Hitt M.A., Ireland R.D., Hoskisson R.E. Strategic Management: Competitiveness and Globalization: Concepts

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I-16

Company Index

EasyJet, 63, 295, 296

eBay, 174, 176, 228, 229, 240,

241, 361

Ebewe Pharma, 263

Electronic Arts, 260–261

Electronic Data Systems (EDS),

329, 342

Eli Lilly, 293

EMC, 342

EMI Group, Ltd., 217

Emirates, 63

eMusic, 263

Enron, 291, 294, 306

Ericsson, 218

European Union (EU), 229, 231,

239

Exelon, 190

eXMeritus, 191

Express Scripts, 167

Exxon-Mobil, 385, 387

Facebook, 9, 71, 100, 102, 118, 392

FAO Schwarz, 190, 191

Federal Express (FedEx), 41, 88,

133–135, 166, 199, 236, 266

Federal Trade Commission, 192

Federated Department Stores, 370

Fiat, 335

Fiat SpA, 4

FireFox, 227

Flextronics, 167

Food Lion, 262

Ford Motor Company, 4, 18,

53–54, 80, 90, 104, 167,

190, 222

Ford of Europe, 335

Foster’s Group, 157–158, 163, 177

FOX, 259, 263

France Telecom SA’s Orange,

217

Friendster, 9

Frito-Lay, 42, 104, 338

Fujitsu, 254, 256, 267

Gamesa, 338

Gap, Inc., 104

Gartner Group, 64

Gateway, 99–100, 143, 190

Gazprom, 273

GE Capital, 319

Genentech Inc., 196

General Electric (GE), 9, 10, 25,

42, 76–77, 80, 82, 130, 160,

171, 318, 358–359, 361, 383

General Mills, 265, 289

General Motors (GM), 4, 37, 46,

74, 167, 175, 217, 219, 222,

233, 236, 238, 242, 296, 320,

324, 359

Genpact, 92

Gillette Co., 173, 192, 197

Godiva Chocolatier, Inc., 147–148

Going, Inc., 193

Goldman Sachs, 194, 200

Google, 51, 55, 217, 225, 227,

230, 240, 267, 383, 396

Gordon Brothers Brands LLC, 40

GovernanceMetrics

International, 307

Goya Foods, 116

Green Truck, 118

Greif & Company, 116

Greyhound Lines, Inc., 108–109

Grow Fast Grow Right, 244

Guess, Inc., 138

H. J. Heinz, 41, 49, 115, 125

Hamilton Sundstrand, 197

Harley-Davidson, 55, 80

Harmony, 233

Harrah’s Entertainment, 101

Hartmarz Corp., 262

HealthSouth, 306

Health & Well-Being, 197

Hennessy Industries, 172

Hermes, 241

Hershey, 129, 147, 148, 166

Hewlett-Packard (HP), 53, 58,

92, 99, 116–117, 143, 146,

164, 176, 254, 256, 267, 270,

317, 321, 327, 329–330, 342

Hilco Consumer Capital LP, 40

Hill’s Pet Nutrition, 103

Hilton International, 267

Hitachi, 58, 267

Hiuyuan Juice Group, Ltd., 221

Hoechst, 223

Holcim, 229

Hollywood Pictures, 168

Home Depot, 59

Honda, 55, 164, 222

Honest Tea, 51

Huawei Technologies Co., Ltd.,

217, 218

Hugo Boss, 81

Hutchison Whampoa Limited

(HWL), 161

Hyatt, 266

Hyperion Solutions, 165

IBIS World, 124

IBM, 24, 53, 89, 92, 130, 143,

253–254, 254–255, 267, 270,

317, 330

IKEA, 28, 118, 120, 220, 338

Illinois Tool Works (ITW), 172

ILOG, 253

imeen, Inc., 264

IMG Worldwide, 269

Infosys Technologies, 92

ING, 62

In-N-Out Burger, 4

Intel, 55, 61, 167, 384, 396

International Air Transport

Association (IATA), 63

International Anti-Counterfeiting

Coalition, 241

International Association of

Outsourcing Professionals

(IAOP), 92

International Harvester, 233

International Trade Commision

(ITC), 241

Interpublic Group, 158, 169

Intuit, 381

