrial management, Strategic planning
Pages : 387, 1 v. (various pagings) :
Place of Publication : United States
Publication Date : 01/15/2008
Subject Development : Business
Textual Format : Textbooks, Lower level

Table of Contents
Preface xviii
About the Authors xxiv
Part 1: Strategic Management Inputs
1(94)
Strategic Management and Strategic Competitiveness
2(30)
Opening Case: Boeing and Airbus: A Global Competitive Battle over Supremacy in Producing Commercial Aircraft
3(3)
The Competitive Landscape
6(7)
The Global Economy
7(3)
Technology and Technological Changes
10(1)
Strategic Focus: Apple: Using Innovation to Create Technology Trends and Maintain Competitive Advantage
11(2)
The I/O Model of Above-Average Returns
13(3)
Strategic Focus: Netflix Confronts a Turbulent Competitive Environment
14(2)
The Resource-Based Model of Above-Average Returns
16(2)
Vision and Mission
18(2)
Vision
18(1)
Mission
19(1)
Stakeholders
20(2)
Classifications of Stakeholders
20(2)
Strategic Leaders
22(2)
The Work of Effective Strategic Leaders
23(1)
Predicting Outcomes of Strategic Decisions: Profit Pools
24(1)
The Strategic Management Process
24(8)
Summary
26(1)
Review Questions
26(1)
Experiential Exercises
27(1)
Notes
27(5)
The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis
32(36)
Opening Case: Environmental Pressures on Wal-Mart
33(2)
The General, Industry, and Competitor Environments
35(2)
External Environmental Analysis
37(2)
Scanning
38(1)
Monitoring
38(1)
Forecasting
39(1)
Assessing
39(1)
Segments of the General Environment
39(9)
The Demographic Segment
40(2)
The Economic Segment
42(1)
The Political/Legal Segment
42(1)
The Sociocultural Segment
43(1)
The Technological Segment
44(1)
The Global Segment
45(1)
Strategic Focus: Does Google Have the Market Power to Ignore External Pressures?
46(2)
Industry Environment Analysis
48(7)
Threat of New Entrants
49(3)
Bargaining Power of Suppliers
52(1)
Bargaining Power of Buyers
52(1)
Threat of Substitute Products
52(1)
Intensity of Rivalry Among Competitors
53(2)
Interpreting Industry Analyses
55(1)
Strategic Groups
55(3)
Strategic Focus: IBM Closely Watches Its Competitors to Stay at the Top of Its Game
57(1)
Competitor Analysis
58(2)
Ethical Considerations
60(8)
Summary
61(1)
Review Questions
61(1)
Experiential Exercises
62(2)
Notes
64(4)
The Internal Organization: Resources, Capabilities, Core Competencies, and Competitive Advantages
68(27)
Opening Case: Managing the Tension Between Innovation and Efficiency
69(2)
Analyzing the Internal Organization
71(5)
The Context of Internal Analysis
71(1)
Creating Value
72(1)
The Challenge of Analyzing the Internal Organization
73(2)
Strategic Focus: Hyundai Cars: The Quality Is There, So Why Aren't the Cars Selling?
75(1)
Resources, Capabilities, and Core Competencies
76(5)
Resources
76(3)
Strategic Focus: Seeking to Repair a Tarnished Brand Name
79(1)
Capabilities
80(1)
Core Competencies
81(1)
Building Core Competencies
81(6)
Four Criteria of Sustainable Competitive Advantage
81(3)
Value Chain Analysis
84(3)
Outsourcing
87(1)
Competencies, Strengths, Weaknesses, and Strategic Decisions
88(7)
Summary
90(1)
Review Questions
91(1)
Experiential Exercises
91(1)
Notes
92(3)
Part 2: Strategic Actions: Strategy Formulation
95(178)
Business-Level Strategy
96(30)
Opening Case: From Pet Food to PetSmart
97(2)
Customers: Their Relationship with Business-Level Strategies
99(4)
Effectively Managing Relationships with Customers
100(1)
Reach, Richness, and Affiliation
100(1)
Who: Determining the Customers to Serve
101(1)
What: Determining Which Customer Needs to Satisfy
102(1)
How: Determining Core Competencies Necessary to Satisfy Customer Needs
103(1)
The Purpose of a Business-Level Strategy
103(2)
Types of Business-Level Strategies
105(21)
Cost Leadership Strategy
106(4)
Differentiation Strategy
110(3)
Focus Strategies
113(1)
Strategic Focus: Caribou Coffee: When You Are Number Two, You Try Harder
114(3)
Integrated Cost Leadership/Differentiation Strategy
117(1)
Strategic Focus: Zara: Integrating Both Sides of the Coin
118(3)
Summary
121(1)
Review Questions
122(1)
Experiential Exercises
122(1)
Notes
123(3)
Competitive Rivalry and Competitive Dynamics
126(26)
Opening Case: Competition Between Hewlett-Packard and Dell: The Battle Rages On
127(2)
A Model of Competitive Rivalry
129(1)
Competitor Analysis
130(3)
Market Commonality
131(1)
Resource Similarity
132(1)
Drivers of Competitive Actions and Responses
133(2)
Strategic Focus: Who Will Win the Competitive Battles Between Netflix and Blockbuster?
