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Essentials of Strategic Management
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Why do some companies succeed while others fail? In the fast evolving world of
the Internet, for example, how is it that companies like Yahoo, Amazon.com, eBay,
and Google have managed to attract millions of customers, others like online grocer
Webvan, software retailer Egghead.com, and the online pet supplies retailer, pets.com,
all went bankrupt? Why has Walmart been able to do so well in the fiercely competitive
retail industry, while others like Kmart have struggled? In the personal computer
industry, what distinguishes Dell from less successful companies such as Gateway? In
the airline industry, how is it that Southwest Airlines has managed to keep increasing
its revenues and profits through both good times and bad, while rivals such as US
Airways and United Airlines have had to seek bankruptcy protection? What explains
the persistent growth and profitability of Nucor Steel, now the largest steel market
in America, during a period when many of its once larger rivals disappeared into
bankruptcy?
In this book, we argue that the strategies a company’s managers pursue have
a major impact on its performance relative to rivals. A strategy is a set of actions
that managers take to increase their company’s performance relative to rivals.
If a company’s strategy does result in superior performance, it is said to have a
competitive advantage.
Much of this book is about identifying and describing the strategies that managers
can pursue to achieve superior performance. A central aim of this book is to give
you a thorough understanding of the analytical techniques and skills necessary to
identify and implement strategies successfully. The fi rst step toward achieving this
objective is to describe in more detail what superior performance and competitive
advantage mean.
Charles W. L. Hill and Gareth R. Jones - Personal Name
3rd Edition
13: 978-1-111-52519-
NONE
Essentials of Strategic Management
Strategic Management
English
South-Western, Cengage
2009
Canada
1-57
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