Chapter 6 Porters five forces model Degree of existing rivalry Oligopolistic industries Exit barriers Threat of potential entrants

Entry barriers Bargaining power of suppliers Switching cost Vertical integration Bargaining power of buyers Threat of substitutes Complements Stakeholder analysis Stakeholder Internal analysis Porters value chain Tacit resources Value chain analysis for take2 interactive software Socially complex resources Casually ambiguity Identifying core competencies and capabilities Core competency Prahalad and hamel The risk of core rigidities Dynamic capabilities Research brief- identifying the firms core competencies Strategiec intent Theory in action the balanced scorecard Identifying the resource and capability gap Chapter 7 Capital rationing The development budget R&D intensity Quantitative methods of choosing projects Theory in action financing new technological ventures Family, friends and credit cards Government grants and loans Angel investors Venture capital Discounted cash flow methods Net present value

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Internal rate of return Net present value Discounted payback period Internal rate of return Real options Examples of real call options Qualitative methods for choosing projects Screening questions Role of customer Role of capabilities Project timing and cost Cost factors The aggregate project planning framework Derivative project Platform project Breakthrough project Advanced project Q-sort Combining quantitative and qualitative analysis Conjoint analysis Data envelopment analysis Theory in action courtyard by Marriott Efficiency frontier Chapter 8 Reasons for going solo Availability of capabilities Protecting proprietary technologies Controlling technology development and use Alliance Building and renewing capabilities Advantages of collaborating Joint venture Types of collaborative arrangements Strategic alliances Licensing Capability complementation Capability transfer Technology alliance strategies Joint ventures Licensing Outsourcing Contract manufacturing Collective research organizations Choosing a mode of collaboration Choosing and monitoring partners Partner selection

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Impact on opportunities and threats in external environment Impact on internal strengths and weaknesses Impact on strategic direction Partner monitoring and governance Governance Research brief strategic positions in collaborative networks Chapter 9 Appropriability Tacit knowledge Socially complex knowledge Patents, trademarks and copyrights Patents Patent law around the world Paris convention for protection of industrial property Patent cooperation treaty Trademarks and service marks Trademark protection around the world Copyright Copyright protection around the world Trade secret The effectiveness and use of protection mechanism Open source software Wholly proprietary systems versus wholly open systems Theory in action IBM and attack of the clones Original equipment manufacturers (OEM) Advantages of protection Architectural control Advantages of diffusion Production capabilities, marketing capabilities, and capital Theory in action sun microsystems and java Introducing java: a universal language Liberal licensing A change in policy Industry opposition against sole-source technology Resources for internal development Control over fragmentation Incentives for architectural control Chapter 10 Size and structural dimensions of the firm Size: is bigger better

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Theory in action Xerox and the Icarus paradox Disaggregated Structural dimensions of the firm Formalization Standardization Centralization Mechanistic versus organic structures Organic Size versus structure Theory in action shifting structures at 3M Ambidextrous organization The ambidextrous organization: the best of both worlds Skunk works Modularity and loosely coupled organizations Modular products Loosely coupled organizational structures Managing innovation across borders Theory in action the loosely coupled production of Boeings 787 Dreamliner Center-for-global strategy Local-for-local strategy Locally leveraged strategy Globally linked strategy Chapter 11 Objectives of the new product development process Maximizing fit with customer requirements Minimizing development cycle time Development cycle time Controlling development costs Sequential versus partly parallel development processes Partly parallel development process Theory in action the development of zantac Project champions Risks of championing Involving customers and suppliers in the development process Research brief five myths about product champion Involving customers Lead users Involving suppliers Theory in action the lead user method of product concept development Tools for improving the new product development

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process Stage-gate processes Go/kill decision points Typical stage-gate process, from idea to launch Quality function deployment (QFD) the house of quality Design for manufacturing Failure mode and effects analysis Computer aided design/ computer aided manufacturing Theory in action computer aided design of americas cup yacht Tools for measuring new product development performance New product development process metrics Overall innovation performance Chapter 12 Constructing new product development teams Team size Social loafing Team composition Cross-functional teams Homophily Research brief boundary-spanning activities in new product development teams Functional teams Lightweight teams Heavyweight teams Autonomous teams The management of new product development teams Team leadership Team administration Project charter Contract book Managing virtual teams Virtual teams Research brief virtual international R&D teams Gassman and von zedtwitzs typology of international virtual teams Chapter 13 Launch timing Strategic launch timing Optimizing cash flow versus embracing cannibalization Cannibalization

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Licensing and compatibility Backward compatible Pricing Penetration pricing Distribution Selling direct versus using intermediaries Manufacturers representatives Wholesalers Retailers Original equipment manufacturers (OEM) Disintermediation Strategies for accelerating distribution Alliances with distributors Bundling relationships Contracts and sponsorship Guarantees and consignment Marketing Major marketing methods Advertising Advantages and disadvantages of major advertising media Promotions Publicity and public relations Tailoring and marketing plan to intended adopters Theory in action generating awareness for domosedan Using marketing to shape perceptions and expectations Preannouncements and press releases Research brief creating an information epidemic Reputation Credible commitments

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