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CraftingExecuting Strategy: The Quest for Competitive Advantage:Concepts and Cases Język: 2


Cena Brutto: 974.40

Cena netto: 928.00

Wersja: Drukowana
Autor A. J. Strickland III
Liczba_stron 944
Wydawnictwo McGraw-Hill
Data_Wydania 2011-01-27
Poziom All Levels

Informacje podstawowe:

  • Wydawnictwo: McGraw-Hill
  • Data wydania: 27 stycznia 2011
  • Liczba stron: 944
  • Autor/autorzy:
    • Arthur Thompson
    • Margaret Peteraf
    • John Gamble
    • A. J. Strickland III

Main description

Overview: The 18th edition of Crafting and Executing Strategy represents one of our most important and thoroughgoing revisions ever. The newest member of the author team, Margie Peteraf, led a thorough re-examination of every paragraph on every page of the 17th edition chapters. The overriding objectives were to inject new perspectives and the best academic thinking, strengthen linkages to the latest research findings, modify the coverage and exposition as needed to ensure squarely on-target content, and give every chapter a major facelift. While this 18th edition retains the same 12-chapter structure of the prior edition, every chapter has been totally refreshed. And 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, this edition provides an unparalleled case line up of 28 cases. (1) 25 of the 28 cases are brand new or extensively updated for 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.

Thompson 18e, your best case scenario!

Table of contents

Part I: Concepts and Techniques for Crafting and Executing StrategySection A: Introduction and OverviewChapter 1: What Is Strategy and Why Is It ImportantChapter 2: Leading the Process of Crafting and Executing StrategySection B: Core Concepts and Analytical ToolsChapter 3: Evaluating a Company’s External EnvironmentChapter 4: Evaluating a Company’s Resources and Competitive PositionSection C: Crafting a StrategyChapter 5: Five Generic Competitive Strategies--Which One to Employ?Chapter 6: Supplementing the Chosen Competitive Strategy: Other Important Strategy ChoicesChapter 7: Strategies for Competing in Foreign MarketsChapter 8: Diversification: Strategies for Managing a Group of BusinessesChapter 9: Ethical Business Strategies, Social Responsibility, and Environmental SustainabilitySection D: Executing the StrategyChapter 10: Building an Organization Capable of Good Strategy ExecutionChapter 11: Managing Internal Operations: Actions That Promote Good Strategy ExecutionChapter 12: Corporate Culture and Leadership: Keys to Good Strategy ExecutionPart II: CasesMystic Monk CoffeeWhole Foods Market in 2010>O-foldCompetition in the Warehouse Club IndustryCompetition in Energy Drinks, Sports, and Vitamin-Enhanced BeveragesNetflixRedboxCash ConnectionBlue Nile in 2010Apple in 2010Gap Inc. in 2010Google in 2010SkyWest, Inc. in 2009Silver Ships: Its Strategy in the Military and Workboat IndustrySkype'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 LineupRobin HoodDilemma at Devil's DenSouthwest Airlines in 2010Neamaste SolarHerman MillerStarbucks in 2010Norton Lilly: Implementing Transformational Change in the Shipping IndustryThe Good HotelW.L. Gore and AssociatesRhino Capture in South AfricaCountywide Financial and the Subprime Mortgage Debacle

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