IronPort Systems Inc., 195, 317

J. C. Penney, 137

Jacobs Chuck Manufacturing,

172

Jacobs Vehicle Systems, 172

Jaguar, 192, 200

Japan Airlines International, 63

Japan International Tobacco, 59

Japan Tobacco International,

39, 54

Jason’s Deli, 104

JC Penney, 262

J.D. Power and Associations, 206

JetBlue, 107, 130, 133

Jimmy and Doug’s Farmclub, 263

Johnson & Johnson, 167–170

Jones Apparel Group, 262

JSR, 253

Kashi, 290

Kazoo Toys, 118–119

Keebler Co., 290

Kellogg’s, 41, 265, 289

Kia Motors, 73, 108

Kimho Asiana Group, 200

Kleenex, 115

KLM, 63

K-Mart, 332

Kodak, 255

Kohler, 42

Komatsu, Ltd., 81, 135, 233

Korea Express, 200

Kosmos Energy, 194

Kraft Foods, Inc., 105, 159

KT&G, 304

Lafarge, 229

LaLa Media, 264

Land Rover, 192, 200

Lehman Brothers, 174

Lenovo, 99, 143, 190, 351, 354

LexisNexis, 210

Lexus, 101, 112–113

Lindt & Sprungli, AG, 147

Linens ‘n Things, 6

Linksys, 317

Liuzhou Wuling Motors Co.,

217, 222

Liz Claiborne, Inc., 120, 202–203,

262

LNP, 18

Lockheed Martin, 255

L’Oréal, 241–242

Louis Vuitton, 115, 117

Lowe’s, 59

Luby Cafeterias, 74

Lufthansa, 63, 259, 265, 341

Luxottica Group, 158

LVMH, 241

Macy’s, 262

Mail Boxes, Etc., 198, 199

Marriott International, 267

Mars, 129, 166

Mary Kay Cosmetics, 382

Matsushita, 58

Maytas Infra, 305

Maytas Properties, 305

Mazda, 190

McDonald’s Corporation, 3–4,

6, 14, 18, 24, 49, 51, 57,

243–244, 267, 342, 354

McGraw Hill Companies,

206

McKinsey & Co., 64, 81, 113

Medco, 167

Merck, 160, 175

Merrill Lynch, 291, 294, 299,

300, 306

Mervyn’s, LLC, 6

MG Rover Group, 235

Michaels, 42

Microsoft, 9, 55, 61, 71, 81, 102–

103, 227, 320, 342, 383

Midwest Corp., 258

Mint Global, 124

Mitsubishi, 58

Mitsubishi Electric, 267

Mitusbishi UFJ Financial Group,

256

Moody’s, 200

Morgan Stanley, 200, 256

Motorola, Inc., 206, 217, 396

Mrs. Fields Cookies, 268

MSNBC, 9

Mustang Engineering, 83

MySpace, 9, 100–102, 392

MySpace Music, 264

Nasdaq, 227

National Australia Bank Ltd.,

190, 191

National Football League (NFL),

64, 92

NBC Universal, 9, 259, 263

NCsoft, 225

NEC, 58, 267

Nestle, 129–130, 131, 147–148,

166

NetApp, 189, 200

I-17

Company Index

Netflix, 40, 102, 112, 129

NetJets, 151

New Look Laser Tattoo Removal,

118

News Corp., 257, 264

New York Stock Exchange, 124,

180, 294

NextRx, 167

Nike, 269, 327

Nintendo, 260–261, 383

Nippon Cargo Airlines, 264

Nokia, 218, 266, 383, 384, 388

Nokia Siemens Networks, 217

Nordstrom, 81, 262

Norrell Corporation, 81

North American Free Trade

Agreement (NAFTA),

231–232

Northrup Grumman Corp.,

255

Northwest Airlines, 63

Novartis AG, 263

NRG Energy, 190

Nucor, 258

NutraSweet, 56

Oakley, 158

Occidental Petroleum, 285

Och-Ziff Capital Management,

263

Olive Garden, 135

Oneworld, 64, 259

Oracle, 53, 164–165, 171, 321,

342

Orange, UK, 372

Organization of American States

(OAS), 231

Otis Elevator Co., 81, 197

Oz Minerals, 235

Packard Bell, 99–100, 190

Patch Media Corp., 193

PayPal, 174

Peabody Energy Corp., 75–76

PeopleSoft, 165

PepsiCo, 42, 59, 81, 85, 104,

