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 >O-fold Competition in the Warehouse Club Industry Competition in Energy Drinks, Sports, and Vitamin-Enhanced Beverages Netflix Redbox Cash Connection 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 Robin Hood Dilemma at Devil's Den Southwest Airlines in 2010 Neamaste Solar Herman Miller 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
The University of Alabama John E. Gamble is currently Associate Dean and Professor of Management in the Mitchell College of Business at the University of South Alabama. His teaching specialty at USA is strategic management and he also conducts a course in strategic management in Germany, which is sponsored by the University of Applied Sciences in Worms. Dr. Gamble's research interests center on strategic issues in entrepreneurial, health care, and manufacturing settings. His work has been published in various scholarly journals and he is the author or co-author of more than 50 case studies published in an assortment of strategic management and strategic marketing texts. He has done consulting on industry and market analysis for clients in a diverse mix of industries. Professor Gamble received his Ph.D. in management from the University of Alabama in 1995. Dr. Gamble also has a Bachelor of Science degree and a Master of Arts degree from the University of Alabama. A. J. Strickland III e professore di Strategia d'Impresa presso la Graduate School of Business dell'Universita dell'Alabama.