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"For undergraduate and graduate courses in strategy. In today's economy, gaining and sustaining a competitive advantage is harder than ever. Strategic Management captures the complexity of the current business environment and delivers the latest skills and concepts with unrivaled clarity, helping students develop their own cutting-edge strategy through skill-developing exercises. The Fifteenth Edition has been thoroughly updated and revised with current research and concepts. This edition includes 29 new cases and end-of- chapter material, including added exercises and review questions. MyManagementLab for Strategic Management is a total learning package. MyManagementLab is an online homework, tutorial, and assessment program that truly engages students in learning. It helps students better prepare for class, quizzes, and exams-resulting in better performance in the course-and provides educators a dynamic set of tools for gauging individual and class progress.Notes"

"Sektor UMKM menjadi salah satu penopang utama terhadap perekonomian di Indonesia dimana sektor tersebut didominasi oleh sektor Usaha Mikro dan Usaha Kecil. Kedua sektor tersebut didominasi oleh industri yang bergerak di bidang penyedia makanan yang memiliki tingkat pertumbuhan yang cepat. Hal tersebut mendorong tingkat persaingan yang tinggi, khususnya di wilayah Jabodetabek sebagai pusat perkekonomian dan pembangunan di Indonesia, serta menjadi kawasan pasar potensial dengan tingkat persaingan bisnis yang ketat. Untuk dapat mempertahankan keberlangsungan dan mengembangkan bisnisnya, para pelaku usaha tersebut dituntut untuk memiliki keunggulan kompetitif sehingga dapat meningkatkan daya saing dibandingkan pesaing. Penelitian ini memiliki tujuan untuk menganalisa pengaruh strategic orientation yang terdiri dari entrepreneurial orientation, market orientation, dan learning orientation terhadap digitalisasi dan apakah digitalisasi memiliki pengaruh terhadap keunggulan kompetitif berkelanjutan pada usaha kecil makanan dan minuman di Jabodetabek. Penelitian ini dilakukan menggunakan pendekatan kuantitatif. Pengumpulan data dilakukan melalui penyebaran kuesioner kepada 120 responden secara online dengan teknik purposive sampling. Hasil penelitian ini menunjukkan bahwa entrepreneurial orientation tidak berpengaruh terhadap digitalisasi maupun keunggulan kompetitif berkelanjutan (sustainable competitive advantage) pada Usaha Kecil Makanan dan Minuman di Jabodetabek. Sedangkan, market orientation dan learning orientation memiliki pengaruh positif namun tidak signifikan terhadap sustainable competitive advantage pada Usaha Kecil Makanan dan Minuman di Jabodetabek.

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The MSME sector is one of the main pillars supporting Indonesia’s GDP where it is dominated by Micro and Small Business. Both sectors are dominated by food and beverages industry which have rapid growth rates and drives high level of competition, especially in Jabodetabek, as the center of economy and infrastructure development. This makes Jabodetabek as a potential market area with intense business competition. Therefore, in order to maintain business sustainability and development, the entrepreneurs are required to create competitive advantage to increase competitiveness among their competitors. This research aims to analyze the effect of strategic orientation, consisting of entrepreneurial orientation, market orientation, and learning orientation, on sustainable competitive advantage, and whether digitalisation has an impact on sustainable competitive advantage. This research was conducted using a quantitative approach. Data was collected by distributing questionners to 120 respondents online using purposive sampling technique. The results of indicates that entrepreneurial orientation has no effect on digitalisation or sustainable competitive advantage in small food & beverages business in Jabodetabek. Meanwhile, market orientation and learning orientation have a positive but not significant effect on sustainable competitive advantage in small food & beverages business in Jabodetabek."

"PT. Asuransi Jasa Indonesia have conduct reformulation it strategy in free competitive market era, As state enterprise, FT. Asuransi Jasa Indonesia got same protection policy by government. But in free market era, the government do not allowed to give same protection to any state enterprise. To face that condition, PT. Asuransi Jasa Indonesia have to formulate it strategy to become market leader.This research aim to formulate PT. Asuransi Jasa Indonesia Strategy to become market leader, in detail are : (1) to analyze external and internal business environment of PT. Asuransi Jasa Indonesia, (2) to know competitive map potency, (3) to formulate PT. Asuransi Jasa Indonesia strategy to become market leader in era free competitive market. In this research the writer use same theory such as; strategic management and strategic marketing Value Chain, BCG Matrix, and Discipline of Market Leader.Method of this research is descriptive, with analyze unit is PT. Asuransi Jasa Indonesia office. To collect data, the writer use : (1) primary data by questioner, (2) secondary data by collecting financial report of PT. Asuransi rasa Indonesia, literature and etc. Sampling method in this research is expert survey method by purposive sampling. To find the strength and weakness is used Value Chain Matrix. To know potential map of PT. Asuransi Jasa Indonesia is used BCG Matrix. To formulated the strategy to become market leader is used "Discipline of Market Leader by Tracy & Wiersema".This research result: (1) from internal analyze: PT. Asuransi Jasa Indonesia have two power that are buyer bargaining and rival level. Key success from external analyze must be owned by PT. Asuransi jasa Indonesia are: prudential, service Coverage, efficiency, liquidity. 2) from potential mapping of PT. Asuransi jasa Indonesia by BCG Matrix shown that PT. Asuransi Jasa Indonesia in "star" position that the company have best long-run opportunities in growth. Same strategy can be used are: forward integration, backward integration, horizontal integration, market penetration, market development, product development. (3) strategy to become market leader by "Discipline of Market Leader" are PT. Asuransi jasa Indonesia very good in product excellence but in operation excellence and costumer intimacy is good. PT. Asuransi Jasa Indonesia have to increase operation excellence and costumer intimacy."