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Strategy: A View From The Top, 4th edition

Published by Pearson (December 30, 2010) © 2012

  • Cornelis A. De Kluyver Claremont Graduate University
  • John A. Pearce

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For undergraduate and graduate strategy courses.
Gain a strategic edge in today’s business world.
This short, up-to-date, practitioner-oriented guide was meant to effectively prepare practicing executives, and MBA and EMBA students for top management responsibilities.  
The fourth edition includes new content, reordered topics to improve the flow of the subject matter, and numerous updated examples and vignettes.
For undergraduate and graduate strategy courses.
Gain a strategic edge in today’s business world.
This short, up-to-date, practitioner-oriented guide was meant to effectively prepare practicing executives, and MBA and EMBA students for top management responsibilities.  
The fourth edition includes new content, reordered topics to improve the flow of the subject matter, and numerous updated examples and vignettes.
The latest on how to gain a strategic edge in today’s business world:
  • NEW! Modern cases and studies have been integrated throughout this text with the executive in mind to encourage higher-level analysis and discussion of real-world scenarios. Examples include:
    • Good to Great: Why Some Companies Make the Leap…and Others Don’t, by Jim Collins focuses on what good companies can do to become truly great.
    • What Really Works: The 4+2 Formula for Sustained Business Success, by Joyce, Nohria, and Roberson in association with McKinsey & Co.–a groundbreaking, five-year study aimed at identifying the must-have management practices that truly produce superior results.
  • NEW! Chapter 3 contains an updated section on Global Tectonics–the process by which developing trends in technology, nature, and society slowly revolutionize the business environment, much like the earth’s tectonic plates shift the ground beneath our feet.  This is meant to enhance student knowledge of the influences of the external strategic environment.
  • NEW! Chapter 8 contains an updated Global Strategy Formulation that includes a more thorough discussion of country/region analysis and how similarities between countries and markets can obscure opportunities rooted in advantage based on differences.
  • NEW! Chapter 10 has undergone three major changes:
    • The discussion of portfolio models was expanded to include McKinsey’s MAPS model, which includes a measure of each business unit’s stand-alone value within the corporation, and adds a measure of each business unit’s fitness for sale to other companies.
    • The concept of portfolio management alliances is introduced.
    • The discussion on corporate strategic planning has been updated to reflect the new competitive dynamics faced by multinationals in the twenty-first century.

The latest on how to gain a strategic edge in today’s business world:
  • NEW! Modern cases and studies have been integrated throughout this text with the executive in mind to encourage higher-level analysis and discussion of real-world scenarios. Examples include:
    • Good to Great: Why Some Companies Make the Leap…and Others Don’t, by Jim Collins focuses on what good companies can do to become truly great.
    • What Really Works: The 4+2 Formula for Sustained Business Success, by Joyce, Nohria, and Roberson in association with McKinsey & Co.—a groundbreaking, five-year study aimed at identifying the must-have management practices that truly produce superior results.
  • NEW! Chapter 3 contains an updated section on Global Tectonics—the process by which developing trends in technology, nature, and society slowly revolutionize the business environment, much like the earth’s tectonic plates shift the ground beneath our feet.  This is meant to enhance student knowledge of the influences of the external strategic environment.
  • NEW! Chapter 8 contains an updated Global Strategy Formulation that includes a more thorough discussion of country/region analysis and how similarities between countries and markets can obscure opportunities rooted in advantage based on differences.
  • NEW! Chapter 10 has undergone three major changes:
    • The discussion of portfolio models was expanded to include McKinsey’s MAPS model, which includes a measure of each business unit’s stand-alone value within the corporation, and adds a measure of each business unit’s fitness for sale to other companies.
    • The concept of portfolio management alliances is introduced.
    • The discussion on corporate strategic planning has been updated to reflect the new competitive dynamics faced by multinationals in the twenty-first century.
Chapter 1: What is Strategy?
Chapter 2: Strategy and Performance
Chapter 3: Analyzing the External Strategic Environment
Chapter 4: Analyzing an Industry
Chapter 5: Analyzing an Organization’s Strategic Resource Base
Chapter 6: Formulating Business Unit Strategy
Chapter 7: Business Unit Strategy: Contexts and Special Dimensions
Chapter 8: Global Strategy Formulation
Chapter 9: Corporate Strategy: Shaping the Portfolio
Chapter 10: Corporate Strategy: Managing the Portfolio

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