DescriptionOverview: 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: 25 of the 28 cases are brand new or extensively updated for this edition; 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; many cases involve high-profile companies; 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 18th edition", your best case scenario!
AuthorsThompson
Imprint NameMcGraw Hill Higher Education
Table of ContentsPart 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 <ol> 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
Biographical NotesA.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.
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