Professional Documents
Culture Documents
ix
x Contents
End-of-Part 1 Cases
Case 1–1: You Say You Want a Revolution: Case 1–3: Wal-Mart Stores, Inc. PC 1–32
SodaStream International PC 1–1 Case 1–4: Harlequin Enterprises: The Mira
Case 1–2: True Religion Jeans: Will Going Decision PC 1–46
Private Help It Regain Its
Congregation? PC 1–11
Organizing to Implement Cost Leadership 119 Compensation Policies and Implementing Cost
Strategy in the Emerging Enterprise: The Oakland A’s: Leadership Strategies 124
Inventing a New Way to Play Competitive Baseball 120
Summary 124
Organizational Structure in Implementing Cost
Challenge Questions 125
Leadership 121
Problem Set 126
Management Controls in Implementing Cost
End Notes 127
Leadership 123
End-of-Part 2 Cases
Case 2–1: Airasia X: Can the Low Cost Model go Case 2–3: The Levi’s Personal Pair Proposal PC 2–43
Long Haul? PC 2–1 Case 2–4: Papa John’s International, Inc. PC 2–53
Case 2–2: Ryanair—The Low Fares Airline:
Whither Now? PC 2–17
xii Contents
To Develop New Core Competencies 319 The Organization of International Strategies 332
Learning from International Operations 319 Becoming International: Organizational Options 332
Leveraging New Core Competencies in Additional Summary 337
Markets 321 Challenge Questions 338
To Leverage Current Core Competencies in New Problem Set 339
Ways 321 End Notes 340
Contents xv
End-of-Part 3 Cases
Case 3–1: eBay’s Outsourcing Strategy PC 3–1 Case 3–5: Aegis Analytical Corporation’s Strategic
Case 3–2: National Hockey League Enterprises Alliances PC 3–44
Canada: A Retail Proposal PC 3–14 Case 3–6: McDonald’s and KFC: Recipes for Success
Case 3–3: Starbucks: An Alex Poole Strategy in China PC 3–54
Case PC 3–19
Case 3–4: Rayovac Corporation: International
Growth and Diversification Through
Acquisitions PC 3–32
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:
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 integra-
tion, 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 dilem-
mas 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 pro-
vide 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 interna-
tional settings. The power of the VRIO framework is that it applies across all of these set-
tings. 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.pearsonhighered.com/irc, instructors can download
a variety of digital and presentation resources. Registration is simple and gives you immediate
access to all of the available supplements. As a registered faculty member, you also can receive
immediate access to and instructions for installing course management content on your campus
server. 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 two formats:
• ON DVD—available for in classroom use by instructors, includes videos mapped to
Pearson textbooks.
xviii Preface
Other Benefits
All these people have given generously of their time and wisdom. But, truth be told,
everyone who knows us knows that this book would not have been possible without
Kathy Zwanziger and Rachel Snow.
Author Biographies
Jay B. Barney honorary doctorate degrees from the University of Lund
(Sweden), the Copenhagen Business School (Denmark),
Jay Barney is a Presidential and the Universidad Pontificia Comillas (Spain) and has
Professor of strategic manage- been elected to the Academy of Management Fellows and
ment and the Lassonde Chair of Strategic Management Society Fellows. He has held hon-
Social Entrepreneurship of the orary visiting professor positions at Waikato University
Entrepreneurship and Strategy (New Zealand), Sun Yat-Sen University (China), and Peking
Department in the David Eccles University (China). He has also consulted for a wide vari-
Business School, The University ety of public and private organizations, including Hewlett-
of Utah. He received his Ph.D. Packard, Texas Instruments, Arco, Koch Industries Inc., and
from Yale and has held faculty Nationwide Insurance, focusing on implementing large-scale
appointments at UCLA, Texas organizational change and strategic analysis. He has received
A&M, and OSU [The Ohio State teaching awards at UCLA, Texas A&M, and Ohio State. Jay
University]. He joined the faculty at The University of Utah served as assistant program chair and program chair, chair
in summer of 2013. Jay has published more than 100 journal elect, and chair of the Business Policy and Strategy Division.
articles and books; has served on the editorial boards of In 2005, he received the Irwin Outstanding Educator Award
Academy of Management Review, Strategic Management for the BPS Division of the Academy of Management, and
Journal, and Organization Science; has served as an associ- in 2010, he won the Academy of Management’s Scholarly
ate editor of The Journal of Management and senior editor Contribution to Management Award. In 2008, he was elected
at Organization Science; and currently serves as co-editor as the President-elect of the Strategic Management Society,
at the Strategic Entrepreneurship Journal. He has received where he currently serves as past-president.
xxi
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PA R T
1 THE TOOLS OF
STRATEGIC ANALYSIS
CHAPTER
What Is Strategy
1 and the Strategic
Management Process?
L E A R N I N G O B J E C T I V E S After reading this chapter, you should be able to:
MyManagementLab®
Improve Your Grade!
Over 10 million students improved their results using the Pearson MyLabs.
Visit mymanagementlab.com for simulations, tutorials, and end-of-chapter problems.
2
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istuimekseen rehevän, pehmeän nurmen.
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