L'autore:
Arthur A. Thompson, Jr., earned his B.S and Ph.D. degrees in economics from The University of Tennessee, spent three years on the economics faculty at Virginia Tech, and served on the faculty of The University of Alabama's College of Commerce and Business Administration for 24 years. In 1974 and again in 1982, Dr. Thompson spent semester-long sabbaticals as a visiting scholar at the Harvard Business School.His areas of specialization are business strategy, competition and market analysis, and the economics of business enterprises. In addition to publishing over 30 articles in some 25 different professional and trade publications, he has authored or co-authored five textbooks and six computer-based simulation exercises. His textbooks and strategy simulations have been used at well over 1,000 college and university campuses worldwide. Dr. Thompson spends much of his off-campus time giving presentations, putting on management development programs, working with companies, and helping operate a business simulation enterprise in which he is a major partner. Dr.Thompson and his wife of 56 years have two daughters, two grandchildren, and a Yorkshire terrier.
Contenuti:
Part I: Concepts and Techniques for Crafting and Executing Strategy
Section A: Introduction and Overview
Chapter 1: What Is Strategy and Why Is It Important?
Chapter 2: Leading the Process of Crafting and Executing Strategy
Section B: Core Concepts and Analytical Tools
Chapter 3: Evaluating a Company’s External Environment
Chapter 4: Evaluating a Company’s Resources and Competitive Position
Section C: Crafting a Strategy
Chapter 5: Five Generic Competitive Strategies--Which One to Employ?
Chapter 6: Supplementing the Chosen Competitive Strategy: Other Important Strategy Choices
Chapter 7: Strategies for Competing in Foreign Markets
Chapter 8: Diversification: Strategies for Managing a Group of Businesses
Chapter 9: Ethical Business Strategies, Social Responsibility, and Environmental Sustainability
Section D: Executing the Strategy
Chapter 10: Building an Organization Capable of Good Strategy Execution
Chapter 11: Managing Internal Operations: Actions That Promote Good Strategy Execution
Chapter 12: Corporate Culture and Leadership: Keys to Good Strategy Execution
Part II: Cases
Mystic Monk Coffee
Whole Foods Market in 2010
O-fold
Competition in the Warehouse Club Industry
Competition in Energy Drinks, Sports, and Vitamin-Enhanced Beverages
Netflix
Redbox
Cash Connection
Blue Nile in 2010
Apple in 2010
Gap Inc. in 2010
Google in 2010
SkyWest, Inc. in 2009
Silver Ships: Its Strategy in the Military and Workboat Industry
Skype's Spin Off from eBay: Is it Ready for an IPO?
Sara Lee in 2010: Has Its Retrenchment Strategy Benefited Shareholders?
Smuckers in 2010: Expanding the Business Lineup
Robin Hood
Dilemma at Devil's Den
Southwest Airlines in 2010
Neamaste Solar
Herman Miller
Starbucks in 2010
Norton Lilly: Implementing Transformational Change in the Shipping Industry
The Good Hotel
W.L. Gore and Associates
Rhino Capture in South Africa
Countywide Financial and the Subprime Mortgage Debacle
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