Contents -- List of Figures and Tables -- Preface -- Acknowledgments -- A Note to Instructors, Students, and Managers -- How to Use This Book -- Pedagogical Features -- Note -- Cohesion Case: Gelle's Building Products -- Gelle's Building Products -- John Chudovas -- The Recommendations -- End-of-Case Exercise -- 1 Managing by Competitive Strategy -- Getting Started -- Strategic Management: Design and Execution -- Strategic Management, Trade-offs, and Decision Making -- Strategic Leadership: A First Glance -- Summary -- Key Themes and Terms -- Discussion Questions -- End-of-Chapter Exercises -- Notes -- 2 Competitive Strategy -- Line of Business and Corporate-Level Strategies -- The Value Proposition -- The Cycle of Success -- Strategy-Specific Decision Making -- Summary -- Key Themes and Terms -- Discussion Questions: -- End-of-Chapter Exercises -- Notes -- Chapter 3 Strategy-Specific Decision Making -- Healthy and Unhealthy Debate -- Management and Decision Making -- Strategic Compared with Nonstrategic Decisions -- A Systems Approach: Managing by Competitive Theme -- Strategy as the Decision-Making Lens -- Lessons Learned: The Art of Decision Making -- Summary -- Key Themes and Terms -- Discussion Questions -- End-of-Chapter Exercises -- Notes -- 4 Performance-Based Measurement Systems -- Performance-Based Measurement Systems -- Knowledge Management -- Summary -- Key Themes and Terms -- End-of-Chapter Exercises -- Notes -- 5 Implementing the Strategy Downstream and Upstream Analysis -- Upstream and Downstream Analysis -- From Decisions to Outcomes -- Strategy-Specific Decision Making -- Summary -- Key Themes and Terms -- Discussion Questions -- End-of-Chapter Exercises -- Notes -- 6 Strategy-Specific Decisions and Management Control Systems -- Upstream and Downstream Analysis -- Practicing Strategy-Specific Decision Making.

Management Control Systems -- Summary -- Key Themes and Terms -- End-of-Chapter Exercises -- Notes -- 7 From Value Proposition to Outcomes -- Upstream Analysis -- The Fifth P -- Upstream Analysis and Trade-offs -- Buyer-Seller Relationship -- Upstream Measurements -- Summary -- Key Themes and Terms -- Discussion Questions -- End-of-Chapter Exercises -- Notes -- 8 Performance Measurements and the Multiple Products Firm -- Goals and Objectives -- Strategic Business Units and Grand Strategies -- The Single Business Unit Firm -- The Multiple Strategic Business Units Firm and Corporate Strategies -- Summary -- Key Themes and Ideas -- Discussion Questions -- End-of-Chapter Exercises -- Notes -- 9 Leadership and Strategy-Specific Decision Making -- Winning and Losing -- Characteristics of Strategic Leaders -- Strategic Leadership and Simulation Exercises -- Strategic Leadership, an Extension -- Summary -- End-of-Chapter Exercises -- APPENDIXES -- Appendix I Review of Gelle's Building Products Case -- Appendix II Instructor's and Student's Simulation Guide -- CASES -- CASE 1 NANCY'S WOMEN'S SHOPPE -- Nancy's Women's Shoppe -- Nancy's Thoughts Expressed to Bob -- Bob's Reply -- End-of-Case Exercise -- CASE 2 DON BATTS -- Chief Information Officer -- Don Batts -- Reeder's Video -- Getting Started -- End-of-Case Exercise -- CASE 3 RANDOLPH HOOKE -- McGlade's Tube Products -- Randolph Hooke -- The Marketing Plan -- End-of-Case Exercise -- Note -- CASE 4 ROCKWELL'S HEALTH CLUB -- Rockwell's Health Club -- Annual Planning Retreat -- The Staff and Reports -- End-of-Case Exercise -- CASE 5 RAYMOND SPECIALO AND FAMILY -- Specialo and Family -- The Firm -- The Challenges -- The Data -- End-of-Case Exercise -- CASE 6 KARL'S OFMAINE -- The Market -- Karl and the Firm -- The Family and the Challenge -- End-of-Case Exercise -- CASE 7 TIMOTHY RYAN -- Dr. Ryan's Challenge.

Job Description -- End-of-Case Exercise -- Bibliography -- Index.