Strategic Management and Competitive Advantage
International Version
4th Edition
Published on 1. September 2011
Book
Paperback/Softback
624 pages
978-0-13-262094-9 (ISBN)
Description
Core strategic management concepts without the excess.
Just the essentials-Strategic Management and Competitive Advantage strips out excess by only presenting material that answers the question: does this concept help students analyze cases and real business situations? This carefully crafted approach provides readers with all the tools necessary for strategic analysis.
The fourth edition features several new and updated cases.
Just the essentials-Strategic Management and Competitive Advantage strips out excess by only presenting material that answers the question: does this concept help students analyze cases and real business situations? This carefully crafted approach provides readers with all the tools necessary for strategic analysis.
The fourth edition features several new and updated cases.
More details
Edition
4th edition
Language
English
Place of publication
United States
Publishing group
Pearson Education (US)
Target group
College/higher education
Dimensions
Height: 254 mm
Width: 203 mm
ISBN-13
978-0-13-262094-9 (9780132620949)
Copyright in bibliographic data is held by Nielsen Book Services Limited or its licensors: all rights reserved.
Schweitzer Classification
Other editions
Previous edition
Jay Barney | William S. Hesterly
Strategic Management and Competitive Advantage
International Edition
Book
10/2009
3rd Edition
Pearson
€64.47
Article exhausted; check for reprint
Content
PART 1: THE TOOLS OF STRATEGIC ANALYSIS
Chapter 1: What Is Strategy and the Strategic Management Process?
Chapter 2: Evaluating a Firm's External Environment
Chapter 3: Evaluating a Firm's Internal Capabilities
End-of-Part 1 Cases:
1_1 Pfizer and the Challenges of the Global Pharmaceutical Industry
1_2 Wal-Mart in 2010
1_3 Harlequin
1_4 True Religion
PART 2: BUSINESS-LEVEL STRATEGIES
Chapter 4: Cost Leadership
Chapter 5: Product Differentiation
End-of-Part 2 Cases:
2_1 JetBlue Airways: Managing Growth
2_2 Nucor in 2010
2_3 Levi's Personal Pair
2_4 Papa John's
PART 3: CORPORATE STRATEGIES
Chapter 6: Vertical Integration
Chapter 7: Corporate Diversification
Chapter 8: Organizing to Implement Corporate Diversification
Chapter 9: Strategic Alliances
Chapter 10: Mergers and Acquisitions
Chapter 11: International Strategies
End-of-Part 3 Cases:
3_1 eBay Customer Support
3_2 Nucleon
3_3 Danaher Corporation
3_4 LVMH: Managing the Multibrand Conglomerate
3_5 Aegis Analytical
3_6 Activision-Blizzard Merger
3_7 McDonald's and KFC: Recipes for Success in China
Chapter 1: What Is Strategy and the Strategic Management Process?
Chapter 2: Evaluating a Firm's External Environment
Chapter 3: Evaluating a Firm's Internal Capabilities
End-of-Part 1 Cases:
1_1 Pfizer and the Challenges of the Global Pharmaceutical Industry
1_2 Wal-Mart in 2010
1_3 Harlequin
1_4 True Religion
PART 2: BUSINESS-LEVEL STRATEGIES
Chapter 4: Cost Leadership
Chapter 5: Product Differentiation
End-of-Part 2 Cases:
2_1 JetBlue Airways: Managing Growth
2_2 Nucor in 2010
2_3 Levi's Personal Pair
2_4 Papa John's
PART 3: CORPORATE STRATEGIES
Chapter 6: Vertical Integration
Chapter 7: Corporate Diversification
Chapter 8: Organizing to Implement Corporate Diversification
Chapter 9: Strategic Alliances
Chapter 10: Mergers and Acquisitions
Chapter 11: International Strategies
End-of-Part 3 Cases:
3_1 eBay Customer Support
3_2 Nucleon
3_3 Danaher Corporation
3_4 LVMH: Managing the Multibrand Conglomerate
3_5 Aegis Analytical
3_6 Activision-Blizzard Merger
3_7 McDonald's and KFC: Recipes for Success in China