Strategic Management: Concepts and Cases with PowerWeb

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.  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.

ConceptsChapter 1 The Strategic Management Process: An OverviewChapter 2 Establishing Company Direction: Developing a Strategic Vision, Setting Objectives, and Crafting a StrategyChapter 3 Industry and Competitive AnalysisChapter 4 Evaluating Company Resources and Competitive CapabilitiesChapter 5 Strategy and Competitive AdvantageChapter 6 Strategies for Competing in Globalizing Markets (NEW chapter)Chapter 7 New Business Models and Strategies for the Internet Economy (NEW chapter)Chapter 8 Tailoring Strategy to Fit Specific Industry and Company SituationsChapter 9 Strategy and Competitive Advantage in Diversified CompaniesChapter 10 Evaluating the Strategies of Diversified CompaniesChapter 11 Building Resource Strengths and Organizational CapabilitiesChapter 12 Managing the Internal Organization to Promote Better Strategy ExecutionChapter 13 Corporate Culture and Leadership - Keys to Effective Strategy ExecutionAppendix: A Guide to Case AnalysisCases 1. America Online2. Daimler Chrysler Merger (A)3. Daimler Chrysler Merger (B)4. Guiseppe’s Original Sausage Co.5. The Chinese Fireworks Industry6. Competition in the Automobile Retailing Industry7. Dell Computer Corp in 20008. Peapod and the Online Grocery Industry9. Cannondale and the Mountain Bike Industry10. Competition in the Retail Brokerage Industry11. EBay12. CDNow13. Calloway Golf Co.14. Drkoop.com15. WingspanBank.com16. Ben & Jerry’s in Japan17. Vina San Pedro18. Campbell Soup Company19. The Black and Decker Corp.20. Robin Hood21. Replacements, Ltd.22. The Kimpton Hotel & Restaurant Group23. Brithinee Electric24. The Rococco New York Hotel25. Developing a Global Mindset at Johnson & Johnson26. Motorola: Ethical Challenges in a Multicultural Environment27. Levi Strauss & Co.