129–130, 131, 134, 221, 337,

339, 363

Perfigo Inc., 195

Petters Group, 40

Peugeot Citroen, 73, 335

Pfizer, 187, 193, 195–197, 202, 263

Philip Morris International

(PMI), 35–36, 38, 40, 50, 54,

59, 233, 241

Phillips-Van Heusen, 262

1020 Placecast, 266

Polaroid Corporation, 39–40, 75

Polo Ralph Lauren Corp., 81

Porsche, 222, 369

Porsche AG, 217

Post, 265

Pratt & Whitney, 197

Prêt a Manager, 3

Procter & Gamble (P&G), 10, 39,

41, 49, 51, 54, 81, 160, 163,

173, 191, 197, 383

ProEnergy Services, 105

Protego Networks Inc., 195

Providence Equity Partners, 259

Quaker Oats Company, 104, 265,

338, 363

Raketu, 9

Ralph Lauren, 113

Ranbaxy, 351

Redbox, 112

Renault-Nissan alliance, 263,

265, 274

Research in Motion, 266

Reuter’s Online, 209

RGD, 233

Ringer, 229

Rio Tinto Ltd., 194, 195

Riverhead Networks Inc., 195

Robert Talbot, 113–116

Rocky Mountain Chocolate

Factory, 129–131

Rolex, 117

Ryanair, 63, 83–84

Sabritas, 338

Safeway, Inc., 105

SAIC, 219, 222, 224, 233, 235

Sam’s Club, 111, 137, 325

Samsung Electronics Co., 58,

161, 217

Samuel Electric, 264

Sandoz, 263

SAP, 321, 342

Sara Lee, 177

Sargento Foods, 143

SAS, 341

SAS Institute, 105

Satyam, 304, 305, 306

SBI Holdings Inc., 257

Schering-Plough, 103

Schweppes, 209

Scientific-Atlanta, 317

Sears Holdings, 332

Shanghai Airlines, 141, 259

Shanghai Automotive Industry

Corporation (SAIC), 217

Sharpe, 226

Sharper Image Corp., 6

Sheraton, 233

Siebel Systems, 165

Siemens, 130, 226, 256

Siemens AG, 218

Sikorsky, 197

Singapore Airlines, 63

Sinopec Group, 194

Sinosteel Corp., 258

Skype, 174

Sky Team Alliance, 61, 64, 259

Sodexo, 92

Sony Corp., 81, 230, 351, 359,

383

Sony Corp.’s Music

Entertainment, 217

Southcorp, 157

Southwest Airlines, 23, 63, 83,

85, 105–107, 130, 133, 141

S&P 500, 287

Sprint, 234

St. James Place Capital, 181

Standard & Poor, 200

Star Alliance, 61, 64, 259, 341

Starbuck’s, 147–148, 269–270, 338

Starwood Hotels and Resorts

Worldwide, 233

Steel Partners, LLC, 304

Subway, 268

Sun Microsystems, 53, 254, 342

SunTech Power Holdings, 225, 226

Swedish Match AB, 36

Symantec, 342

Target, 39, 50, 110, 120–121,

137, 141

Tata Consulting Service, Ltd., 92,

267, 270, 317

Tata Group, 383

Tata Motors, 192, 200

Tech Mahindra, 92, 305

Telefon AB L.M. Ericsson, 217

Telus Corp., 217

Temasek Holdings, 189

Tesco PLC, 262

Textron, Inc., 161, 210, 332–333

Thai, 341

Thales SA, 236

Thomas & Betts Corporation,

172

Thomas J. Lipton Company, 338

Thomson Consumer Electronics,

TIAA-CREF, 293, 301

Time Warner, 24, 174

Time Warner Cable, 12

TNK-BP, 272–274

Toshiba Corp., 264, 267

Touchstone Pictures, 168

Towers Perrin, 197

Towers Perrin Forster & Crosby

Inc., 189

Toyota, 112–113, 222, 230, 236,

242, 341, 351, 354, 383

Toys “R” Us, Inc., 190

Tropicana, 104

Twitter, 71, 118, 392

Tyco, 306

U.S. Airways, 106

U.S. Steel, 258

UBS, 168, 174

Under Armour, 327

Unilever, 51, 262

United Airlines, 56–57, 63, 106,

130, 259, 265, 341

United Parcel Service (UPS),

41, 134–135, 160, 166, 198,

199, 236

United Technologies Corp.

