Thompson, Strickland and Gamble's, CRAFTING AND EXECUTING STRATEGY, 15e presents the latest research findings from the literature and cutting-edge strategic practices of companies have been incorporated to keep step with both theory and practice. Scores of new examples have been added to complement the new and updated Illustration Capsules. More chapter-end exercises have been included. The result is a text treatment with more punch, greater clarity, and improved classroom effectiveness. But none of the changes have altered the fundamental character that has driven the text's success over the…mehr
Thompson, Strickland and Gamble's, CRAFTING AND EXECUTING STRATEGY, 15e presents the latest research findings from the literature and cutting-edge strategic practices of companies have been incorporated to keep step with both theory and practice. Scores of new examples have been added to complement the new and updated Illustration Capsules. More chapter-end exercises have been included. The result is a text treatment with more punch, greater clarity, and improved classroom effectiveness. But none of the changes have altered the fundamental character that has driven the text's success over the years. The chapter content continues to be solidly mainstream and balanced, mirroring both the best academic thinking and the pragmatism of real-world strategic management. This paperback version of the text does not contain any cases, but it does include 21 readings from noted business writers that support the concepts in the main text portion.Instructors who would like to create their own case packets to go with this book should go to www.mhhe.com/primis to make their selections.
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.
Inhaltsangabe
part oneConcepts and Techniques for Crafting and Executing Strategy Section A: Introduction and Overview 1. What Is Strategy and Why Is It Important? 2. The Managerial Process of Crafting and Executing Strategy Section B: Core Concepts and Analytical Tools 3. Evaluating a Company's External Environment 4. Analyzing a Company's Resources and Competitive Position Section C: Crafting a Strategy 5. The Five Generic Competitive Strategies: Which One to Employ? 6. Supplementing the Chosen Competitive Strategy: Other Important Strategy Choices 7. Competing in Foreign Markets 8. Tailoring Strategy to Fit Specific Industry and Company Situations 9. Diversification: Strategies for Managing a Group of Businesses 10. Strategy, Ethics, and Social Responsibility Section D: Executing the Strategy 11. Building an Organization Capable of Good Strategy Execution 12. Managing Internal Operations: Actions That Facilitate Strategy 13. Corporate Culture and Leadership: Keys to Good Strategy Execution part twoReadings Section A: What is Strategy and How is the Process of Crafting and Executing Strategy Managed? 1. What Is Strategy and How Do You Know If You Have One? 2. Walking the Talk (Really!): Why Visions Fail 3. The Power of Business Models 4. The Balanced Scorecard: To Adopt or Not to Adopt? 5. Stretching Strategic Thinking Section B: Crafting Strategy in Single Business Companies 6. A New Tool for Strategy Analysis: The Opportunity Model 7. Playing Hardball: Why Strategy Still Matters 8. Value Innovation: A Leap into the Blue Ocean 9. Confronting the Low-End Competition 10. Strategies for Asia's New Competitive Game 11. Racing to Be 2nd: Conquering the Industries of the Future 12. Outsourcing Strategies: Opportunities and Risks Section C: Crafting Strategy in Diversified Companies 13. Insights from the New Conglomerates Section D: Executing Strategy 14. Turning Great Strategy into Great Performance 15. Beyond Best Practice 16. The Integration of Lean Management and Six Sigma 17. Linking Goals to Monetary Incentives 18. A Leader's Guide to Creating an Innovation Culture 19. The Seven Habits of Spectacularly Unsuccessful Executives Section E: Strategy, Ethics, and Social Responsibility 20. Competing Responsibly 21. The Ethics Commitment Process: Sustainability through Value-Based Ethics Indexes Organization Name Case Subject
part oneConcepts and Techniques for Crafting and Executing Strategy Section A: Introduction and Overview 1. What Is Strategy and Why Is It Important? 2. The Managerial Process of Crafting and Executing Strategy Section B: Core Concepts and Analytical Tools 3. Evaluating a Company's External Environment 4. Analyzing a Company's Resources and Competitive Position Section C: Crafting a Strategy 5. The Five Generic Competitive Strategies: Which One to Employ? 6. Supplementing the Chosen Competitive Strategy: Other Important Strategy Choices 7. Competing in Foreign Markets 8. Tailoring Strategy to Fit Specific Industry and Company Situations 9. Diversification: Strategies for Managing a Group of Businesses 10. Strategy, Ethics, and Social Responsibility Section D: Executing the Strategy 11. Building an Organization Capable of Good Strategy Execution 12. Managing Internal Operations: Actions That Facilitate Strategy 13. Corporate Culture and Leadership: Keys to Good Strategy Execution part twoReadings Section A: What is Strategy and How is the Process of Crafting and Executing Strategy Managed? 1. What Is Strategy and How Do You Know If You Have One? 2. Walking the Talk (Really!): Why Visions Fail 3. The Power of Business Models 4. The Balanced Scorecard: To Adopt or Not to Adopt? 5. Stretching Strategic Thinking Section B: Crafting Strategy in Single Business Companies 6. A New Tool for Strategy Analysis: The Opportunity Model 7. Playing Hardball: Why Strategy Still Matters 8. Value Innovation: A Leap into the Blue Ocean 9. Confronting the Low-End Competition 10. Strategies for Asia's New Competitive Game 11. Racing to Be 2nd: Conquering the Industries of the Future 12. Outsourcing Strategies: Opportunities and Risks Section C: Crafting Strategy in Diversified Companies 13. Insights from the New Conglomerates Section D: Executing Strategy 14. Turning Great Strategy into Great Performance 15. Beyond Best Practice 16. The Integration of Lean Management and Six Sigma 17. Linking Goals to Monetary Incentives 18. A Leader's Guide to Creating an Innovation Culture 19. The Seven Habits of Spectacularly Unsuccessful Executives Section E: Strategy, Ethics, and Social Responsibility 20. Competing Responsibly 21. The Ethics Commitment Process: Sustainability through Value-Based Ethics Indexes Organization Name Case Subject
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