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ISE Crafting & Executing Strategy
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Table of Contents

Section A: Concepts and Techniques for Crafting and Executing Strategy Section A: Introduction and Overview
1 What is Strategy and Why is it Important
2. Charting a Company's Direction
3. Evaluating a Company's External Environment


Section B: Core Concepts and Analytical Tools
3. Evaluating a Company's External Environment
4. Evaluating a Company's Resources, Capabilities, and Competitiveness


Section C: Crafting a Strategy
5. The Five Generic Competitive Strategies
6. Strengthening a Company's Competitive Position
7. Strategies for Competing in International Markets
8. Corporate Strategy
9. Ethics, Corporate Social Responsibility, Environmental Sustainability, and Strategy


Section D: Executing the Strategy
10. Building an Organization Capable of Good Strategy Execution: People, Capabilities, and Structure
11. Managing Internal Operations
12. Corporate Culture and Leadership




Cases in Crafting and Executing Strategy
1. Mystic Monk Coffee
2. Airbnb In 2018
3. Wil's Grill
4. Costco Wholesale in 2018: Mission, Business Model, and Strategy
5. Competition in the Craft Beer Industry in 2018
6. Fixer Upper: Expanding the Magnolia Brand
7. Under Armour's Turnaround Strategy in 2018: Efforts to Revive North
8. MoviePass-Are Subscribers Loving It to Death?
9. TOMS Shoes: Expanding Its Successful One For One Business Model
10. Lola's Market: Capturing A New Generation
11. iRobot in 2018: Can the Company Keep the Magic?
12. Chipotle Mexican Grill's Strategy in 2018: Will the New CEO Be Able to Rebuild Customer Trust and Revive Sales Growth?
13. Twitter Inc. in 2018: Too Little Too Late?
14. Netflix's Strategy in 2018: Does the Company Have Sufficient Competitive Strength to Fight Off Aggressive Rivals?
15. Walmart's Expansion into Specialty Online Retailing
16. Amazon.com, Inc.: Driving Disruptive Change in the U.S. Grocery Market
17. Aliexpress: Can It Mount a Global Challenge to Amazon?
18. Tesla Motors in 2018: Will the New Model 3 Save the Company?
19. Mattel Incorporated in 2018: Can Ynon Kreiz Save the Toys?
20. Shearwater Adventures Ltd.
21. TJX Companies: It's Strategy in Off-Price Home Accessories and Apparel Retailing
22. IKEA's International Marketing Strategy in China
Section B: Crafting Strategy in Diversified Companies
23. PepsiCo's Diversification Strategy in 2018: Will the Company's New Businesses Restore its Growth?
24. The Walt Disney Company: Its Diversification Strategy in 2018
Section C: Implementing and Executing Strategy
25. Robin Hood
26. Dilemma at Devil's Den
27. Nucor Corporation in 2018: Contending with the Challenges of Low-Cost Foreign Imports and Launching Initiatives to Grow Sales and Market
28. Vail Resorts, Inc.
29. Starbucks in 2018: Striving for Operational Excellence and Innovation

Section D: Strategy, Ethics, and Social Responsibility 30. Concussions in Collegiate and Professional Football: Who Has Responsibility to Protect Players? 31. Chaos at Uber: The New CEO's Challenge 32. Profiting from Pain: Business and the U.S. Opioid Epidemic






















About the Author

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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