(UTC), 161, 171, 197, 201

Universal Music, 264

USAA, 101

US Airways, Inc., 63, 341

Veolia Environment, 130

VeraSun, 187

Verizon, 12, 234

Vertu, 190

VEVO, 264

Virgin Group Ltd., 164

Vivendi SA, 9, 264

Vivendi SA’s Universal Music,

217

Vodaphone Group PLC, 217

Volkswagen, 73, 217, 219, 222,

238, 264

Walgreens, 167

Wal-Mart, 3, 6–8, 10, 13, 39, 81,

82, 108–112, 136–138, 141,

234, 262, 325, 369, 370

Walt Disney Co., 144, 167–168

Wards Company, 7

Warner Music, 217, 264

Watson Wyatt Worldwide Inc.,

189, 197

WebEx, 317

WellPoint, 167

Wendy’s International, 4, 24,

57, 394

Williams-Sonoma, Inc., 394

Wipro Technologies, 92

Witt Gas Technology, 81

Wm. Wrigley Jr. Company, 159,

166

Women’s National Basketball

Association (WNBA), 92

WorldCom, 291, 294, 306

World Trade Organization

(WTO), 218, 222, 224, 239

Worthington Foods, Inc., 290

WPP, 169

www.Hulu.com, 259, 263

Wyeth, 187, 193, 195–197

Xerox, 81, 342, 360–361

Xstrata, 189

Yahoo!, 51, 227, 228, 229

Yahoo! Finance, 209

Yandex, 225, 226–227, 240

YouTube, 71, 267

YRC Worldwide, 133

Zara, 121

ZTE, 217, 218, 234

I-18

Subject Index

Ability, 136

Above-average returns, 4

definition, 5

I/O model, 13–15

resource-based model, 15–17

Acquisitions, 234–235

bureaucratic controls, 203

cross-border, 192–193

definition, 189

effective, 203–205

horizontal, 190–191

innovation through, 393

managers overly focused on,

202–203

new product development,

193–195

pharmaceutical industry,

187–188

problems in

achieving success, 198–200

debt, 192

diversification, 195

firm size, 196

focus, 202

integration, 198

synergy, 201

target evaluation, 201

reasons for

barriers to entry, 192–193

capabilities, 197–198

competitive scope, 197

diversification, 196–197

increased market power,

190–191

lower risk, 196

speed to market, 193

related, 191–192

strategies, 187

Chinese firms, 194, 200

too large, 203

vertical, 191

see also Strategic alliances

American steel industry, 258

Animal health business, 103

Antitrust regulations, 173–174

Artificial boundaries, 73

Asia

boundary-less retailing, 8

building conglomerates, 206

conglomerates, 206

international expansion into,

223

internet auction markets, 229

Asian American workers, 47

Assessing

business-level cooperative

strategies, 260–261

corporate-level cooperative

strategies, 263–264

definition, 39, 41

Assets

direct investment in, 218–219

managerial decisions, 75

production, 79

specialized, 58

tangible resources as, 78

Attack, likelihood of, 139–142

first-mover incentives,

139–140

organizational size, 140–141

quality, 141

Automobile industry, 48, 57,

217–218

complementary alliances, 263

overdiversification, 201

product quality, 141–142

Autonomous strategic behavior,

386–387

Autonomy, 366

Average returns

definition, 5

Awareness, 132, 135

Balanced scorecard, 368–369

Banking industry, 300

Bankruptcy, 200, 297

Bargaining power

of buyers, 53, 111, 115

of suppliers, 53, 56, 111, 115

Barriers to entry, 53–55

overcoming, 192–193

Biotechnology firms, 196–197

Blackmail, 81

Blogging, 392

Board of directors, 293–295

classification of members,

294

definition, 294

enhancing the effectiveness,

295–297

Boundaries

artificial, 73

Boundary-less retailing, 10

Brand name, 42

loyalty, 114

tarnished, 80

Brazil

acquisition strategies in, 192

debt in acquisition, 230

Breakfast cereal, 289, 339

Broad target

competitive scope, 107–108

Bureaucratic controls

on acquisitions, 203

Business-level cooperative

strategies, 260–266

assessment of, 265–266

complementary, 260–261

implementing, 341

Business-level strategies, 97–128,

158

customer needs, 104

