I. Overview

II. Superior Performance and Competitive Advantage

1. Firm-Specific Performance and Profitability
2. Industry Structure and Profitability
3. Performance in Nonprofit Enterprises

III. Strategic Managers

1. Corporate-Level Managers
2. Business-Level Managers
3. Functional-Level Managers

IV. Strategic Planning

1. A Model of the Strategic Planning Process
2. Mission Statement
   1. The Mission or Vision
   2. Formulating the Mission
   3. Values
   4. Major Goals and Objectives
   5. Profitability: Maximizing Returns to Shareholders
3. External Analysis
4. Internal Analysis
5. SWOT Analysis and the Business Model
6. Strategy Implementation
7. The Feedback Loop

V. Strategy as an Emergent Process

1. Strategy Making in an Unpredictable World
2. Strategy Making by Lower-Level Managers
3. Serendipity and Strategy
4. Intended and Emergent Strategies

VI. Strategic Planning in Practice

1. Scenario Planning
2. Involving Functional Managers
3. Strategic Intent

VII. Strategic Leadership and Decision Making

1. Strategic Leadership and Emotional Intelligence
   1. Vision, Eloquence, and Consistency
   2. Commitment
   3. Being Well Informed
   4. Willingness to Delegate and Empower
   5. The Astute Use of Power
   6. Emotional Intelligence
2. Cognitive Biases and Strategic Decision Making
3. Groupthink and Strategic Decisions
4. Techniques for Improving Decision Making