Crafting and executing strategy : the quest for competitive advantage : concepts and cases

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Crafting and executing strategy : the quest for competitive advantage : concepts and cases

Arthur A. Thompson, Jr., A.J. Strickland III, John E. Gamble

McGraw-Hill/Irwin, c2008

16th ed

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注記

Includes bibliographical references and indexes

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内容説明・目次

内容説明

Thompson, Strickland and Gambles', CRAFTING AND EXECUTING STRATEGY, 16e 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, 16e provides an unparalleled case line up. (1) 28 of the 31 cases are new to 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.

目次

Part One: Concepts and Techniques for Crafting and Executing Strategy Section A: Introduction and Overview1. What Is Strategy and Why Is It Important?2. The Managerial Process of Crafting and Executing Strategy Section B: Core Concepts and Analytical Tools3. Evaluating a Company's External Environment4. Analyzing a Company's Resources and Competitive Position Section C: Crafting a Strategy5. The Five Generic Competitive Strategies: Which One to Employ?6. Supplementing the Chosen Competitive Strategy: Other Important Strategy Choices7. Competing in Foreign Markets8. Tailoring Strategy to Fit Specific Industry and Company Situations9. Diversification: Strategies for Managing a Group of Businesses10. Strategy, Ethics, and Social Responsibility Section D: Executing the Strategy11. Building an Organization Capable of Good Strategy Execution12. Managing Internal Operations: Actions That Facilitate Strategy 13. Corporate Culture and Leadership: Keys to Good Strategy ExecutionPart Two: Cases Section A: Crafting Strategy in Single-Business Companies1. Costco Wholesale Corporation: Mission, Business Model, and Strategy 2. Shearwater Adventures Ltd.3.The Battle in Radio Broadcasting: XM vs. Sirius vs. Local Radio vs. Internet Radio4.Competition in the Bottled Water Industry in 2006 5.Blue Nile, Inc.-World's Largest Online Diamond Retailer6.Eat2eat.com7.Panera Bread Company8.Coach Inc.: Is Its Advantage in Luxury Handbags Sustainable?9.Nucor Corporation-Competing Against Low Cost Steel Imports10.The YMCA of London, Ontario11.Wild Oats Market, Inc.12.Zune: Microsoft's Entry into the Digital Music Player Market13.Skywest, Inc. and the Regional Airline Industry14.Competition in Video Game Consoles: Sony, Microsoft, and nintendo Balle for Supremacy15.Electronic Arts in 2007: Can It Retain Its Global Lead in Video Game Software?16.Sun Microsystems17.Toyota's Strategy and Initiatives in Europe: The Launch of the Aygo18.Econet Wireless International's Expansion Across Africa Section B: Crafting Strategy in Diversified Companies19.PepsiCo in 2007: Strategies to Increase Shareholder Value20.Spectrum Brands' Diversification Strategy: A Success or a Failure?21.Sara Lee Corppration: Retrenching to a Narrower Rang of Business Section C: Executing Strategy and Strategic Leadership22.Robin Hood23.Dilemma at Devil's Den24.Enterprise Rent-a-Car25.Manpower Australia: Using Strategy Maps and the Balanced Scorecard Effectively26.Abercrombie and Fitch: An Upscale Sporting Goods Retailer Becomes a Leader in Trendy Apparel27.New Balance Athletic Shoe Inc.28.Ryanair: European Pioneer of Budget Airline Travel Section D: Strategy, Ethics, and Social Responsibility29.Monitoring Foreign Suppliers: The Challenge of Detecting Unethical Practices30.Queensland Rainforest Resort31.Smithfield Foods' Vertical Integration Strategy: Is It Environmentally Correct? IndexesOrganizationNameCaseSubject

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