Competitive Strategy: Techniques for Analyzing Industries and Competitors, M.E. Porter. New York: Free Press, 1980.

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Amy Mills
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1 BIBLIOGRAPHY What follows is not an academic bibliography, in which the author tries to show how many books he has read (or at least knows) on the subject. It is a brief list of books that I think are very useful for anyone who wants to have a complete idea of what strategy is. As I said in the Introduction, the final success of a company is determined by many variables. In my opinion, the logic developed here is necessary but there are many other aspects to take into account. These books will help the reader to incorporate them into his or her way of thinking. A characteristic that I have looked for in these books is that they are relatively easy to read. Almost all of them are: I leave to the reader to discover (it will be easy) which ones are not in this category. They are classified according to the chapters of this book, although logically many of them deal with different themes. Chapter 1 Competitive Strategy: Techniques for Analyzing Industries and Competitors, M.E. Porter. New York: Free Press, Chapter 3 Only the Paranoid Survive, A.S Grove. New York: Doubleday, Chapter 4 Strategic Networks, J.C. Jarillo. Oxford: Butterworth-Heinemann, Chapter 5 Managing Across Borders: The Transnational Solution, C.A. Bartlett and S. Ghoshal. Boston: Harvard Business School Press, Chapter 6 The Rise and Fall of Strategic Planning, H. Mintzberg. New York: Free Press,

2 Bibliography 229 Chapter 7 The Synergy Trap, M.L. Sirower. New York: Free Press, The Value Imperative: Managing for Superior Shareholder Returns, J.M. McTaggart, P.W. Contes and M. Mankins. New York: Free Press, Chapter 8 Competing for the Future, G. Hamel and C.K. Prahalad. Boston: Harvard Business School Press, The Strategy-Focused Organization, R.S. Kaplan and D.P. Norton. Boston: Harvard Business School Press, Profit from the Core: Growth Strategy in an Era of Turbulence, C. Zook. Boston: Harvard Business School Press, 2001.

3 INDEX A Acquisitions, see Mergers & acquisitions Activity, 42 4, Airlines, 89, 187, 208, 227 Low-cost, 30 Amazon.com, 3 4 AOL, 79, Apple, 20, 48, 51 4, 226 Arthur Andersen, 152 Automobile industry, 13, 27, 36, 42, 64, 67, 73, 90, 104, 131, 154, 180, 201, 224 Suppliers, 74 B Barriers to entry, 18, 33 5, 38, 47 50, Erosion, 89 Bendix, 74 BMW, 178, 191 Body Shop, The, 32 Boeing, 27, 90, 146 Bosch, 74 British Airways, 89, 189 Bull, 26, 102 Burroughs, 26, 102, 104 C Car industry, see Automobile industry Change Cost structure, Demand, 73 6 Direct, 76 7 Induced, 76 7 Regulation, 72 3 Technological, Chrysler, see DaimlerChrysler Coca-Cola, 17, 21, 31, 77, 126, 186, 196 Commitment, 30, 144 Commodity, 22, 136, 217 Competitive analysis, 55 8 Advantage, 47, 53, 60, 85, 90, Position, Competitors Number, 27 8, 34, 223 Computer industry, see Personal computer Conglomerates, 29, , 183 Control, 55, 102, 104, 109 Loss, Core business, 2, 132 Core competence, 3, 165 Costs Adding, 110 Decrease, Differences, Distance, Fixed, 35 Marketing, 110 Sharing, Structure, Switching, 34 5 Transaction, see Transaction costs Vertical integration, 119 Culture, 30, 54, 108 9, 125, 143, 149, 189 D DaimlerChrysler, 5, 37, 154, 185, 197 Demand, Changes, 73 6 Development Dimensions,