customer relationships,

101–105

determining core

competencies, 104–105

functional structure and,

324–327

international, 223

purpose, 105–107

target customers, 103–104

types, 107–123

Buyers

particular group, 116

power of, 39

in cost leadership strategy,

108

in differentiation strategy,

112

I-19I-19

Subject Index

California’s Silicon Valley, 270

Canada

age structure, 47

boundary-less retailing, 10

contingency workers, 47

Capabilities, 80

costly-to-imitate, 83

definition, 15

examples, 81

learning and developing,

197–198

nonsubstitutable, 83

rare, 83

valuable, 82

Capital, 168

financial, 362

intellectual, 353

requirements, 54

Capital market

external, 168

internal, 168

stakeholders, 21–22

Capital structure change, 301

Cash flows

uncertain future, 181

Casually ambiguous, 83

Cell chips, 386

Cell phones, 384

Celler-Kefauver Antimerger Act

(1950), 173

Centralization, 324

Chief executive officer (CEO),

18, 23

compensation, 285–286

duality, 357

role of, 284–285

selection of, 351

succession, 295

top management team and,

354–355, 357–358

China

acquisition strategies, 192–193

air cargo market, 236

auto manufacturing industry,

217–220

collectivism and social

relations, 47

competitor analyses, 48

debt in acquisition, 230

environment pressures on

Wal-Mart, 39

global economy and, 9

guanxi (personal relationships

or good connections), 47

inhwa (harmony), 49

population size in

demographic segment,

43–44

Client-specific capabilities, 80

Coal industry, 76

Collaborative advantage, 255

Collaborative relationship, 270

Collusive strategy, 255

Combination structure

transnational strategy,

337–338

Combined Code on Corporate

Governance of the United

Kingdom, 306

Common buying factor

segments, 103

Communitarianism, 49

Competence misrepresentation,

272

Competencies, 72–73

in internal analysis, 90

network structure and, 340

Competition

multipoint, 166

Competition response strategy,

263–264

Competition-reducing strategy,

264–265

Competitive action

definition, 138

drivers of, 135–136

types, 142

Competitive advantage, 107

defined, 4

internal analysis leading to, 74

sustainable, 82–85

sustained, gradual erosion, 145

Competitive aggressiveness, 366

Competitive agility, 363

Competitive behavior, 130

Competitive dynamics, 144–148

from competitors to, 130–131

definition, 131

Competitive Equality Banking

Act of 1986 (CEBA), 174

Competitive form, 332–333

Competitive landscape, 8–15

Competitive response

definition, 138

likelihood of, 142–143

Competitive risks

in cost-leadership strategy, 112

in differentiation strategy,

115–116

of focus strategies, 120

integrated cost leadership/

differentiation strategy,

122

Competitive rivalry, 138–139

definition, 130

model, 132

Competitive scope, 107, 197

Competitive speed, 363

Competitiveness

innovation and, 385

strategic, 3

Competitor analysis, 38–39,

59–61, 133–135

framework, 135

market commonality, 132

resource similarity, 133

Competitor intelligence, 60

Competitors

to competitive dynamics,

130–131

definition, 130

numerous or equally balanced,

rivalry among, 57–60

Complementary business-level

cooperative strategies,

260–261

Complementary strategic

alliances. see Strategic

alliances

Complementors, 61

Complexity

in internal organization, 75

Conglomerates, 161, 170–171,

173, 201

discount, 168

Consumer electronic retailer, 317

Consumer foods producer, 134

Consumer markets, 103

Consumption patterns, 103

Cooperative form

multidivisional structure,

327–328

Cooperative strategies, 252–281

competitive risks, 271–272

innovation through, 390–391

managing, 272

matches with Network

