Strategic Management and Competitive Advantage: Concepts and Cases

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Tình trạng: Chỉ còn 1 sản phẩm
Miễn Phí

Global, Jay B. Barney, William S. Hesterly (2015)

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PREFACE

The first thing you will notice as you look through this edition of our book is that it continues to be much shorter than most textbooks on strategic management. There is not the usual “later edition” increase in number of pages and bulk. We’re strong proponents of the philosophy that, often, less is more. The general tendency is for textbooks to get longer and longer as authors make sure that their books leave out nothing that is in other books. We take a different approach. Our guiding principle in deciding what to include is: “Does this concept help students analyze cases and real business situations?” For many concepts we considered, the answer is no. But, where the answer is yes, the concept is in the book.
New to This Edition

This edition includes many new chapter-opening cases, including:
• Chapter 1: A case on the video app “Angry Birds”
• Chapter 2: A case on the music streaming industry
• Chapter 3: A case on how Google keeps going
• Chapter 8: A case on Berkshire-Hathaway’s corporate strategy
• Chapter 9: A case on the alliance between Apple and Samsung
• Chapter 10: A case on Google’s acquisition strategy
• Chapter 11: A case on the infant formula business in China
All the other opening cases have been reused and updated, along with all the examples throughout the book.
Two newer topics in the field have also been included in this edition of the book: the business model canvas (in Chapter 1) and blue ocean strategies (in Chapter 5).
This edition features several new and updated cases, including:
• You Say You Want a Revolution: Soda Stream International
• True Religion Jeans: Will Going Private Help It Regain Its Congregation?
• Walmart: Walmart Stores, Inc., in 2013
• Air Asia X: Can the Low Cost Model Go Long Haul?
• RyanAir—The Low Fares Airline: Whither Now?
• Papa John’s International, Inc.
• e-Bay’s Outsourcing Strategy
• National Hockey League Enterprises Canada: A Retail Proposal
• Starbucks: An Alex Poole Strategy Case
• Rayovac Corporation: International Growth and Diversification Through Acquisitions UVRIO Framework and Other Hallmark Features
One thing that has not changed in this edition is that we continue to have a point of view about the field of strategic management. In planning for this book, we recalled our own educational experience and the textbooks that did and didn’t work for us then. Those few that stood out as the best did not merely cover all of the different topics in a field of study. They provided a framework that we could carry around in our heads, and they helped us  
to see what we were studying as an integrated whole rather than a disjointed sequence of loosely related subjects. This text continues to be integrated around the VRIO framework. As those of you familiar with the resource-based theory of strategy recognize, the VRIO framework addresses the central questions around gaining and sustaining competitive advantage. After it is introduced in Chapter 3, the VRIO logic of competitive advantage is applied in every chapter. It is simple enough to understand and teach yet broad enough to apply to a wide variety of cases and business settings.
Our consistent use of the VRIO framework does not mean that any of the concepts fundamental to a strategy course are missing. We still have all of the core ideas and theories that are essential to a strategy course. Ideas such as the study of environmental threats, value chain analysis, generic strategies, and corporate strategy are all in the book. Because the VRIO framework provides a single integrative structure, we are able to address issues 
in this book that are largely ignored elsewhere—including discussions of vertical integration, outsourcing, real options logic, and mergers and acquisitions, to name just a few. We also have designed flexibility into the book. Each chapter has four short sections that present specific issues in more depth. These sections allow instructors to adapt the book to the particular needs of their students. “Strategy in Depth” examines the intellectual foundations that are behind the way managers think about and practice strategy today. “Strategy in the Emerging Enterprise” presents examples of strategic challenges faced by new and emerging enterprises. “Ethics and Strategy” delves into some of the ethical dilemmas that managers face as they confront strategic decisions. “Research Made Relevant” includes recent research related to the topics in that chapter. We have also included cases including many new cases in this edition that provide students an opportunity to apply the ideas they learn to business situations. The cases include a variety of contexts, such as entrepreneurial, service, manufacturing, and interntional settings. The power of the VRIO framework is that it applies across all of these settings. Applying the VRIO framework to many topics and cases throughout the book leads to real understanding instead of rote memorization. The end result is that students will find that they have the tools they need to do strategic analysis. Nothing more. Nothing less.

Supplements
At the Instructor Resource Center, at www.pearsonglobaleditions.com/Barney, instructors can download a variety of digital and presentation resources. Registration is simple and gives you immediate access to all of the available supplements. In case you ever need assistance, our dedicated technical support team is ready to help with the media supplements that accompany this text. Visit http://247.pearsoned.custhelp.com for answers to frequently asked questions and toll-free user support phone numbers.
The following supplements are available for download to adopting instructors:
• Instructor’s Manual
• Case Teaching Notes
• Test Item File
• TestGen® Computerized Test Bank
• PowerPoint Slides
Videos
Videos illustrating the most important subject topics are available in MyLab—available 
for instructors and students, provides round-the-clock instant access to videos and corresponding assessment and simulations for Pearson textbooks. Contact your local Pearson representative to request access.

 

 CONTENTS

Part 1: The Tools of Strategic Analysis
Chapter 1 What Is Strategy and the Strategic Management Process?.................................24
Chapter 2 Evaluating a Firm’s External Environment.........................................................48
Chapter 3 Evaluating a Firm’s Internal Capabilities............................................................84
End-of-Part 1 Cases PC........................................................................................................1-1

Part 2: Business-Level Strategies
Chapter 4 Cost Leadership..................................................................................................122
Chapter 5 Product Differentiation.......................................................................................150
End-of-Part 2 Cases PC.......................................................................................................2-1

Part 3: Corporate Strategies
Chapter 6 Vertical Integration.............................................................................................182
Chapter 7 Corporate Diversification...................................................................................208
Chapter 8 Organizing to Implement Corporate Diversification..........................................240
Chapter 9 Strategic Alliances..............................................................................................268
Chapter 10 Mergers and Acquisitions.................................................................................296
Chapter 11 International Strategies.....................................................................................328
End-of-Part 3 Cases PC..................................................................................................... 3–1

Appendix: Analyzing Cases and Preparing for Class Discussions....................................365
Glossary............................................................................................................................ 369
Company Index..................................................................................................................377
Name Index....................................................................................................................... 380
Subject Index.................................................................................................................... 385

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