策略管理

●Consideration of the implications of profound uncertainty for strategy formulation and the role of theorizing as a basis for initiating breakthrough strategies
●Up-to-date coverage of business ecosystems, particularly in supporting innovative business models
●Expanded discussion of network externalities and the potential for platforms to exploit network effects in digital markets
●Exploration of the implications of artificial intelligence (AI) for strategic decision making and the future role of managers
●New material on the impact of environmental, social, and governance (ESG) issues in strategy and the challenges to business of an increasingly polarized political landscape
●New case studies of SpaceX, Nvidia, and Amazon
●Updated cases on Netflix v. Disney, Manchester City FC, Zara, Starbucks, Kering v. LVMH, Alphabet, and Haier

●Provides a practical, student-friendly approach to strategy analysis with a focus on the fundamentals of value creation
●Offers a thorough introduction to the tools of strategy analysis, including goals, values, performance, industry analysis, and competitive analysis
●Explains the key components of business strategy, such as industry evolution, vertical integration, diversification, and the sources and dimensions of competitive advantage
●Discusses technology industries, new business models, and the management of innovation
●Supported by a companion website with an extensive range of instructor resources and an enhanced e-book

ROBERT M. GRANT is Emeritus Professor of Strategic Management at Bocconi University, Italy. He has taught business strategy at Georgetown University, London Business School, UCLA, Insead, and California Polytechnic. He is known for his work on resource-based and knowledge-based approaches to strategy formulation. Grant has worked with leading international companies such as Kraft Foods, American Express, BP, Zurich Financial Services, Eni, and Lockheed Martin.

PART I INTRODUCTION 
1 The Concept of Strategy 
PART II THE TOOLS OF STRATEGY ANALYSIS 
2 Goals, Values, and Performance 
3 Industry Analysis: The Fundamentals 
4 Industry Analysis: Dynamics of Industry and Competition 
5 Analyzing Resources and Capabilities 
6 Organization Structure and Management Systems: The Fundamentals of Strategy Implementation 
PART III BUSINESS STRATEGY AND THE QUEST FOR COMPETITIVE ADVANTAGE 
7 The Sources and Dimensions of Competitive Advantage
8 Industry Evolution and Strategic Change 
9 Technology-Based Industries and the Management of Innovation 
PART IV CORPORATE STRATEGY
10 Vertical Integration and the Scope of the Firm
11 Global Strategy and the Multinational Corporation
12 Diversification Strategy
13 Implementing Corporate Strategy: Managing the Multibusiness Firm
Appendix: External Growth Strategies: Mergers, Acquisitions, Alliances
14 Current Trends in Strategic Management
CASES TO ACCOMPANY CONTEMPORARY STRATEGY ANALYSIS, TWELFTH EDITION