structures, 338

strategic alliances, 255–260

Core competencies, 80–81,

362–363

building of, 82–84

definition, 16

determination of, 104–105

Corporate charter amendment,

301

Corporate entrepreneurship, 380

Corporate governance

China, 303–304

definition, 286

effective, 309–310

failure, 305

Germany, 302

global, 304

international, 302–306

international codes, 308

Japan, 302

Corporate relatedness, 164–166

simultaneous operational

relatedness, 167–168

Corporate-level cooperative

strategy, 266–268

assessment, 268

diversifying, 266

franchising, 267–268

implementing, 342

synergistic, 267

Corporate-level core

competencies, 164

Corporate-level strategy, 25

definition, 158

match with multidivisional

structure, 327–334

Cost disadvantages

independent of scale, 54–55

Cost-leadership strategy,

108–112

using functional structure to

implement, 324–325

value-creating activities

associated with, 110

Costly-to-imitate capabilities, 83

Counterfeit products, 241

Cross-border acquisitions,

192–193

Cross-border strategic alliance,

268

Cross-functional product

development teams,

388–389

Customer perspective

in balanced scorecard, 368

Customer segmentation, 103

Customers

bargaining power of, 111

determining core

competencies, 112

determining which needs to

satisfy, 112

determining who to serve,

111–112

managing relationships with,

101

size segments, 103

Customization, 53

Database software management,

166

Debt

acquisition problem of, 200

Decentralized approach, 227

Decision-making, 75

Demand conditions, Porter’s

model, 223

Demographic factors, 103

Demographic segment, 38, 43–44

definition, 43

Deregulation, 303

Derek Higgs report, 306

Diamond model, 225

Differentiation

lack of, 57–58

Differentiation strategies,

112–116

definition, 112

functional structure and, 326

value-creating activities

associated with, 114

Diffuse ownership, 292–293

Direct costs, 201

Direct investment

in assets, 219

foreign, 193

I-20I-20

Subject Index

Directors (Board members), 294

Distributed strategic networks,

338, 342–343

Distribution, 80

channels, access to, 54

Diverse labor force, 47

Diversification, 195

incentives, 173–176

levels of, 159–161

low levels, 160–161

moderate and high levels,

160–161

product, 159

reasons for, 161–163

resources and, 176–177

strategies for, 158

too much, 201

unrelated, 168–173

value-creating, 163–168

value-neutral, 173–177

value-reducing, 161, 177–179

Diversifying strategic alliance,

266

Divestiture, 206

Domestic market, 188, 383–384

Domestic strategic alliances, 256

Domestic-only firms, 289

Dominant-business

diversification strategy,

159–160

Downscoping, 206

Downsizing, 205–206

Drivers of competitive actions

and responses, 135–136

Due diligence, 200, 205

Dynamic alliance network, 271

Dynamics of mode of entry, 236

Eavesdropping, 61

E-commerce, 167

Economic environment, 38

Economic risks, 240

Economic segment, 38

definition, 45

Economics of scope, 163

Economies of learning, 222

Economies of scale, 9, 53, 222

Educational institutions

cooperative strategies, 257

Elements of general

environment, 37

Emerging economies, 192–193

Emerging markets, 220

Emotional barriers, 58

Employee buyouts (EBO), 207

Employees as organizational

stakeholders, 22

End-use segments, 103

Entrepreneurial mind-set, 365,

382

Entrepreneurial opportunities

definition, 381

Entrepreneurs, 382–383

Entrepreneurship

corporate, 380

definition, 381

international, 383–384

strategic, 380

Environment

competitor, 37–39

general, 36–38

industry, 37–39

Environmental trends, 230–231

Envisioned future, 361

Equity strategic alliance, 256

