Essentials of Strategic Management: The Quest for Competitive Advantage with Connect Plus / Edition 4 available in Other Format
Essentials of Strategic Management presents a conceptually strong treatment of strategic management principles and analytic approaches that features straight-to-the-point discussions, timely examples, and a writing style that captures the interest of students. The Fourth Edition of Essentials of Strategic Management is very much in step with the best academic thinking and contemporary management practice. The chapter content continues to be solidly main-stream and balanced, mirroring both the penetrating insight of academic thought and the pragmatism of real-world strategic management. The text serves as the theoretical foundation of a teaching approach incorporating a business strategy simulation.
|Publisher:||McGraw-Hill Higher Education|
|Edition description:||Older Edition|
|Product dimensions:||4.20(w) x 4.20(h) x 0.40(d)|
About 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.
Table of Contents
PART ONE: CONCEPTS AND TECHNIQUES FOR CRAFTING AND EXECUTING STRATEGYSection A: Introduction and OverviewChapter 1: Strategy, Business Models, and Competitive AdvantageChapter 2: Charting a Company’s Direction: Vision and Mission, Objectives, and StrategySection B: Core Concepts and Analytical ToolsChapter 3: Evaluating a Company’s External EnvironmentChapter 4: Evaluating a Company’s Resources, Capabilities, and Competitiveness Section C: Crafting a StrategyChapter 5: The Five Generic Competitive StrategiesChapter 6: Strengthening a Company’s Competitive Position: Strategic Moves, Timing, and Scope of OperationsChapter 7: Strategies for Competing in International MarketsChapter 8: Corporate Strategy: Diversification and the Multibusiness CompanyChapter 9: Ethics, Corporate Social Responsibility, Environmental Sustainability, and StrategySection D: Executing the StrategyChapter 10: Superior Strategy Execution – Another Path to Competitive AdvantagePART TWO: CASES IN CRAFTING AND EXECUTING STRATEGYCase 1: Mystic Monk CoffeeCase 2: Under Armour’s Strategy in 2013 – Good Enough to Win Market Share from Nike and adidas? Case 3: lululemon athletica, Inc. Case 4: Coach Inc. in 2012: Its Strategy in the “Accessible” Luxury Goods MarketCase 5: Chipolte Mexican Grill in 2013: Can It Hit a Second Home Run? Case 6: Google’s Strategy in 2013Case 7: Nucor Corporation in 2012: Using Economic Downturns as an Opportunity to Grow StrongerCase 8: Tata Motors: Can It Become a Global Contender in the Automobile Industry? Case 9: The Walt Disney Company: Its Diversification Strategy in 2012Case 10: Robin HoodCase 11: Herman Miller Inc.: Unrelenting Pursuit of Reinvention and RenewalCase 12: Frog’s Leap Winery in 2011 – the Sustainability Agenda