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Strategic Management Concepts and Cases Competitiveness and Globalization 12th Edition Hitt Solutions Manual

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Strategic Management Concepts and Cases Competitiveness and Globalization 12th Edition Hitt Solutions Manual.

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Examine strategic management with the market-leading text that sets the standard for the most intellectually rich, practical analysis of strategic management. Written by respected experts Hitt, Ireland, and Hoskisson, the 12th edition of STRATEGIC MANAGEMENT is steeped in cutting-edge research featuring more than 500 emerging and leading companies, and reveals trends you can implement immediately to succeed in your field. You’ll discover how to integrate the classic industrial organization model with a resource-based view of the firm to give you a complete understanding of how today’s businesses use strategic management to establish competitive advantages and create value for stakeholders in the global marketplace. The freshly reimagined MindTap learning solution provides you with real-world activities that will prepare you to excel as a leader and outperform rivals.

 

Table of Content:

  1. Part 1: Strategic Management Inputs
  2. Chapter 1: Strategic Management and Strategic Competitiveness
  3. Opening Case: Alibaba: An Online Colossus in China Goes Global
  4. 1-1 The Competitive Landscape
  5. 1-1a The Global Economy
  6. 1-1b Technology and Technological Changes
  7. Strategic Focus
  8. 1-2 The I/O Model of Above-Average Returns
  9. 1-3 The Resource-Based Model of Above-Average Returns
  10. 1-4 Vision and Mission
  11. 1-4a Vision
  12. 1-4b Mission
  13. 1-5 Stakeholders
  14. Strategic Focus
  15. 1-5a Classifications of Stakeholders
  16. 1-6 Strategic Leaders
  17. 1-6a The Work of Effective Strategic Leaders
  18. 1-7 The Strategic Management Process
  19. Summary
  20. Key Terms
  21. Review Questions
  22. Mini-Case
  23. Notes
  24. Chapter 2: The External Environment: Opportunities, Threats, Industry Competition, and Competitor An
  25. Opening Case: Are There Cracks in The Golden Arches?
  26. 2-1 The General, Industry, and Competitor Environments
  27. 2-2 External Environmental Analysis
  28. 2-2a Scanning
  29. 2-2b Monitoring
  30. 2-2c Forecasting
  31. 2-2d Assessing
  32. 2-3 Segments of the General Environment
  33. 2-3a The Demographic Segment
  34. 2-3b The Economic Segment
  35. 2-3c The Political/Legal Segment
  36. 2-3d The Sociocultural Segment
  37. 2-3e The Technological Segment
  38. 2-3f The Global Segment
  39. 2-3g The Sustainable Physical Environment Segment
  40. Strategic Focus
  41. 2-4 Industry Environment Analysis
  42. 2-4a Threat of New Entrants
  43. 2-4b Bargaining Power of Suppliers
  44. 2-4c Bargaining Power of Buyers
  45. 2-4d Threat of Substitute Products
  46. 2-4e Intensity of Rivalry among Competitors
  47. 2-5 Interpreting Industry Analyses
  48. 2-6 Strategic Groups
  49. Strategic Focus
  50. 2-7 Competitor Analysis
  51. 2-8 Ethical Considerations
  52. Summary
  53. Key Terms
  54. Review Questions
  55. Mini-Case
  56. Notes
  57. Chapter 3: The Internal Organization: Resources, Capabilities, Core Competencies, and Competitive Ad
  58. Opening Case: Data Analytics, Large Pharmaceutical Companies, and Core Competencies: A Brave New Wor
  59. 3-1 Analyzing the Internal Organization
  60. 3-1a The Context of Internal Analysis
  61. 3-1b Creating Value
  62. 3-1c The Challenge of Analyzing the Internal Organization
  63. 3-2 Resources, Capabilities, and Core Competencies
  64. 3-2a Resources
  65. Strategic Focus
  66. 3-2b Capabilities
