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Table of Contents
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
Competition in the Warehouse Club Industry
Competition in Energy Drinks, Sports, and Vitamin-Enhanced Beverages
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
Dilemma at Devil's Den
Southwest Airlines in 2010
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