After reading this chapter, you should be able to understand and articulate answers to the following questions:<\/p>\n
March 2, 2011, was a huge day for Apple<\/a>. The firm released its muchanticipated iPad, a thinner and faster version of market-leading Apple\u2019s iPad tablet device. Apple also announced that a leading publisher, Random House, had made all seventeen thousand of its books available through Apple\u2019s iBookstore. Apple had enjoyed tremendous success for quite some time. Approximately fifteen million iPads were sold in 2010, and the price of Apple\u2019s stock had more than tripled from early 2009 to early 2011. But future success was far from guaranteed. The firm\u2019s visionary founder Steve Jobs was battling serious health problems. Apple\u2019s 2 performance had suffered when an earlier health crisis had forced Jobs to step away from the company. This raised serious questions. Would Jobs have to step away again? If so, how might Apple maintain its excellent performance without its leader? Meanwhile, the iPad2 faced daunting competition. Samsung, LG, Research in Motion, Dell, and other manufacturers were trying to create tablets that were cheaper, faster, and more versatile than the iPad2. These firms were eager to steal market share by selling their tablets to current and potential Apple customers. Could Apple maintain leadership of the tablet market, or would one or more of its rivals dominate the market in the years ahead? Even worse, might a company create a new type of device that would make Apple\u2019s tablets obsolete?<\/p>\n Issues such as those currently faced by Apple are the focus of strategic management because they help answer the key question examined by strategic management\u2014\u201cWhy do some firms outperform other firms?\u201d More specifically, strategic management examines how actions and events involving top executives (such as Steve Jobs), firms (Apple), and industries (the tablet market) influence a firm\u2019s success or failure. Formal tools exist for understanding these relationships, and many of these tools are explained and applied in this book. But formal tools are not enough; creativity is just as important to strategic management. Mastering strategy is therefore part art and part science.<\/p>\n This introductory chapter is intended to enable you to understand what strategic management is and why it is important. Because strategy is a complex concept, we begin by explaining five different ways to think about what strategy involves Figure 1.2 Defining Strategy: The Five Ps . Next, we journey across many centuries to examine 3 the evolution of strategy from ancient times until today. We end this chapter by presenting a conceptual model that maps out one way that executives can work toward mastering strategy. The model also provides an overall portrait of this book\u2019s contents by organizing the remaining nine chapters into a coherent whole.<\/p>\n","protected":false},"excerpt":{"rendered":"Defining Strategic Management and Strategy<\/h4>\n
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What Is Strategic Management?<\/h4>\n