  67. 3-2c Core Competencies
  68. 3-3 Building Core Competencies
  69. 3-3a The Four Criteria of Sustainable Competitive Advantage
  70. 3-3b Value Chain Analysis
  71. 3-4 Outsourcing
  72. 3-5 Competencies, Strengths, Weaknesses, and Strategic Decisions
  73. Strategic Focus
  74. Summary
  75. Key Terms
  76. Review Questions
  77. Mini-Case
  78. Notes
  79. Part 2: Strategic Actions: Strategy Formulation
  80. Chapter 4: Business-Level Strategy
  81. Opening Case: Hain Celestial Group: A Firm Focused on “Organic” Differentiation
  82. 4-1 Customers: Their Relationship with Business-Level Strategies
  83. 4-1a Effectively Managing Relationships with Customers
  84. 4-1b Reach, Richness, and Affiliation
  85. 4-1c Who: Determining the Customers to Serve
  86. 4-1d What: Determining Which Customer Needs to Satisfy
  87. 4-1e How: Determining Core Competencies Necessary to Satisfy Customer Needs
  88. 4-2 The Purpose of a Business-Level Strategy
  89. 4-3 Types of Business-Level Strategies
  90. 4-3a Cost Leadership Strategy
  91. 4-3b Differentiation Strategy
  92. Strategic Focus
  93. 4-3c Focus Strategies
  94. 4-3d Integrated Cost Leadership/Differentiation Strategy
  95. Strategic Focus
  96. Summary
  97. Key Terms
  98. Review Questions
  99. Mini-Case
  100. Notes
  101. Chapter 5: Competitive Rivalry and Competitive Dynamics
  102. Opening Case: Does Google Have Competition? Dynamics of the High Technology Markets
  103. 5-1 A Model of Competitive Rivalry
  104. 5-2 Competitor Analysis
  105. 5-2a Market Commonality
  106. 5-2b Resource Similarity
  107. Strategic Focus
  108. 5-3 Drivers of Competitive Behavior
  109. 5-4 Competitive Rivalry
  110. 5-4a Strategic and Tactical Actions
  111. 5-5 Likelihood of Attack
  112. 5-5a First-Mover Benefits
  113. 5-5b Organizational Size
  114. 5-5c Quality
  115. 5-6 Likelihood of Response
  116. 5-6a Type of Competitive Action
  117. 5-6b Actor’s Reputation
  118. 5-6c Market Dependence
  119. 5-7 Competitive Dynamics
  120. 5-7a Slow-Cycle Markets
  121. 5-7b Fast-Cycle Markets
  122. 5-7c Standard-Cycle Markets
  123. Strategic Focus
  124. Summary
  125. Key Terms
  126. Review Questions
  127. Mini-Case
  128. Notes
  129. Chapter 6: Corporate-Level Strategy
  130. Opening Case: Disney Adds Value Using a Related Diversification Strategy
  131. 6-1 Levels of Diversification
  132. 6-1a Low Levels of Diversification
  133. 6-1b Moderate and High Levels of Diversification
  134. 6-2 Reasons for Diversification
  135. 6-3 Value-Creating Diversification: Related Constrained and Related Linked Diversification
  136. 6-3a Operational Relatedness: Sharing Activities
  137. 6-3b Corporate Relatedness: Transferring of Core Competencies
  138. 6-3c Market Power
  139. 6-3d Simultaneous Operational Relatedness and Corporate Relatedness
  140. 6-4 Unrelated Diversification
  141. 6-4a Efficient Internal Capital Market Allocation
  142. Strategic Focus
  143. 6-4b Restructuring of Assets
  144. 6-5 Value-Neutral Diversification: Incentives and Resources
  145. 6-5a Incentives to Diversify
  146. Strategic Focus
  147. 6-5b Resources and Diversification
  148. 6-6 Value-Reducing Diversification: Managerial Motives to Diversify
  149. Summary
  150. Key Terms
  151. Review Questions
  152. Mini-Case
  153. Notes
  154. Chapter 7: Merger and Acquisition Strategies
  155. Opening Case: Mergers and Acquisitions: Prominent Strategies for Firms Seeking to Enhance Their Perf
  156. 7-1 The Popularity of Merger and Acquisition Strategies
  157. 7-1a Mergers, Acquisitions, and Takeovers: What Are the Differences?
  158. 7-2 Reasons for Acquisitions
  159. Strategic Focus
  160. 7-2a Increased Market Power
  161. 7-2b Overcoming Entry Barriers