Ethical behavior

governance mechanisms and,

306–307

Ethical considerations, 61–62

Ethical practices, 366–367

Ethnic mix, 44–45

Europe

acquisition strategies, 186

age structure in demographic

segment, 44

building conglomerates, 206

contingency workers, 47

global economy and, 8

European Union (EU), 46, 229

Evolutionary patterns of

organizational structure,

322–328

Evolutionary patterns of

strategy, 322–328

Executive compensation,

297–298

definition, 297

effectiveness of, 298

Exit barriers, 58

Explicit collusion, 264

Exporting, 232

External environment, 5, 35–36

analysis, 39–40

effect on strategic actions,

External managerial labor

market, 358

Face-to-face meetings, 356

Fast-cycle markets, 257, 259

definition, 145

Federal Communications

Commission (FCC), 174

Financial Accounting Standards

Board, 174

Financial controls, 320–321

Financial economies, 168

Financial perspective

in balanced scorecard, 368

Financial resources, 78

Firm infrastructure

in support activities, 87

First mover

definition, 139

Five forces model of competition,

14, 50, 52

Fixed costs, 57

of exit, 58

Flash memory business, 267

Flexibility in acquisitions, 205

Flexible manufacturing systems

(FMS), 121

Focus strategy

competitive risks, 120

definition, 116–120

Focused cost leadership strategy,

118

Focused differentiation strategy,

118–120

Food industry, 399

Forecasting

definition, 39, 41

Foreign direct investment, 193

Foreign institutional investors,

303

Foreignness

liability of, 230

Formality, value of, 49

Formulation, 25

For-profit organization, 89

Framework of competitor

analysis, 135

Franchising, 267–268

Fraudulent behavior, 291

Free cash flow, 170, 290

Friendly acquisitions, 205

Functional structure, 323

business-level strategies and,

324–327

use to implement cost

leadership strategy,

324–325

use to implement

differentiation strategy,

326

use to implement integrated

cost leadership/

differentiation strategy,

327

Garns-St. Germain Deposit

Institutions Act of 1982

(GDIA), 174

General environment, 37–39

definition, 37

segments, 43–49

Generic strategies

definition, 101

Geographic distribution, 44

Geographic factors, 103

Geographic segments, 103

Germany

corporate governance in,

302–303

structures used to govern

global companies,

287–288

Global economy, 9–10

definition, 9

Global markets

choice of entry, 232

foreign firms, 217–218

Global matrix structure, 338

Global mind-set, 73

Global segment, 38, 48–49

definition, 48

Global strategy, 228–229

worldwide product divisional

structure for, 336–338

Globalfocusing, 49

Globalization

definition, 10

Golden parachute, 301

Governance mechanisms

competition, 308

ethical behavior and, 306–307

Government and social

restrictions, 58

Government antitrust policies,

173

Government policy, 55

Green initiatives, 50

Greenfield venture, 235–236

Greenmail, 301

Guanxi (personal relationships

or good connections), 47

Health care costs, 47

Health care products, 167

Hedge funds, activist, 273, 299

Hierarchical order, value of, 49

Historical conditions

unique, 83

Horizontal acquisitions, 190–191

Horizontal complementary

strategic alliance, 263

Hostile takeover

defense strategy, 301

Human capital, 363

Human resources, 79–80

in support activities, 87

Hypercompetition, 9

Imitation

definition, 382

Inbound logistics

primary activities, 87

Income distribution, 45

Incremental innovation, 384

India

acquisitions strategies, 194

debt in acquisition, 230

debt in acquisitions, 192

emerging economies, 192

environmental pressures on

Wal-Mart, 33

growing high-tech sector, 48

