Crafting and Executing Strategy：The Quest for Competitive Advantage: Concepts and Cases (Global Edition)(19版)

　　Overview

　　Crafting and Executing Strategy has been developed specifically to meet the needs of international students of management. It provides up-to-date and engrossing discussion of core concepts and analytical tools in line with the latest developments in the theory and practice of strategic management. An accompanying line-up of exciting new cases and Illustration Capsules has also been added, designed to enhance the material in the chapters and enrich understanding of the content for the international student.

　　Enhancements to the Global Edition include:

　　New Illustration Capsules throughout the text featuring global companies management strategies, including a comparison of Microsoft's and Red Hat Linux's business models, an examination of Lock & Lock's success in China, a study of POSCO's diversification, and a look at corporate social responsibility through fashion and cars in Singapore.

　　Introduction of new cases highlighting real-world applications of crafting and executing strategy, including the reinvention of the Accor Group, Apple's position in the UK consumer electronics retail industry, ALDI's business model in Australia, and Technica's expansion into Africa.

作者簡介

Arthur A. Jr. Thompson

　　現職：The University of Alabama

Margaret Peteraf

　　現職：Dartmouth College

John E. Gamble

　　現職：University of South Alabama

A. J. Strickland III

　　現職：The University of Alabama

PART I: CONCEPTS AND TECHNIQUES FOR CRAFTING AND EXECUTING STRATEGY
Ch 1 What Is Strategy and Why Is It Important?
Ch 2 Charting a Company's Direction: It’s Vision and Mission, Objective, and Strategy
Ch 3 Evaluating a Company’s External Environment
Ch 4 Evaluating a Company’s Resources, Capabilities, and Competitiveness
Ch 5 The Five Generic Competitive Strategies
Ch 6 Strengthening a Company's Competitive Position
Ch 7 Strategies for Competing in International Markets
Ch 8 Corporate Strategy
Ch 9 Ethics, Corporate Social Responsibility, Environmental Sustainability, and Strategy
Ch10 Building an Organization Capable of Good Strategy Execution
Ch11 Managing Internal Operations
Ch12 Corporate Culture and Leadership

PART II: CASES IN CRAFTING AND EXECUTING STRATEGY
1 Mystic Monk Coffee
2 Costco Wholesale in 2012: Mission, Business Model, and Strategy
3 Harry Lindsol’s Textbook Decision: An Ebook or a Traditional College Textbook
4 Sift Cupcake and Dessert Bar
5 Under Armour Challenging Nike in Sports Apparel
6 Lululemon Athletica, Inc.
7 Coach Inc. in 2012: Its trategy in the Accessible uxury Goods Market
8 Tiffany’s Little Blue Box: Does It Have Any Strategic Significance?
9 Panera Bread Company in 2012─Pursuing Growth in a Weak Economy
10 Chipotle Mexican Grill in 2012: Can It Hit a Second Home Run?
11 Netflix in 2012: Can It Recover from Its Strategy Missteps?
12 Equal Exchange: Trading Fairly and Making a Profit
13 Google’s Strategy in 2012
14 Apple Inc. in 2012: Can It Sustain Its Growth and Defend Against the New Competitive Threats?
15 Apple and the Retail Industry for Specialist Consumer Electronics in the United Kingdon
16 Eastman Kodak in 2012: Will Its Post-Bankruptcy Strategy be Successful?
17 Nucor Corporation in 2012: Using Economic Downturns as an Opportunity to Grow Stronger
18 Tata Motors: Can It Become a Global Contender in the Automobile Industry?
19 7-Eleven in Taiwan: Adaptation of Convenience Stores to New Market Environments
20 The Walt Disney Company: Its Diversification Strategy in 2012
21 Reinventing Accor
22 ALDI in Australia (Abridged)
23 Dilemma at Devil’s Den
24 Starbucks in 2012: Evolving Into a Dynamic Global Organization
25 Herman Miller Inc. in 2012: An Ongoing Case of Reinvention and Renewal
26 Technica: Expansion Into Africa
27 Bayonne Packaging, Inc.
28 Rhino Sales, Hunting and Poaching in South Africa, 2012
29 The Upper Big Branch Mine Disaster
30 Frog’s Leap Winery in 2011─The Sustainability Agenda