Loose-Leaf Crafting and Executing Strategy: The Quest for Competitive Advantage: Concepts and Cases

by Thompson, Arthur; Gamble, John; Strickland III, A. J.

• ISBN13: 9780077537104
• ISBN10: 0077537106
• Additional ISBN(s): 9780077462871, 9781259303630
• Edition: 19th
• Format: Loose-leaf
• Copyright: 2013-01-17
• Publisher: McGraw-Hill Education
• More Book Details
• Purchase Benefits

Summary

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