population size, 49

Indirect costs, 201

Induced strategic behavior,

387–388

I-21I-21

Subject Index

Industrial markets, 103

Industrial organization (I/O)

above-average returns, 13–15

model, 8

Industry

definition, 50

Industry analysis

interpreting, 58–59

Industry environment, 38–39

analysis, 38, 50–58

definition, 38

Industry growth

slow, 57

Information age, 11, 12

Information networks, 121–122

Information-rich relationships,

Inhwa (harmony), 49

Innovation

in acquisitions, 205

definition, 381–382

facilitating, 389–390

incremental and radical, 384

internal, 384, 387–390

international diversification

and, 237–238

organizational culture, 380

resources, 79

through acquisitions, 393

through cooperative strategies,

390–391

Innovativeness, 366

Insiders, 294

Institutional owners, 292–293

definition, 293

Intangible resources, 78, 79

Integrated cost leadership/

differentiation strategy,

120–123

competitive risks, 122

definition, 120

functional structure and, 326

Integration

difficulties, 198

facilitating, 389–390

vertical, 166

Internal analysis

context, 73–74

Internal business process

in balanced scorecard, 368

Internal capital market

allocation, 168–171

Internal corporate venturing

definition, 386–387

Internal innovation, 384

creating value from, 390

implementing, 387–390

Internal managerial labor

market, 358

Internal organization

analyzing, 73–76

creating value, 74–75

International business-level

strategy, 223–225

International cooperative

strategies

implementing, 342–343

International cooperative

strategy, 268–270

International corporate-level

strategy, 225–227

International diversification

innovation, 237–238

returns, 237

International entrepreneurship

definition, 383

International entry mode,

231–236

International environment

risks, 238–239

International expansion

limits to, 240–242

International strategies,

219–225

matches with worldwide

structure, 334–338

opportunities and outcomes,

219

types, 223–230

Internet, 12

Internet service providers (ISPs),

Intraorganizational conflict, 76

Invention

definition, 382

Japan

contingency workers, 47

corporate governance in,

302–303

structures used to govern

global companies,

287–288

Joint venture, 256

Junk bonds, 200

Knowledge

increasing intensity of, 13–14

Laptop computers, 257

Large-block shareholders, 292

Late mover

definition, 140

Latin America

conglomerates, 206

contingency workers, 47

Learning and growth

in balanced scorecard, 368

Leverage, 74

Leveraged buyouts (LBO), 207

Leveraging a firm’s knowledge,

384

Liability of foreignness, 11

Licensing, 232–233

Litigation, 301

Location advantages

international, 222–223

Low levels of diversification,

160–161

Low performance

incentive to diversify, 174–175

Loyalty to a brand name, 114

Management buyouts (MBO),

207

Management information

systems, 80

Managerial control

ownership separation,

287–292

Managerial decisions, 76

Managerial defense tactics,

300–302

Managerial discretion, 354

Managerial motives

for diversification, 177–179

Managerial opportunism, 288

Managerial succession, 358–359

Manufacturing, 80

Market commonality, 133–134

Market dependence

definition, 143

Market for corporate control,

299–302

definition, 299

Market power, 166–167

increased, 190

Market segmentation

definition, 103

Market size

international, 221

Marketing, 80

Marketing and sales

primary activities, 87

Markets

international, 221

no-growth, 57

regional focus, 290

segmentation, 103

slow-growth, 57

Matrix organization, 330

Mergers, 187–188

definition, 189

popularity of strategies, 188

reasons for, 190

takeovers and, 189