Strategic Management

Part I: Strategic Management Inputs

Chapter 1: Strategic Management and Competitiveness

© 2016 Cengage Learning India Pvt. Ltd. All

rights reserved.
 


Organisation of Book Chapters as per theStrategic Management

Process

© 2016 Cengage Learning India Pvt. Ltd.

All rights reserved.
Industrial Organizational (I/O) Model of 

Above-Average Returns (AAR) (From book chapter 1)

© 2016 Cengage Learning India Pvt. Ltd.

All rights reserved.
The Resource-Based Model of AAR
(From book chapter 1)

© 2016 Cengage Learning India Pvt. Ltd.

All rights reserved.
The Three Stakeholder Groups
(From book chapter 1)

© 2016 Cengage Learning India Pvt. Ltd.

All rights reserved.
 Strategic Management

Part I: Strategic Management Inputs

Chapter 2: The External Environment:
Opportunities, Threats,
Industry Competition and
Competitor Analysis

© 2016 Cengage Learning India Pvt. Ltd. All

rights reserved.
The External Environment

© 2016 Cengage Learning India Pvt. Ltd.

All rights reserved.
The Five Forces of Competition Model

© 2016 Cengage Learning India Pvt. Ltd.

All rights reserved.
Competitor Analysis Components

© 2016 Cengage Learning India Pvt. Ltd.

All rights reserved.
 Strategic Management

Part I: Strategic Management Inputs

Chapter 3: The Internal Environment:
Resources, Capabilities, Competencies
and Competitive Advantages

© 2016 Cengage Learning India Pvt. Ltd. All

rights reserved.
 Components of Internal Analysis Leading to
Competitive Advantage and Strategic Competitiveness


© 2016 Cengage Learning India Pvt. Ltd.

All rights reserved.
 Conditions Affecting Managerial Decisions About
Resources, Capabilities, and Core Competencies


© 2016 Cengage Learning India Pvt. Ltd.

All rights reserved.
The Basic Value Chain

© 2016 Cengage Learning India Pvt. Ltd.

All rights reserved.
 Strategic Management

Part II: Strategic Actions:

Strategy Formulation
Chapter 4: Business-Level Strategy

© 2016 Cengage Learning India Pvt. Ltd. All

rights reserved.
Southwest Airlines’ Activity System

© 2016 Cengage Learning India Pvt. Ltd.

All rights reserved.
Five Business-Level Strategies

© 2016 Cengage Learning India Pvt. Ltd.

All rights reserved.
 Examples of Value-Creating Activities Associated
with the Cost Leadership Strategy


© 2016 Cengage Learning India Pvt. Ltd.

All rights reserved.
 Examples of Value-Creating Activities Associated
with the Differentiation Strategy


© 2016 Cengage Learning India Pvt. Ltd.

All rights reserved.
 Strategic Management

Part II: Strategic Actions:

Strategy Formulation
Chapter 5: Competitive Rivalry
and Dynamics
From Competitors to Competitive Dynamics

A Model of Competitive Rivalry
A Framework of Competitor Analysis
 Gradual Erosion of a Sustained Competitive
Advantage

 Developing Temporary Advantages to Create
Sustained Advantage

 Strategic Management

Part II: Strategic Actions:

Strategy Formulation
Chapter 6: Corporate-Level Strategy

© 2016 Cengage Learning India Pvt. Ltd. All

rights reserved.
 Value-Creating Diversification Strategies:
Operational and Corporate Relatedness

© 2016 Cengage Learning India Pvt. Ltd.

All rights reserved.
 The Curvilinear Relationship between
Diversification and Performance

© 2016 Cengage Learning India Pvt. Ltd.

All rights reserved.
 Summary Model of the Relationship Between
Diversification and Firm Performance

© 2016 Cengage Learning India Pvt. Ltd.

All rights reserved.