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Strategic Management Theory and Cases An Integrated Approach 12th Edition Hill Solutions Manual

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  • ISBN-10 ‏ : ‎ 1305502272
  • ISBN-13 ‏ : ‎ 978-1305502277
  • Author: Charles W. L. Hill; Melissa Schilling

This comprehensive and engaging text presents the complexities of strategic management through up-to-date scholarship and hands-on applications. Highly respected authors Hill, Schilling, and Jones integrate cutting-edge research on topics including competitive advantage, corporate governance, diversification, strategic leadership, technology and innovation, and corporate social responsibility through both theory and case studies. Based on real-world practices and current thinking in the field, the 12th edition features an increased emphasis on the changing global economy and its role in strategic management. The appendix walks students through the case-analysis process, and explains key ratios that managers use to compare the performance of firms. The high-quality case study program contains 31 cases covering small, medium, and large companies from a large range of industries and nations. Featured cases in this edition include Tesla Motors, India’s Tata Group, Sangamo’s development of a gene editing cure for HIV, Skullcandy, Uber, Microsoft, Google, and Staples. When paired with this student-centric text, the MindTap learning solution will prepare the next generation of strategic leaders.

Table Of Contents:

  1. Part 1: Introduction to Strategic Management
  2. Chapter 1: Strategic Leadership: Managing the Strategy-Making Process for Competitive Advantage
  3. 1-1 Overview
  4. 1-2 Strategic Leadership, Competitive Advantage, and Superior Performance
  5. 1-3 Strategic Managers
  6. 1-4 The Strategy-Making Process
  7. 1-5 Major Goals
  8. 1-6 Strategy as an Emergent Process
  9. 1-7 Strategic Planning in Practice
  10. 1-8 Strategic Decision Making
  11. 1-9 Strategic Leadership
  12. Key Terms
  13. Takeaways for Strategic Managers
  14. Appendix to Chapter 1: Enterprise Valuation, ROIC, and Growth
  15. Notes
  16. Chapter 2: External Analysis: The Identification of Opportunities and Threats
  17. 2-1 Overview
  18. 2-2 Defining an Industry
  19. 2-3 Porter’s Competitive Forces Model
  20. 2-4 Strategic Groups within Industries
  21. 2-5 Industry Life-Cycle Analysis
  22. 2-6 Limitations of Models for Industry Analysis
  23. 2-7 The Macroenvironment
  24. Key Terms
  25. Takeaways for Strategic Managers
  26. Notes
  27. Part 2: The Nature of Competitive Advantage
  28. Chapter 3: Internal Analysis: Resources and Competitive Advantage
  29. 3-1 Overview
  30. 3-2 Competitive Advantage
  31. 3-3 Value Creation and Profitability
  32. 3-4 The Value Chain
  33. 3-5 The Building Blocks of Competitive Advantage
  34. 3-6 Analyzing Competitive Advantage and Profitability
  35. Key Terms
  36. Takeaways for Strategic Managers
  37. Notes
  38. Chapter 4: Competitive Advantage through Functional-Level Strategies
  39. 4-1 Overview
  40. 4-2 Achieving Superior Efficiency
  41. 4-3 Achieving Superior Quality
  42. 4-4 Achieving Superior Innovation
  43. 4-5 Achieving Superior Customer Responsiveness
  44. Key Terms
  45. Takeaways for Strategic Managers
  46. Notes
  47. Part 3: Strategies
  48. Chapter 5: Business-Level Strategy
  49. 5-1 Overview
  50. 5-2 Low Cost and Differentiation
  51. 5-3 Who Are Our Customers? Market Segmentation
  52. 5-4 Business-Level Strategy Choices
  53. 5-5 Business-Level Strategy, Industry, and Competitive Advantage
  54. 5-6 Implementing Business-Level Strategy
  55. 5-7 Competing Differently: Blue Ocean Strategy
  56. Key Terms
  57. Takeaways for Strategic Managers
  58. Notes
  59. Chapter 6: Business-Level Strategy and the Industry Environment
  60. 6-1 Overview
  61. 6-2 Strategy in a Fragmented Industry
  62. 6-3 Strategies in Embryonic and Growth Industries
  63. 6-4 Strategy in Mature Industries