  162. Strategic Focus
  163. 7-2c Cost of New Product Development and Increased Speed to Market
  164. 7-2d Lower Risk Compared to Developing New Products
  165. 7-2e Increased Diversification
  166. 7-2f Reshaping the Firm’s Competitive Scope
  167. 7-2g Learning and Developing New Capabilities
  168. 7-3 Problems in Achieving Acquisition Success
  169. 7-3a Integration Difficulties
  170. 7-3b Inadequate Evaluation of Target
  171. 7-3c Large or Extraordinary Debt
  172. 7-3d Inability to Achieve Synergy
  173. 7-3e Too Much Diversification
  174. 7-3f Managers Overly Focused on Acquisitions
  175. 7-3g Too Large
  176. 7-4 Effective Acquisitions
  177. 7-5 Restructuring
  178. 7-5a Downsizing
  179. 7-5b Downscoping
  180. 7-5c Leveraged Buyouts
  181. 7-5d Restructuring Outcomes
  182. Summary
  183. Key Terms
  184. Review Questions
  185. Mini-Case
  186. Notes
  187. Chapter 8: International Strategy
  188. Opening Case: Netflix Ignites Growth Through International Expansion, But Such Growth Also Fires Up
  189. 8-1 Identifying International Opportunities
  190. 8-1a Incentives to Use International Strategy
  191. 8-1b Three Basic Benefits of International Strategy
  192. 8-2 International Strategies
  193. 8-2a International Business-Level Strategy
  194. 8-2b International Corporate-Level Strategy
  195. Strategic Focus
  196. 8-3 Environmental Trends
  197. 8-3a Liability of Foreignness
  198. 8-3b Regionalization
  199. 8-4 Choice of International Entry Mode
  200. 8-4a Exporting
  201. 8-4b Licensing
  202. 8-4c Strategic Alliances
  203. 8-4d Acquisitions
  204. 8-4e New Wholly Owned Subsidiary
  205. 8-4f Dynamics of Mode of Entry
  206. 8-5 Risks in an International Environment
  207. 8-5a Political Risks
  208. 8-5b Economic Risks
  209. Strategic Focus
  210. 8-6 Strategic Competitiveness Outcomes
  211. 8-6a International Diversification and Returns
  212. 8-6b Enhanced Innovation
  213. 8-7 The Challenge of International Strategies
  214. 8-7a Complexity of Managing International Strategies
  215. 8-7b Limits to International Expansion
  216. Summary
  217. Key Terms
  218. Review Questions
  219. Mini-Case
  220. Notes
  221. Chapter 9: Cooperative Strategy
  222. Opening Case: Google, Intel, and Tag Heuer: Collaborating to Produce a Smartwatch
  223. 9-1 Strategic Alliances as a Primary Type of Cooperative Strategy
  224. 9-1a Types of Major Strategic Alliances
  225. 9-1b Reasons Firms Develop Strategic Alliances
  226. 9-2 Business-Level Cooperative Strategy
  227. 9-2a Complementary Strategic Alliances
  228. 9-2b Competition Response Strategy
  229. 9-2c Uncertainty-Reducing Strategy
  230. 9-2d Competition-Reducing Strategy
  231. Strategic Focus
  232. 9-2e Assessing Business-Level Cooperative Strategies
  233. 9-3 Corporate-Level Cooperative Strategy
  234. 9-3a Diversifying Strategic Alliance
  235. 9-3b Synergistic Strategic Alliance
  236. 9-3c Franchising
  237. 9-3d Assessing Corporate-Level Cooperative Strategies
  238. 9-4 International Cooperative Strategy
  239. 9-5 Network Cooperative Strategy
  240. 9-5a Alliance Network Types
  241. 9-6 Competitive Risks with Cooperative Strategies
  242. Strategic Focus
  243. 9-7 Managing Cooperative Strategies
  244. Summary
  245. Key Terms
  246. Review Questions
  247. Mini-Case
  248. Notes
  249. Part 3: Strategic Actions: Strategy Implementation
  250. Chapter 10: Corporate Governance
  251. Opening Case: The Corporate Raiders of the 1980s Have Become the Activist Shareholders of Today
  252. 10-1 Separation of Ownership and Managerial Control
  253. 10-1a Agency Relationships
  254. 10-1b Product Diversification as an Example of an Agency Problem
  255. 10-1c Agency Costs and Governance Mechanisms