135(1)
Competitive Rivalry
135(1)
Strategic and Tactical Actions
136(1)
Likelihood of Attack
136(5)
Strategic Focus: Using Aggressive Pricing as a Tactical Action at Wal-Mart
137(1)
First-Mover Incentives
137(2)
Organizational Size
139(1)
Quality
140(1)
Likelihood of Response
141(2)
Type of Competitive Action
142(1)
Actor's Reputation
142(1)
Dependence on the Market
143(1)
Competitive Dynamics
143(9)
Slow-Cycle Markets
143(1)
Fast-Cycle Markets
144(1)
Standard-Cycle Markets
145(2)
Summary
147(1)
Review Questions
148(1)
Experiential Exercises
148(1)
Notes
149(3)
Corporate-Level Strategy
152(28)
Opening Case: Procter and Gamble's Diversification Strategy
153(2)
Levels of Diversification
155(2)
Low Levels of Diversification
155(1)
Moderate and High Levels of Diversification
156(1)
Reasons for Diversification
157(1)
Value-Creating Diversification: Related Constrained and Related Linked Diversification
158(5)
Operational Relatedness: Sharing Activities
159(1)
Corporate Relatedness: Transferring of Core Competencies
160(1)
Market Power
161(2)
Simultaneous Operational Relatedness and Corporate Relatedness
163(1)
Unrelated Diversification
163(3)
Strategic Focus: Operational and Corporate Relatedness: Smith & Wesson and Luxottica
164(1)
Efficient Internal Capital Market Allocation
165(1)
Restructuring of Assets
166(1)
Value-Neutral Diversification: Incentives and Resources
166(6)
Strategic Focus: Revival of the Unrelated Strategy (Conglomerate): Small Firms Acquire Castoffs from Large Firms and Seek to Improve Their Value
167(1)
Incentives to Diversify
168(3)
Resources and Diversification
171(1)
Value-Reducing Diversification: Managerial Motives to Diversify
172(8)
Summary
174(1)
Review Questions
174(1)
Experiential Exercises
175(1)
Notes
175(5)
Acquisition and Restructuring Strategies
180(30)
Opening Case: The Increased Trend Toward Cross-Border Acquisitions
181(2)
The Popularity of Merger and Acquisition Strategies
183(1)
Mergers, Acquisitions, and Takeovers: What Are the Differences?
184(1)
Reasons for Acquisitions
184(7)
Increased Market Power
184(1)
Strategic Focus: Oracle Makes a Series of Horizontal Acquisitions While CVS Makes a Vertical Acquisition
185(2)
Overcoming Entry Barriers
187(1)
Cost of New Product Development and Increased Speed to Market
188(1)
Lower Risk Compared to Developing New Products
189(1)
Increased Diversification
189(1)
Reshaping the Firm's Competitive Scope
190(1)
Learning and Developing New Capabilities
190(1)
Problems in Achieving Acquisition Success
191(5)
Integration Difficulties
192(1)
Inadequate Evaluation of Target
192(1)
Large or Extraordinary Debt
193(1)
Inability to Achieve Synergy
193(1)
Too Much Diversification
194(1)
Managers Overly Focused on Acquisitions
195(1)
Too Large
196(1)
Effective Acquisitions
196(2)
Restructuring
198(12)
Strategic Focus: DaimlerChrysler Is Now Daimler AG: The Failed Merger with Chrysler Corporation
199(1)
Downsizing
200(1)
Downscoping
200(1)
Leveraged Buyouts
201(1)
Restructuring Outcomes
202(1)
Summary
203(1)
Review Questions
204(1)
Experiential Exercises
204(1)
Notes
204(6)
International Strategy
210(34)
Opening Case: Shanghai Automotive Industry Corporation: Reaching for Global Markets
211(2)
Identifying International Opportunities: Incentives to Use an International Strategy
213(4)
Increased Market Size
214(1)
Return on Investment
215(1)
Economies of Scale and Learning
215(1)
Strategic Focus: Does General Motors' Survival Depend on International Markets?
