Essentials of Strategic Management: The Quest for Competitive Advantage / Edition 3

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Overview

Essentials of Strategic Management responds head-on to the growing requests by business faculty for a concisely-written strategic management text that’s robust and theory-driven and supported with a compelling collection of cases. This text was written with four objectives in mind:
1) Although relatively brief in length, the text provides students with an up-to-date and thorough understanding of essential strategic management concepts and analytic tools;
2) It simplifies the task of demonstrating student learning through course embedded assessment;
3) The concepts are supported by contemporary, well-written cases involving headline strategic issues; and lastly,
4) The text serves as the theoretical foundation of a teaching approach incorporating a business strategy simulation.

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Product Details

  • ISBN-13: 9780078029288
  • Publisher: McGraw-Hill Higher Education
  • Publication date: 1/27/2012
  • Edition number: 3
  • Pages: 560
  • Sales rank: 246,816
  • Product dimensions: 7.90 (w) x 9.90 (h) x 0.90 (d)

Meet the Author

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.

Thompson’s teaching experience includes 25+ years at the University of Alabama, and 3 years at Virginia Polytechnic Institute and State University. He earned a BS in Liberal Arts and a PhD in Economics from the University of Tennessee. He is a member of the American Economic Association, the Academy of Management, and the Southern Management Association. He has also served on the editorial boards of a number of journals, including the Journal of Economics and Finance, the Journal of Management, the Journal of Management Case Studies, and the Journal of Management Issues.

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Table of Contents

PART ONE: 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: Charting a Company’s Direction: Vision and Mission, Objectives, and Strategy

Section B: Core Concepts and Analytical Tools
Chapter 3: Evaluating a Company’s External Environment
Chapter 4: Evaluating a Company’s Resources, Cost Position, and Competitiveness

Section C: Crafting a Strategy
Chapter 5: The Five Generic Competitive Strategies
Chapter 6: Supplementing the Chosen Competitive Strategy – Other Important Strategy Choices
Chapter 7: Strategies for Competing in International Markets
Chapter 8: Corporate Strategy: Diversification and the Multibusiness Company
Chapter 9: Strategy, Ethics, and Corporate Social Responsibility

Section D: Executing the Strategy
Chapter 10: Superior Strategy Execution – Another Path to Competitive Advantage

PART TWO: CASES IN CRAFTING AND EXECUTING STRATEGY
Section A: Crafting Strategy in Single-Business Companies
Case 1: Mystic Monk Coffee
Case 2: Competition among the North American Warehouse Clubs: Costco Wholesale versus Sam’s Club versus BJ’s Wholesale
Case 3: Competition in Energy Drinks, Sports Drinks, and Vitamin-Enhanced Beverages
Case 4: Netflix’s Business Model and Strategy in Renting Movies and TV Episodes
Case 5: Redbox’s Strategy I the Movie Rental Industry
Case 6: Sift Cupcake and Dessert Bar
Case 7: Blue Nile Inc. in 2011: Will Its Strategy to Remain Number One in Online Diamond Retailing Work?
Case 8: Panera Bread Company in 2011 – Pursuing Growth in a Difficult Economy
Case 9: Apple Inc. in 2011: Can It Prosper Without Steve Jobs?
Case 10: Google’s Strategy in 2011

Section B: Corporate Strategy in Multi-business Companies
Case 11: Sara Lee Corporation in 2011: Has Its Retrenchment Strategy Been Successful?

Section C: Implementing and Executing Strategy
Case 12: Robin Hood
Case 13: Southwest Airlines in 2010: Culture, Values, and Operating Practices
Case 14: Norton Lilly International: Implementing Transformational Change in the Shipping Industry
Case 15: Starbucks’ Strategy and Internal Initiatives to Return to Profitable Growth

Section D: Business Ethics and Social Responsibility
Case 16: Cash Connection: Are Its Payday Lender Strategy and Its Business Model Ethical?

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