4 Index 231 Disintegration, 101, 114, 122, 209 Disney, Diversification, Conglomerates (unrelated), see Conglomerates Geography, see Internationalization Product, 133, 153 Vertical integration, see Vertical integration Dolby, 55 Dragados y Construcciones, 163 4, 186 Dumping, 85 E Early mover advantages, 84 6 ebay, 3 4, 88 Economies of scale, 24 8 Efficiency, 107 Electricity generation, 164 Turbines, 26 Ernst & Young, 183 Evolution, 64, 83 F Fast-food restaurants, 123, 217 Fiat, 27, 150, Fixed costs, see Costs Flexibility, 143 Decrease, 109 Fujitsu, 26, 102 G General Motors (GM), 27, 65, 154, 174, 208 Globalization, see Internationalization Growth, M&A, see Mergers & acquisitions H HGB, 163 Hitachi, 26, 102 Honeywell, 26 I IBM, 26, 34, 44 59, 70 1, 82, 102, 115, 117, 164, 186, 214 IKEA, 61, 203 Imitation, 31, 92, 216, 221, 226 Imperfect market, see Market Innovation, 6, 9, 53, 80, 104, 218 Sources, 111, Integration, see Vertical integration Intermediary, 59 Elimination, Internationalization, 69 70, 77, , 181 Investment banking, 19, 131, 135, 190, 195, 199 J Japan Airlines, 198 Joint-venture, 143 Jumbo 747, see Boeing K KPMG, 178, 183, 198 L Learning, 111, Long-term Fallacy of, Luck, 3, Lufthansa, 89 M Management, 154 Market Dominance, 86 Growth, 157, Imperfect, 34 Leader, Niche, 28 9 Perfect, 21 Price, 16, 17, 21, 158 Share, 3, 23, 53, 157 Matsushita, 56, McDonald s, 61, 113, 120 4, 190 Mergers & acquisitions (M&A), 2, 18, 27, 39, 77, 131, 135, 163, , 204, Practical consideration, Reasons for failure, Strategic reasons, Microsoft, 20, 39, 44 50, 64, 78 80, 86 9, 108, 115, 162, 203, 214, 224, 226

5 232 Index Minimum efficient size, 25 6, 29, 42, 47 50, 67 70, , , 145, 180 1, 184, 219 Mobile telephony, 2, 20, 34, 81, 83, 86 9 Monopoly, 4, 14, 17, 27, 29, 48, 66, 72 3, 91, 104, 114, 119, 123, 136, 183, 214, 225 Internal, 110 Natural, 86 9 Quasi-, 17 Motorola, 46, 62, 199 N NCR, 26, 178 Network effect, 20, 48, 52, 56, 83, 86 9, 93, 117 Networks Strategic, New economy, 9, 20, 65, 83, 202 Niche, see Market Nokia, 199 O Opel, 27 Organization, 58 61, Culture, see Culture Horizontal, 103 Vertical, 102 Outsourcing, P Perfect market, see Market Personal computer, 20, 44 50, 57 9, 70 1, 86 9, 102 5, 117, 220, 224 Pharmaceutical industry, 13, 43, 218 Pioneer, see Early mover advantages Planning, see Strategy Porsche, 40, 105 Portfolio planning, Criticism, Techniques, Procter & Gamble, 136 Profitability, 3, 13 40, 43, 58 61, 205 Products, Sources, 50 5, R Reorganization, see Sector Restructuring, 23, 115, 151, Retail banking, 131 2, 182 Risk Diversification, Operational, 109 Rivalry, 33 8 Robert Bosch, see Bosch Rover, 178, 191 S SEAT, Sector, 41 63, 67, 91 Change, 67 Characteristics, 133 Disintegration, 101 Evolution, 64 Growth, 166 Personal computer, Reorganization, 58 Shimano, 28 9 Siemens, 26, 102 Size, 107, 28 9, Sony, 55 6, 82, 87, , 170, 186, Sperry, 26, 102, 104 Spillover effect, Steel industry, 13, 26, 36, , 162, 164 Strategic logic, 1 6, Application, 83 9, 175 Essential elements, 11 Globalization, Growth, , New technologies, Strategy As a budget, As cosmetic surgery, 209 As plan for operational improvements, 212 As planning Design, Failure, Global, 147 Mixed, Multinational, Vision or hallucinations, What it is not, Structure, 95, 183

6 Index 233 Subcontracting, 42, 46, 51, 55, 57, 103, 105, 112, Supermarket, 76, 159 Supply, 14, , 124 Contact, Elimination, Switching costs, see Costs Synergy, 163, , 192 8, 207 T Technology New, see Strategic logic Telecommunication, 68 Telecommunication, see Technology Telefónica S.A., 206 Time Warner, 5, see also AOL Toyota, 30, 64, 90 1, 122, 136, , 219, 224 Transaction costs, 114 TV, 28, 63, 72, 78, 83, 87, 189 Tyco, 29, 169 V Vertical integration, 98 9, 102, Decrease in efficiency, Disintegration, Downstream, 117, 124 Guidelines, Motivation, 98 9 Reality of entry barriers, Strategic networks, see Networks Subcontracting, see Subcontracting The great fallacy, Upstream, 117, 124 When it make sense, Video rental shops, 14 Vision, see Strategy Vivendi, 178 9, 182, 196, 199 Volkswagen, 105, W Wall Street Journal, 162 Wine, 19

Theory of Strategic Management

Theory of Strategic Management EIGHTH EDITION CharlesW. L Hill UNIVERSITY OF WASHINGTON Gareth R. Jones TEXAS A&M/UNIVERSITY *, SOUTH-WESTERN CENGAGE Learning" i Australia Brazil Japan Korea Mexico Singapore