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Your company is turning in regular profits every year, and its market share is only getting bigger. Competitors can’t touch you. So why is your stock price so sluggish? The answer is as simple as it is cruel: investors aren’t interested in history, and they already know you’re profitable and competitivethat knowledge is baked into your stock price.
The hard reality is that a competitive advantage just isn’t enough. Investors want companies to surprise them with unexpected value, which means that you can outperform market expectations only if you as a leader know how to find, create, and deliver a series of multiple competitive advantages.
This is why a corporate theory is so important. A good corporate theory provides a compass for those at the strategic helm, guiding their decisions about what assets and activities to pursue, what investments to make, and what strategies to adopt. Behind every long-term corporate success story lies a basic theory about how that company creates value.
In Beyond Competitive Advantage , strategy professor Todd Zenger describes what makes a great corporate theory and helps readers understand the many tensions and trade-offs they’ll face as they apply the theory to meet the challenge of market expectations.
Based on years of research and analysis, Beyond Competitive Advantage provides managers and executives with a framework for both sustaining value and creating growth.
|Publisher:||Harvard Business Review Press|
|Product dimensions:||6.10(w) x 9.30(h) x 0.90(d)|
About the Author
Todd Zenger is the N. Eldon Tanner Chair in Strategy and Strategic Leadership at the David Eccles School of Business at the University of Utah and holds the University of Utah designation as a Presidential Professor. Zenger is a global expert on topics of corporate strategy, strategic leadership, and organization design. He has lectured widely on these topics to academic audiences at most of the world’s leading business schools, and his work has been broadly published in the leading academic journals in management and strategy.
Table of Contents
Part 1 Creating the Corporate Theory
Chapter 1 Foresight, Insight, and Cross-Sight 19
Chapter 2 The Uniqueness Imperative 45
Chapter 3 Moral Hazard or Market for Lemons? 71
Part 2 Putting Value Together
Chapter 4 Make or Buy? 99
Chapter 5 Shaping External Relationships 117
Part 3 Mobilizing for Value
Chapter 6 The Dynamic Design of the Organization 143
Chapter 7 Leading the Corporate Theory 167
About the Author 207