  64. 6-5 Strategies in Declining Industries
  65. Key Terms
  66. Takeaways for Strategic Managers
  67. Notes
  68. Chapter 7: Strategy and Technology
  69. 7-1 Overview
  70. 7-2 Technical Standards and Format Wars
  71. 7-3 Strategies for Winning a Format War
  72. 7-4 Costs in High-Technology Industries
  73. 7-5 Capturing First-Mover Advantages
  74. 7-6 Technological Paradigm Shifts
  75. Key Terms
  76. Takeaways for Strategic Managers
  77. Notes
  78. Chapter 8: Strategy in the Global Environment
  79. 8-1 Overview
  80. 8-2 Global and National Environments
  81. 8-3 Global Expansion, Profitability, and Profit Growth
  82. 8-4 Cost Pressures and Pressures for Local Responsiveness
  83. 8-5 Choosing a Global Strategy
  84. 8-6 The Choice of Entry Mode
  85. 8-7 Global Strategic Alliances
  86. Key Terms
  87. Takeaways for Strategic Managers
  88. Notes
  89. Chapter 9: Corporate-Level Strategy: Horizontal Integration, Vertical Integration, and Strategic Out
  90. 9-1 Overview
  91. 9-2 Corporate-Level Strategy and the Multibusiness Model
  92. 9-3 Horizontal Integration: Single-Industry Corporate Strategy
  93. 9-4 Vertical Integration: Entering New Industries to Strengthen the “Core” Business Model
  94. 9-5 Alternatives to Vertical Integration: Cooperative Relationships
  95. 9-6 Strategic Outsourcing
  96. Key Terms
  97. Takeaways for Strategic Managers
  98. Notes
  99. Chapter 10: Corporate-Level Strategy: Related and Unrelated Diversification
  100. 10-1 Overview
  101. 10-2 Increasing Profitability through Diversification
  102. 10-3 Two Types of Diversification
  103. 10-4 The Limits and Disadvantages of Diversification
  104. 10-5 Choosing a Strategy
  105. 10-6 Entering New Industries: Internal New Ventures
  106. 10-7 Entering New Industries: Acquisitions
  107. 10-8 Entering New Industries: Joint Ventures
  108. Key Terms
  109. Takeaways for Strategic Managers
  110. Notes
  111. Part 4: Implementing Strategy
  112. Chapter 11: Corporate Governance, Social Responsibility, and Ethics
  113. 11-1 Overview
  114. 11-2 Stakeholders and Corporate Performance
  115. 11-3 Agency Theory
  116. 11-4 Governance Mechanisms
  117. 11-5 Ethics and Strategy
  118. Key Terms
  119. Takeaways for Strategic Managers
  120. Notes
  121. Chapter 12: Implementing Strategy through Organization
  122. 12-1 Overview
  123. 12-2 Organizational Architecture
  124. 12-3 Organizational Structure
  125. 12-4 Organization Controls and Incentives
  126. 12-5 Organizational Culture
  127. 12-6 Organization Processes
  128. 12-7 Implementing Strategy through Organizational Architecture
  129. Key Terms
  130. Takeaways for Strategic Managers
  131. Notes
  132. Part 5: Cases in Strategic Management
  133. Introduction: Analyzing a Case Study and Writing a Case Study Analysis
  134. What Is Case Study Analysis?
  135. Analyzing a Case Study
  136. Writing a Case Study Analysis
  137. The Role of Financial Analysis in Case Study Analysis
  138. Conclusion
  139. Endnote
  140. Long Cases
  141. Case 1: Trader Joe’s in 2018
  142. Case 2: Small Package Express Delivery Industry, 1973-2018
  143. Case 3: Airborne Express: The Underdog
  144. Case 4: Charles Schwab
  145. Case 5: Coca-Cola
  146. Case 6: Uber in 2018
  147. Case 7: Dell Inc (A)-Going Private
  148. Case 8: Dell Inc (B)-Transforming the Company
  149. Case 9: Apple at Fourty
  150. Case 10: Wal-Mart Stores
  151. Case 11: Costco Wholesale Corporation in 2018
  152. Case 12: SpaceX: Disrupting the Space Industry
  153. Case 13: Alibaba Group: The Rise of a Platform Giant
  154. Case 14: Ending HIV? Sangamo and Gene Editing
  155. Case 15: Tesla, Inc. in 2018
  156. Case 16: Chotukool: Challenges and Opportunities in Frugal Innovation
  157. Case 17: IKEA in 2018: Furniture Retailer to the World
  158. Case 18: General Electric
  159. Case 19: 3M: The Innovation Engine
  160. Case 20: Nike: The Sweatshop Debate 20 Years on
  161. Short Cases

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