The distinguishing mark of the 19th edition is its enriched and enlivened presentation of the material in each of the 12 chapters, providing an as up-to-date and engrossing discussion of the core concepts and analytical tools as you will find anywhere. There is an accompanying line-up of exciting new cases that bring the content to life and are sure to provoke interesting classroom discussions, deepening students’ understanding of the material in the process. While this 19th edition retains the 12-chapter structure of the prior edition, every chapter –indeed every paragraph and every line – has been re-examined, refined, and refreshed. New content has been added to keep the material in line with the latest developments in the theory and practice of strategic management. In other areas, coverage has been trimmed to keep the book at a more manageable size. Scores of new examples have been added, along with 16 new Illustration
Capsules, to enrich understanding of the content and to provide students with a ringside
view of strategy in action. The result is a text that cuts straight to the chase in terms of what students really need to know and gives instructors a leg up on teaching that material effectively. It remains, as always, solidly mainstream and balanced, mirroring both the penetrating insight of academic thought and the pragmatism of real-world strategic management.Thompson 19e, your best case scenario!
Table of Contents
Part One: 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: Charting a Company’s Direction: Its Vision, Mission, Objectives, and Strategy
Section B: Core Concepts and Analytical Tools
Chapter 3: Evaluating a Company’s External
Chapter 4: Evaluating a Company’s Resources, Capabilities, and Competitiveness
Section C: Crafting a Strategy
Chapter 5: The Five Generic Competitive Strategies: Which One to Employ?
Chapter 6: Strengthening a Company’s Competitive Position: Strategic Moves, Timing, and Scope of Operations
Chapter 7: Strategies for Competing in International Markets
Chapter 8: Corporate Strategy: Diversification and the Multibusiness Company
Chapter 9: Ethics, Corporate Social Responsibility, Environmental Sustainability, and Strategy
Section D: Executing the Strategy
Chapter 10: Building an Organization Capable of Good Strategy Execution: People, Capabilities, and Structure
Chapter 11: Managing Internal Operations: Actions that Promote Good Strategy Execution
Chapter 12: Corporate Culture and Leadership: Keys to Good Strategy Execution
Part Two: Cases in Crafting and Executing Strategy
Section A: Crafting Strategy in Single-Business Companies
Case 1: Mystic Monk Coffee
Case 2: Whole Foods Market in 2010: Vision, Core Values, and Strategy
Case 3: The O-Fold Innovation for Preventing Wrinkles: A Good Business Opportunity?
Case 4: Competition among the North American Warehouse Clubs: Costco Wholesale versus Sam’s Club versus BJ’s Wholesale
Case 5: Competition in Energy Drinks, Sports Drinks, and Vitamin-Enhanced Beverages
Case 6: Netflix’s Business Model and Strategy in Renting Movies and TV Episodes
Case 7: Redbox’s Strategy in the Movie Rental Industry
Case 8: Cash Connection: Are Its Payday Lender Strategy and Its Business Model Ethical?
Case 9: Blue Nile Inc. in 2010: Will Its Strategy to Remain Number One in Online Diamond Retailing Work?
Case 10: Apple Inc. in 2010
Case 11: Gap Inc. in 2010: Is the Turnaround Strategy Working?
Case 12: Google’s Strategy in 2010
Case 13: SkyWest, Inc., and the Regional Airline Industry in 2009
Case 14: Silver Ships’ Strategy in the Military and Workboat Industry
Case 15: Skype versus AT&T and the Future of Telecommunications
Section B: Crafting Strategy in Diversified Companies
Case 16: Sara Lee Corporation in 2011: Has Its Retrenchment Strategy Been Successful?
Case 17: Smucker’s in 2011: Expanding the Business Lineup
Section C: Implementing and Executing Strategy
Case 18: Robin Hood
Case 19: Dilemma at Devil’s Den
Case 20: Southwest Airlines in 2010: Culture, Values, and Operating Practices
Case 21: Namasté Solar
Case 22: Herman Miller Inc.: The Reinvention and Renewal of an Iconic Manufacturer of Office Furniture
Case 23: Starbucks’ Strategy and Internal Initiatives to Return to Profitable Growth
Case 24: Norton Lilly International: Implementing Transformational Change in the Shipping Industry
Case 25: Good Hotel: Doing Good, Doing Well?
Case 26: W. L. Gore & Associates: Developing Global Teams to Meet 21st-Century Challenges
Section D: Strategy, Ethics, and Social Responsibility
Case 27: Rhino Capture in Kruger National Park
Case 28: Countrywide Financial Corporation and the Subprime Mortgage Debacle