216(1)
Location Advantages
217(1)
International Strategies
217(5)
International Business-Level Strategy
218(2)
International Corporate-Level Strategy
220(2)
Environmental Trends
222(2)
Liability of Foreignness
223(1)
Regionalization
223(1)
Choice of International Entry Mode
224(7)
Exporting
225(1)
Licensing
225(1)
Strategic Alliances
226(1)
Acquisitions
227(1)
New Wholly Owned Subsidiary
228(1)
Strategic Focus: Has the Largest Automaker in the World Made Mistakes with Its International Strategy?
229(1)
Dynamics of Mode of Entry
230(1)
Strategic Competitive Outcomes
231(2)
International Diversification and Returns
231(1)
International Diversification and Innovation
232(1)
Complexity of Managing Multinational Firms
232(1)
Risks in an International Environment
233(11)
Political Risks
234(1)
Economic Risks
234(1)
Limits to International Expansion: Management Problems
235(1)
Summary
235(1)
Review Questions
236(1)
Experiential Exercises
237(1)
Notes
237(7)
Cooperative Strategy
244(29)
Opening Case: Using Cooperative Strategies at IBM
245(2)
Strategic Alliances as a Primary Type of Cooperative Strategy
247(5)
Three Types of Strategic Alliances
247(1)
Strategic Focus: Partnering for Success at Kodak
248(2)
Reasons Firms Develop Strategic Alliances
250(2)
Business-Level Cooperative Strategy
252(6)
Complementary Strategic Alliances
252(1)
Competition Response Strategy
253(2)
Strategic Focus: Using Complementary Resources and Capabilities to Succeed in the Global Automobile Industry
255(1)
Uncertainty-Reducing Strategy
256(1)
Competition-Reducing Strategy
256(1)
Assessment of Business-Level Cooperative Strategies
257(1)
Corporate-Level Cooperative Strategy
258(3)
Diversifying Strategic Alliance
258(1)
Synergistic Strategic Alliance
259(1)
Franchising
259(1)
Assessment of Corporate-Level Cooperative Strategies
260(1)
International Cooperative Strategy
261(1)
Network Cooperative Strategy
262(1)
Alliance Network Types
263(1)
Competitive Risks with Cooperative Strategies
263(2)
Managing Cooperative Strategies
265(8)
Summary
266(1)
Review Questions
267(1)
Experiential Exercises
267(1)
Notes
268(5)
Part 3: Strategic Actions: Strategy Implementation
273
Corporate Governance
274(32)
Opening Case: How Has Increasingly Intensive Corporate Governance Affected the Lives of CEOs?
275(3)
Separation of Ownership and Managerial Control
278(5)
Agency Relationships
279(1)
Product Diversification as an Example of an Agency Problem
280(1)
Agency Costs and Governance Mechanisms
281(2)
Ownership Concentration
283(1)
The Growing Influence of Institutional Owners
283(1)
Board of Directors
284(3)
Enhancing the Effectiveness of the Board of Directors
286(1)
Executive Compensation
287(3)
Strategic Focus: Executive Compensation Is Increasingly Becoming a Target for Media, Activist Shareholders, and Government Regulators
288(1)
The Effectiveness of Executive Compensation
289(1)
Market for Corporate Control
290(3)
Managerial Defense Tactics
292(1)
International Corporate Governance
293(5)
Corporate Governance in Germany
294(1)
Corporate Governance in Japan
295(1)
Strategic Focus: Shareholder Activists Invade Japan's Large Firms Traditionally Focused on ``Stakeholder'' Capitalism
296(1)
Global Corporate Governance
297(1)
Governance Mechanisms and Ethical Behavior
298(8)
Summary
299(1)
Review Questions
300(1)
Experiential Exercises
300(1)
Notes
301(5)
Organizational Structure and Controls
306(32)
Opening Case: Are Strategy and Structural Changes in the Cards for GE?
307(1)
Organizational Structure and Controls
308(4)
Organizational Structure
309(1)
Strategic Focus: Increased Job Autonomy: A Structural Approach to Increased Performance and Job Satisfaction?
310(1)
Organizational Controls
311(1)
Relationships between Strategy and Structure
312(1)
Evolutionary Patterns of Strategy and Organizational Structure
313(17)
Simple Structure
314(1)
Functional Structure
314(1)
Multidivisional Structure
314(1)
Matches between Business-Level Strategies and the Functional Structure
315(3)
Matches between Corporate-Level Strategies and the Multidivisional Structure
318(6)
Matches between International Strategies and Worldwide Structure
324(1)
Strategic Focus: Using the Worldwide Geographic Area Structure at Xerox Corporation
325(4)
Matches between Cooperative Strategies and Network Structures
329(1)
Implementing Business-Level Cooperative Strategies
330(1)
Implementing Corporate-Level Cooperative Strategies
331(1)
Implementing International Cooperative Strategies
331(7)
Summary
332(1)
Review Questions
333(1)
Experiential Exercises
333(1)
Notes
334(4)
Strategic Leadership
338(28)
Opening Case: How Long Can I Have the Job? The Short Lives of CEOs and Top-Level Strategic Leaders
339(1)
Strategic Leadership and Style
340(3)
Strategic Focus: Doug Conant: Providing Effective Strategic Leadership at Campbell Soup Co.
