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Essentials of Strategic Management


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Table of Contents

PART ONE: CONCEPTS AND TECHNIQUES FOR CRAFTING AND EXECUTING STRATEGY Section A: Introduction and Overview Chapter 1: Strategy, Business Models, and Competitive Advantage Chapter 2: Charting a Company's Direction: Vision and Mission, Objectives, and Strategy Section B: Core Concepts and Analytical Tools Chapter 3: Evaluating a Company's External Environment Chapter 4: Evaluating a Company's Resources, Capabilities, and Competitiveness Section C: Crafting a Strategy Chapter 5: The Five Generic Competitive Strategies 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: Superior Strategy Execution - Another Path to Competitive Advantage PART TWO: CASES IN CRAFTING AND EXECUTING STRATEGY Case 1: Mystic Monk Coffee Case 2: Under Armour's Strategy in 2013 - Good Enough to Win Market Share from Nike and adidas? Case 3: lululemon athletica, Inc. Case 4: Coach Inc. in 2012: Its Strategy in the &#8220Accessible" Luxury Goods Market Case 5: Chipolte Mexican Grill in 2013: Can It Hit a Second Home Run? Case 6: Google's Strategy in 2013 Case 7: Nucor Corporation in 2012: Using Economic Downturns as an Opportunity to Grow Stronger Case 8: Tata Motors: Can It Become a Global Contender in the Automobile Industry? Case 9: The Walt Disney Company: Its Diversification Strategy in 2012 Case 10: Robin Hood Case 11: Herman Miller Inc.: Unrelenting Pursuit of Reinvention and Renewal Case 12: Frog's Leap Winery in 2011 - the Sustainability Agenda

About the Author

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. Arthur A. Thompson ha insegnato presso la facolta di Economia dell'Universita dell'Alabama. Le sue aree di specializzazione sono la strategia d'impresa e l'analisi dei mercati.

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