Part One: Strategy Analysis Chapter 1: What Is Strategy, and Why Is It Important? Chapter 2: Strategic Leadership: Managing the Strategy Process Chapter 3: External Analysis: Industry Structure, Competitive Forces, and Strategic Groups Chapter 4: Internal Analysis: Resources, Capabilities, and Core Competencies Chapter 5: Competitive Advantage, Firm Performance, and Business Models Part Two: Strategy Formulation Chapter 6: Business Strategy: Differentiation, Cost Leadership, and Integration Chapter 7: Business Strategy: Innovation and Entrepreneurship Chapter 8: Corporate Strategy: Vertical Integration and Diversification Chapter 9: Corporate Strategy: Mergers and Acquisitions, Strategic Alliances Chapter 10: Global Strategy: Competing Around the World Part Three: Strategy Implementation Chapter 11: Organisational Design: Structure, Culture, and Control Chapter 12: Corporate Governance and Business Ethics Part Four: MINICASES MINCASE 1: Does Facebook Have a Strategy MINCASE 2: Michael Phelps: The Greatest Olympian MINCASE 3: Teach for America: Inspiring Future Leaders MINCASE 4: Strategy and Serendipity: A Billion-Dollar Bonanza MINCASE 5: The Wonder from Sweden: Is IKEA's Success Sustainable MINCASE 6: Starbucks: Re-creating Its Uniqueness MINCASE 7: LVMH in China: Building Its Empire of Desire MINCASE 8: GE under Jack Welch vs. Jeffrey Immelt MINCASE 9: Competing on Business Models: Google vs. Microsoft MINCASE 10: From Good to Great to Gone: The Rise and Fall of Circuit City MINCASE 11: China's Li Ning Challenges Nike and adidas MINCASE 12: Which Automotive Technology Will Win? MINCASE 13: Is Porsche Killing the Golden Goose? MINCASE 14: The Rise of Samsung Electronics MINCASE 15: Yummy Yum!'s Competitive Advantage in China MINCASE 16: BYD - “Build Your Dreams" in America MINCASE 17: Alibaba and China's E-Commerce: “Open Sesame" Comes True MINCASE 18: The Premature Death of a Google Forerunner at Microsoft MINCASE 19: Sony's Structure and Competitive Disadvantage MINCASE 20: USB's Billion-Dollar Ethics Scandals How to Conduct A Case Analysis
Frank T. Rothaermel (Ph.D., University of Washington) is a professor of Strategic Management and in the Scheller College of Business at the Georgia Institute of Technology. BusinessWeek names Frank one of Georgia Tech's Prominent Faculty in their national survey of business schools. The Kauffman Foundation Views Frank as one of the world's 75 thought leaders in entrepreneurship and innovation. Frank is an Alfred P. Sloan Industry Studies Fellow, and also holds a National Science Foundation (NSF) CAREER award, which "is a Foundation-wide activity that offers the National Science Foundation's most prestigious awards in support of...those teacher-scholars who most effectively integrate research and education...(NSF CAREER Award description). Frank has a wide range of teaching experience, including at the Georgia Institute of Technology, Georgetown University, Politenico di Milano, St. Gallen University (Switzerland), and the University of Washington. He received numerous teaching awards for excellence in the classroom. Frank's research interests lie in the areas of strategy, innovation, and entrepreneurship. To inform his research he has conducted extensive field work and executive training with leader corporations like Amgen, Daimler, Eli Lilly, GE Energy, GE Healthcare, Hyundai Heavy Industries (South Korea), Kimberly-Clark, Microsoft, McKesson, NCR, amount others. Frank regularly translates his research findings for wider audiences in articles in Forbes, MIT Sloan Management Review, Wall Street Journal, and elsewhere.