343(1)
The Role of Top-Level Managers
343(4)
Top Management Teams
344(3)
Managerial Succession
347(3)
Key Strategic Leadership Actions
350(16)
Determining Strategic Direction
350(1)
Effectively Managing the Firm's Resource Portfolio
351(3)
Sustaining an Effective Organizational Culture
354(1)
Emphasizing Ethical Practices
355(1)
Establishing Balanced Organizational Controls
356(3)
Strategic Focus: What's Next? Strategic Leadership in the Future
359(1)
Summary
360(1)
Review Questions
361(1)
Experiential Exercises
361(1)
Notes
362(4)
Strategic Entrepreneurship
366
Opening Case: Googling Innovation!
367(2)
Entrepreneurship and Entrepreneurial Opportunities
369(1)
Innovation
370(1)
Entrepreneurs
371(1)
International Entrepreneurship
372(1)
Internal Innovation
373(4)
Incremental and Radical Innovation
373(1)
Strategic Focus: The Razr's Edge: R&D and Innovation at Motorola
374(2)
Autonomous Strategic Behavior
376(1)
Induced Strategic Behavior
376(1)
Implementing Internal Innovations
377(2)
Cross-Functional Product Development Teams
377(1)
Facilitating Integration and Innovation
378(1)
Creating Value from Internal Innovation
378(1)
Innovation Through Cooperative Strategies
379(3)
Strategic Focus: Does Whole Foods Really Obtain Innovation in Unnatural Ways?
381(1)
Innovation Through Acquisitions
382(1)
Creating Value Through Strategic Entrepreneurship
382
Summary
384(1)
Review Questions
384(1)
Experiential Exercises
385(1)
Notes
385
Part 4: Cases
Preparing an Effective Case Analysis
iii
Case 1: 3M: Cultivating Core Competency
1(12)
Case 2: A-1 Lanes and the Currency Crisis of the East Asian Tigers
13(12)
Case 3: Abercrombie & Fitch: An Upscale Sporting Goods Retailer Becomes a Leader in Trendy Apparel
25(16)
Case 4: AMD vs. Intel: Competitive Challenges
41(8)
Case 5: Boeing: Redefining Strategies to Manage the Competitive Market
49(16)
Case 6: Capital One: The American Credit Card Company's Growth Strategies
65(8)
Case 7: Carrefour in Asia
73(12)
Case 8: Dell: From a Low-Cost PC Maker to an Innovative Company
85(14)
Case 9: Governing the House of the Mouse: Corporate Governance at Disney, 1984--2006
99(24)
Case 10: Ford Motor Company
123(16)
Case 11: Jack Welch and Jeffrey Immelt: Continuity and Change in Strategy, Style, and Culture at GE
139(14)
Case 12: The Home Depot
153(12)
Case 13: China's Home Improvement Market: Should Home Depot Enter or Will it Have a Late-Mover (Dis)advantage?
165(16)
Case 14: Huawei: Cisco's Chinese Challenger
181(12)
Case 15: ING Direct: Rebel in the Banking Industry
193(12)
Case 16: JetBlue Airways: Challenges Ahead
205(18)
Case 17: Corporate Governance at Knight Transportation, Inc.
223(10)
Case 18: Lufthansa: Going Global, but How to Manage Complexity?
233(10)
Case 19: Microsoft's Diversification Strategy
243(18)
Case 20: Nestle: Sustaining Growth in Mature Markets
261(14)
Case 21: Netflix
275(14)
Case 22: An Entrepreneur Seeks the Holy Grail of Retailing
289(4)
Case 23: PSA Peugeot Citroen: Strategic Alliances for Competitive Advantage?
293(12)
Case 24: Sun Microsystems
305(8)
Case 25: Teleflex Canada: A Culture of Innovation
313(8)
Case 26: Tyco International: A Case of Corporate Malfeasance
321(14)
Case 27: Vodafone: Out of Many, One
335(18)
Case 28: Wal-Mart Stores, Inc. (WMT)
353(28)
Case 29: WD-40 Company: The Squeak, Smell, and Dirt Business (A)
381
Name Index 1(12)
Company Index 13(4)
Subject Index 17

 

 
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