  256. 10-2 Ownership Concentration
  257. 10-2a The Increasing Influence of Institutional Owners
  258. 10-3 Board of Directors
  259. 10-3a Enhancing the Effectiveness of the Board of Directors
  260. 10-3b Executive Compensation
  261. 10-3c The Effectiveness of Executive Compensation
  262. Strategic Focus
  263. 10-4 Market for Corporate Control
  264. 10-4a Managerial Defense Tactics
  265. 10-5 International Corporate Governance
  266. 10-5a Corporate Governance in Germany and Japan
  267. Strategic Focus
  268. 10-5b Corporate Governance in China
  269. 10-6 Governance Mechanisms and Ethical Behavior
  270. Summary
  271. Key Terms
  272. Review Questions
  273. Mini-Case
  274. Notes
  275. Chapter 11: Organizational Structure and Controls
  276. Opening Case: Luxottica’s Dual Ceo Structure: A Key to Long Term Success or a Cause for Concern?
  277. 11-1 Organizational Structure and Controls
  278. 11-1a Organizational Structure
  279. Strategic Focus
  280. 11-1b Organizational Controls
  281. 11-2 Relationships between Strategy and Structure
  282. 11-3 Evolutionary Patterns of Strategy and Organizational Structure
  283. 11-3a Simple Structure
  284. 11-3b Functional Structure
  285. 11-3c Multidivisional Structure
  286. 11-3d Matches between Business-Level Strategies and the Functional Structure
  287. 11-3e Matches between Corporate-Level Strategies and the Multidivisional Structure
  288. Strategic Focus
  289. 11-3f Matches between International Strategies and Worldwide Structure
  290. 11-3g Matches between Cooperative Strategies and Network Structures
  291. 11-4 Implementing Business-Level Cooperative Strategies
  292. 11-5 Implementing Corporate-Level Cooperative Strategies
  293. 11-6 Implementing International Cooperative Strategies
  294. Summary
  295. Key Terms
  296. Review Questions
  297. Mini-Case
  298. Notes
  299. Chapter 12: Strategic Leadership
  300. Opening Case: Can You Follow an Icon and Succeed? Apple and Tim Cook After Steve Jobs
  301. 12-1 Strategic Leadership and Style
  302. 12-2 The Role of Top-Level Managers
  303. 12-2a Top Management Teams
  304. 12-3 Managerial Succession
  305. Strategic Focus
  306. 12-4 Key Strategic Leadership Actions
  307. 12-4a Determining Strategic Direction
  308. 12-4b Effectively Managing the Firm’s Resource Portfolio
  309. Strategic Focus
  310. 12-4c Sustaining an Effective Organizational Culture
  311. 12-4d Emphasizing Ethical Practices
  312. 12-4e Establishing Balanced Organizational Controls
  313. Summary
  314. Key Terms
  315. Review Questions
  316. Mini-Case
  317. Notes
  318. Chapter 13: Strategic Entrepreneurship
  319. Opening Case: Entrepreneurial Fervor and Innovation Drive Disney’s Success
  320. 13-1 Entrepreneurship and Entrepreneurial Opportunities
  321. 13-2 Innovation
  322. 13-3 Entrepreneurs
  323. 13-4 International Entrepreneurship
  324. 13-5 Internal Innovation
  325. 13-5a Incremental and Novel Innovation
  326. Strategic Focus
  327. 13-5b Autonomous Strategic Behavior
  328. 13-5c Induced Strategic Behavior
  329. 13-6 Implementing Internal Innovations
  330. 13-6a Cross-Functional Product Development Teams
  331. 13-6b Facilitating Integration and Innovation
  332. 13-6c Creating Value from Internal Innovation
  333. 13-7 Innovation through Cooperative Strategies
  334. 13-8 Innovation through Acquisitions
  335. Strategic Focus
  336. 13-9 Creating Value through Strategic Entrepreneurship
  337. Summary
  338. Key Terms
  339. Review Questions
  340. Mini-Case
  341. Notes
  342. Part 4: Preparing an Effective Case Analysis
  343. Name Index
  344. Company Index
  345. Subject Index

 

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