Overview

Crafting & Executing Strategy: The Quest for Competitive Advantage: Concepts & Cases 23e has a long-standing reputation of being the most teachable text. It is regarded as the benchmark by which all others are measured. It is engaging, clearly articulated and conceptually balanced mainstream treatment of the latest developments in theory and practice include the clearest presentation of the value-price-cost framework. Our co-author, Margaret Peteraf, a highly regarded researcher, helped integrate both the resource-based view of the firm from the perspective of both single-business and multi-business strategies. Chapter content is tightly linked to the 27 high-interest cases, most of which are written by the text authors, and receive high acclaim for student appeal, teachability and suitability. McGraw Hill's Connect® online homework and learning solution for the 23rd Edition has been bolstered to support faculty teaching hybrid and online courses. Connect allows adopters to easily integrate auto-graded content using Connect or your Learning Management System to assess student mastery of course competency goals. The 23E of Connect offers automatic grading for all chapter quizzes, learning assurance exercises, and virtually all exercises for simulation users for 12 chapters. In addition, Connect includes auto-graded case exercises for 14 of the 27 cases included in the text. Plus, Connect provides a wide variety of learning resources that take your students higher by developing students’ lower-to higher order thinking skills, aligned with Bloom’s Taxonomy including: SmartBook 2.0’s adaptive reading experience, Whiteboard Video Cases, Case Analyses, Application-Based Activities (mini-simulations), Writing Assignments, and more.

Full Product Details

Author:   Arthur Thompson ,  Margaret Peteraf ,  John Gamble ,  A. Strickland
Publisher:   McGraw-Hill Education
Imprint:   McGraw-Hill Education
Edition:   23rd edition
Weight:   1.526kg
ISBN:  

9781260735178

ISBN 10:   1260735176
Publication Date:   18 March 2021
Audience:   College/higher education ,  Tertiary & Higher Education
Replaced By:   1265807361
Format:   Hardback
Publisher's Status:   Active
Availability:   To order  
Stock availability from the supplier is unknown. We will order it for you and ship this item to you once it is received by us.

Table of Contents

PART 1 Concepts and Techniques for Crafting and Executing Strategy Chapter 1 What Is Strategy and Why Is It Important?  Chapter 2 Charting a Company’s Direction Chapter 3 Evaluating a Company’s External Environment Chapter 4 Evaluating a Company’s Resources, Capabilities, and Competitiveness Chapter 5 The Five Generic Competitive Strategies Chapter 6 Strengthening a Company’s Competitive Position Chapter 7 Strategies for Competing in International Markets Chapter 8 Corporate Strategy Chapter 9 Ethics, Corporate Social Responsibility, Environmental Sustainability, and Strategy Chapter 10 Building an Organization Capable of Good Strategy Execution Chapter 11 Managing Internal Operations Chapter 12 Corporate Culture and Leadership   PART 2 Cases in Crafting and Executing Strategy Section A: Crafting Strategy in Single-Business Companies 1 Airbnb in 2020  2 Competition in the Craft Beer Industry in 2020  3 Costco Wholesale in 2020: Mission, Business Model, and Strategy  4 Ford Motor Company: Will the Company’s Strategic Moves Restore its Competitiveness and Financial Performance?  5 Macy’s, Inc.: Will Its Strategy Allow It to Survive in the Changing Retail Sector?  6 TOMS Shoes: Expanding Its Successful One For One Business Model  7 lululemon athletica’s Strategy in 2020: Is the Recent Growth in Retail Stores, Revenues, and Profitability Sustainable?  8 Under Armour’s Strategy in 2020: Can It Revive Sales and 9 Spotify in 2020: Can the Company Remain Competitive?  10 Beyond Meat, Inc.  11 Netflix’s 2020 Strategy for Battling Rivals in the Global Market for Streamed Video Subscribers  12 Twitter Inc. in 2020  13 Yeti in 2020: Can Brand Name and Innovation Keep it Ahead of the Competition?  14 GoPro in 2020: Have its Turnaround Strategies Failed?  15 Publix Super Markets: Its Strategy in the U.S. Supermarket and Grocery Store Industry 16 Tesla’s Strategy in 2020: Can It Deliver Sustained Profitability?  17 Unilever’s Purpose-led Brand Strategy: Can Alan Jope Balance Purpose and Profits?  18 Domino’s Pizza: Business Continuity Strategy during the Covid-19 Pandemic  19 Burbank Housing: Building from the Inside Out  20 Boeing 737 MAX: What Response Strategy is Needed to Ensure Passenger Safety and Restore the Company’s Reputation?  21 The Walt Disney Company: Its Diversification Strategy in 2020  22 Robin Hood  Section B: Crafting Strategy in Diversified Companies 23 Southwest Airlines in 2020: Culture, Values, and Operating Practices  24 Uber Technologies in 2020: Is the Gig Economy Labor Force Working for Uber?  Section C: Implementing and Executing Strategy 25 Starbucks in 2020: Is the Company on Track to Achieve Attractive Growth and Operational Excellence?  26 Nucor Corporation in 2020: Pursuing Efforts to Grow Sales and Market Share Despite Tough Market Conditions  27 Eliminating Modern Slavery from Supply Chains: Can Nestlé Lead the Way? 

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Author Information

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. Margaret A. Peteraf is the Leon E. Williams Professor of Management at the Tuck School of Business at Dartmouth College. She is an internationally recognized scholar of strategic management, with a long list of publications in top management journals. She has earned myriad honors and prizes for her contributions, including the 1999 Strategic Management Society Best Paper Award recognizing the deep influence of her work on the field of Strategic Management. Professor Peteraf is a fellow of the Strategy Management Society and the Academy of Management. She served previously as a member of the Board of Governors of both the Society and the Academy of Management and as Chair of the Business Policy and Strategy Division of the Academy. She has also served in various editorial roles on numerous editorial boards, including the Strategic Management Journal, the Academy of Management Review, and Organization Science. She has taught in Executive Education programs in various programs around the world and has won teaching awards at the MBA and Executive level.Professor Peteraf earned her Ph.D., M.A., and M.Phil. at Yale University and held previous faculty appointments at Northwestern University's Kellogg Graduate School of Management and at the University of Minnesota's Carlson School of Management.   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. (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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