Strategic Supremacy

HYPER-COMPETITION, 'the modern-day analogue to The Art of War' (Fortune), gave managers no holds barred strategies to create chaos, seize control of their industries, and rout rivals. Now, Richard D'Aveni shows how managers in large and mid-size global companies can defend themselves from these hyper-competitive attacks, squash revolutionary upstarts, and fashion a favourable world for themselves. Throughout history, great powers have built and reshaped their territory, absorbeed or deflected revolutions (most of which fail anyway), and managed their relations with one overriding aim: strategic supremacy. Here, D'Aveni demonstrates how global corporations can do likewise in a hyper-competitive world. They must reconceptualize traditional portfolios into powerful competitive arsenals he calls 'spheres of interest' (like Disney and Microsoft); douse disruptions using counter-revolutionary tactics (Anheuser-Busch bought the microbrew industry); contain competitors of equal size (like NBC did ABD; and master the art of competitive configuration (like Proctor & Gamble and Johnson & Johnson).

Are upstart competitors taking deadly aim at your company's products and markets? Richard A. D'Aveni, author of the famous attacker's handbook Hypercompetition, presents coun-terrevolutionary strategies and tactics that any industry leader or established company can use to defend itself against revolutionaries, disrupters, or hypercompetitors. The secret lies in making the rules, not breaking them, D'Aveni says, because rule makers still rule. Arguing that "profits and prosperity come not from revolution but stability and orderly change," D'Aveni presents a commanding framework that will enable any resource-rich or clever defender to gain Strategic Supremacy by being first to define the playing field. D'Aveni demonstrates how global powerhouses such as Disney, Microsoft, and Procter & Gamble have achieved preeminence by reconceptualizing their product portfolios as powerful competitive arsenals he calls "spheres of influence." Essentially a new way to compete by restructuring portfolios around a core geographic/product market, spheres enable any company to influence the behavior and positioning of rivals. In immensely readable prose, D'Aveni describes how prevailing spheres of influence can be used to create legal business equivalents to a "concert of powers" and other industry structures that mix cooperation with competition. Just one of the potent functions of a corporate sphere, D'Aveni shows, is to contain competitors of equal size (as NBC contained ABC). Spheres can also be used to stabilize an entire industry's global power system. A glance at the detailed table of contents will provide a sense of the wealth of new information contained in this essential handbook of global warfare, including "how-to" tools the reader will need to measure and map the pattern of competitive pressure in any industry and to interpret the meaning and strategic implications of these pressure patterns for his or her position within the industry's power hierarchy.

"Marytanov explains why and how the US armed forces have lost the military supremacy they thought they once had and how Russia, which supposedly had been defeated in the Cold War, succeeded not only in catching up with USA, but actually surpassing it in many key domains such as long range cruise missiles, diesel-electric submarines, air defenses, electronic warfare, air superiority and many others. Andrei Martyanov's book is an absolute 'must read' for any person wanting to understand the reality of modern warfare and super-power competition." THE SAKER While exceptionalism is not unique to America, the intensity of their conviction and its global ramifications are. This view of its exceptionalism has led the US to grossly misinterpret—sometimes deliberately—the causative factors of key events of the past two centuries. Accordingly, the wrong conclusions have been derived, and very wrong lessons learned. Nowhere has this been more manifest than in American military thought and its actual application of military power. Time after time the American military has failed to match lofty declarations about its superiority, producing instead a mediocre record of military accomplishments. Starting from the Korean War the United States hasn’t won a single war against a technologically inferior, but mentally tough enemy. The technological dimension of American “strategy” has completely overshadowed any concern with the social, cultural, operational and even tactical requirements of military (and political) conflict. With a new Cold War with Russia emerging, the United States enters a new period of geopolitical turbulence completely unprepared in any meaningful way—intellectually, economically, militarily or culturally—to face a reality which was hidden for the last 70+ years behind the curtain of never-ending Chalabi moments and a strategic delusion concerning Russia, whose history the US viewed through a Solzhenitsified caricature kept alive by a powerful neocon lobby, which even today dominates US policy makers’ minds. Martyanov’s former Soviet military background enables deep insight into the fundamental issues of warfare and military power as a function of national power—assessed correctly, not through the lens of Wall Street “economic” indices and a FIRE economy, but through the numbers of enclosed technological cycles and culture, much of which has been shaped in Russia by continental warfare and which is practically absent in the US.

Strategic innovation is the development of new forms of positioning that enable firms to redefine the way to do business, offering greater non-monetary value to customers and a higher level of cost effectiveness. Strategic innovators deliver their superior value proposition by developing new markets and leveraging on innovative forms of distribution and communication. Strategic innovators can remain competitive and achieve profitable growth within competitive environments that are characterised by discontinuity, instability and uncertainty. The book investigates strategic innovation through a process model, built on a multiple case study analysis of innovative firms, that explains the dynamics of innovative strategy generation and implementation.

This highly popular introduction to strategic management has nowbeen revised to take account of the latest developments in thefield. New edition of a highly popular introduction to strategicmanagement. Provides a clear framework for understanding the issues incorporate strategy, supported by current case examples. Revised to take account of the latest development in thefield. Now features twelve new cases. Includes new chapters on issues relating to the resource-basedview of the firm, innovation, learning, and the ‘neweconomy’. Includes a new concluding chapter looking at present and futureissues in strategic management. Continues to combine the latest management concepts with andemphasis on current business applications and implementation.

Bestselling author Michel Robert gives you his trademark pure and simple rules for developing solid business strategies In this anticipated follow-up to his previous bestsellers, management expert Michel Robert unveils his practical and proven methodology for you to plan and implement effective corporate strategies. Featuring a detailed explanation of how Robert used his approach to turn around Caterpillar as well as case studies of leading companies that utilize Robert’s method, The New Strategic Thinking shows you how to assemble a strategy team, identify your company’s driving force, determine the focus of the strategy (product, customer, or market), and launch initiatives company wide.