Chapter 1
Figure 1.1.Countries by GDP (PPP) in 2015.5
Figure 1.2.Human Development Index, 2015–2016.10
Figure 1.3.World Economic Pyramid in USD per Capita/Year and Population in Millions.12
Chapter 2
Figure 2.1.Hannibal’s Route of Invasion given by the Department of History, United States Military Academy.49
Figure 2.2.Military Command Hierarchy.54
Figure 2.3.Sample of a Management Structure.54
Figure 2.4.Sample of Commands and Administrative Ranks.55
Figure 2.5.Evolution of Strategic Management: Dominant Themes.61
Chapter 3
Figure 3.1.Organizing Framework.110
Figure 3.2.Drucker’s Strategic Thinking Approach, Developed by W. Swain (2003).123
Figure 3.3.Corporate Versus Business Strategy.128
Figure 3.4.The Strategy Development Process Works Mainly on SBU Level.130
Figure 3.5.Strategic Theory Architecture.130
Figure 3.6.Strategy and Management Hierarchy.131
Figure 3.7.Strategy Versus Business Model.133
Figure 3.8.Environment–Strategy–Structure–Operations (ESSO) Business Model Development.134
Figure CS3.1.Etihad Rail Map.143
Figure CS3.2.GCC Rail Map.143
Chapter 4
Figure 4.1The Boston Consulting Group Portfolio Matrix.165
Figure 4.2The Relationship between Traditional “Strengths–Weaknesses–Opportunities–Threats” Analysis, the Resource-based Model and Models of Industry Analysis.170
Figure 4.3The Basic Framework: Strategy as a Link between the Firm and its Environment.171
Figure 4.4Navigation System, Six Measurement Categories for Health.173
Figure 4.5Seven Leading Historical Models of Strategy.173
Figure 4.6The 3 C’s Model.175
Figure 4.7The Five Forces That Shape the Industry Competition.175
Figure 4.87 S’s Model.177
Figure 4.9The 3 S’s “Single Shot Strategy“ Model Examples.178
Figure 4.10The Eight Strategic Laws of Gravity Model.179
Figure 4.11The 9 S’s Model.181
Figure 4.12The 7 C’s + Results Model.182
Figure 4.13Porter’s Five Forces Model for Analyzing an Industry’s Structure.188
Figure 4.14Barriers and Profitability.190
Figure 4.15Industry Structure and Environmental Opportunities.194
Chapter 5
Figure 5.1Supply Chain Structure.227
Figure 5.2Four Nonprice Competitive Strategies.231
Figure 5.3Types of Strategic Alliances.242
Figure 5.4The Spectrum of Alliances.242
Figure 5.5Acquisition Process.247
Figure 5.6Four Basic Strategies.253
Figure 5.7Changes Over Time.254
Figure CS5.1.Thailand’s Wine Importation and Distribution Process.264
Chapter 6
Figure 6.1The Structure–Conduct–Performance Model.284
Figure 6.2MBV and RBV Paradigms.285
Figure 6.3The S-C-P Paradigm from the Field of Industrial Economics.287
Figure 6.4The Grand Strategy Matrix.287
Figure 6.5The Relationship between Resource Heterogeneity and Immobility, Value, Rareness, Imperfect Imitability, Substitutability and Sustained Competitive Advantage.295
Figure 6.6The SPAcE Matrix.296
Figure 6.7Key Constructs.301
Figure 6.8Desired Characteristics of the Firm’s Resources and Capabilities.302
Chapter 7
Figure 7.1Three Generic Strategies.346
Figure 7.2Porter’s Five Generic Strategies.347
Figure 7.3Simultaneous Implementation, Being Stuck in the Middle.364
Figure 7.4The Simultaneous Pursuit of Differentiation and Low Cost.365
Figure CS7.1Business Model for Physical/Scratch Card Airtime Distribution.376
Figure CS7.2Flow of e-Pay Electronic Airtime Reload Process, from Telcos to Customers.376
Figure CS7.3e-Pay Malaysia Businesses, up to Early 2008.379
Figure CS7.4e-Pay Pos-terminal System Platform, Mid-2010.
Chapter 8
Figure 8.1The Transformation from Old to New Business Models.397
Figure 8.2The Elements of a Successful Business Model.401
Figure 8.3A Business Model Typically Consists of Six Components.401
Figure 8.4Business Model Definition – The Magic Triangle.403
Figure 8.5Business Model Canvas Template.404
Figure 8.6Frames of Reference for Considering Strategic Options.407
Figure 8.7The Funnel-shaped Strategy Development Process.408
Figure 8.8Priority Framework.408
Figure CS8.9.Relationships between Views about Named Country and Wine Frequency Consumption.436
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