Thompson, Strickland and Gambles’, CRAFTING AND EXECUTING STRATEGY, 17e presents the latest research findings from the literature and cutting-edge strategic practices of companies have been incorporated to keep step with both theory and practice. The chapter content continues to be solidly mainstream and balanced, mirroring both the best academic thinking and the pragmatism of real-world strategic management.
Known for its cases and teaching notes, CRAFTING AND EXECUTING STRATEGY, 17e provides an unparalleled case line up. (1) 22 of the 26 cases are brand new or extensively updated for this edition, (2) The selection of cases is diverse, timely, and thoughtfully-crafted and complements the text presentation pushing students to apply the concepts and analytical tools they have read about. (3) Many cases involve high-profile companies. (4) And there’s a comprehensive package of support materials that are a breeze to use, highly effective, and flexible enough to fit most any course design.
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A.J. (Lonnie) Strickland received a BS in Math and Physics from the University of Georgia, an MS in Industrial Management from Georgia Institute of Technology, and a PhD from Georgia State university. He currently holds the rank of Professor of Strategic Management in the Graduate School of Business at the University of Alabama. He has done extensive consulting and research work. In recent years, he was honored with the Outstanding Professor Award for the Graduate School of Business, and was the recipient of the Outstanding Commitment to Teaching Award for the University of Alabama.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
Section A: Crafting Strategy in Single-Business Companies
1. Whole Foods Market in 2008—Vision, Core Values, and Strategy
2. Costco Wholesale Corp. in 2008—Mission, Business Model, and Strategy
3. JetBlue Airways: A Cadre of New Managers Takes Control
4. Competition in the Golf Equipment Industry in 2008
5. Competition in the Movie Rental Industry in 2008: Netflix and Blockbuster Battle for Market Leadership
6. Dell, Inc. in 2008—Can It Overtake Hewlett-Packard as the Worldwide Leader in Personal Computers?
7. Apple, Inc. in 2008
8. Panera Bread Company
9. Rogers’s Chocolates
10. Nucor Corporation—Competing Against Low Cost Foreign Imports
11. Competition in Video Game Consoles
12. Nintendo’s Strategy for the Wii—Good Enough to Beat Xbox 360 and PlayStation 3?
13. Corona Beer
14. Google’s Strategy in 2008
15. The Challenges Facing eBay in 2008—Time for Changes in Strategy?
16. Loblaw Companies Limited: Preparing for Wal-Mart Supercenters
17. Research in Motion: Managing Explosive Growth
Section B: Crafting Strategy in Diversified Companies
18. Adidas in 2008: Has Corporate Restructuring Increased Shareholder Value?
19. PepsiCo’s Diversification Strategy in 2008
Section C: Executing Strategy and Strategic Leadership
20. Robin Hood
21. Dilemma at Devil’s Den
22. Wal-Mart Stores, Inc. in 2008—Management’s Initiatives to Transform the Company and Curtail Wal-Mart Bashing
23. Southwest Airlines in 2008: Culture, Values, and Operating Practices
24. Shangri-La Hotels
Section D: Strategy, Ethics, and Social Responsibility
25. E. & J. Gallo
26. Detecting Unethical Practices at Supplier Factories: The Monitoring and Remediation Challenges
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