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
Arthur A. Thompson, Jr., earned his B.S and Ph.D. degrees in
economics from The University of Tennessee, spent three years on
the economics faculty at Virginia Tech, and served on the faculty
of The University of Alabama's College of Commerce and Business
Administration for 24 years. In 1974 and again in 1982, Dr.
Thompson spent semester-long sabbaticals as a visiting scholar at
the Harvard Business School.His areas of specialization are
business strategy, competition and market analysis, and the
economics of business enterprises. In addition to publishing over
30 articles in some 25 different professional and trade
publications, he has authored or co-authored five textbooks and six
computer-based simulation exercises. His textbooks and strategy
simulations have been used at well over 1,000 college and
university campuses worldwide. Dr. Thompson spends much of his
off-campus time giving presentations, putting on management
development programs, working with companies, and helping operate a
business simulation enterprise in which he is a major partner.
Dr.Thompson and his wife of 56 years have two daughters, two
grandchildren, and a Yorkshire terrier.
A.J. (Lonnie) Strickland received a BS in Math and Physics from the
University of Georgia, an MS in Industrial Management from Georgia
Institute of Technology, and a PhD from Georgia State university.
He currently holds the rank of Professor of Strategic Management in
the Graduate School of Business at the University of Alabama. He
has done extensive consulting and research work. In recent years,
he was honored with the Outstanding Professor Award for the
Graduate School of Business, and was the recipient of the
Outstanding Commitment to Teaching Award for 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.
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