ISE Crafting & Executing Strategy: Concepts and Cases

Arthur A. Thompson Jr. earned his BS and PhD 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 Alabamas College of Commerce and Business Administration for 25 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 coauthored five textbooks and six computer-based simulation exercises that are used in colleges and universities 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 60 years have two daughters, two grandchildren, and a Yorkshire terrier. Margaret A. Peteraf is the Leon E. Williams Professor of Management Emerita at the Tuck School of Business at Dartmouth College. She is an internationally recognized scholar with a long list of publications in top management journals. She has earned myriad honors and prizes for her contributions, including the 2020 Strategic Management Distinguished Scholarship Awarda newly created award that has been dubbed the Nobel Prize of Strategic Management. She was also given the 1999 Strategic Management Best Paper Award in recognition of the deep influence of her work on the strategy field. Professor Peteraf has been elected as a Fellow of the Academy of Management as well as a Fellow of the Strategic Management Society. She has served as a member of the Academy of Managements Board of Governors, as Chair of the Strategic Management Division of the Academy, and as a member of the Board of Directors of the Strategic Management Society. She has taught in Executive Education programs around the world and has won teaching awards at the MBA and Executive Education level. Dr. Peteraf earned her PhD, MA, and MPhil at Yale University and held previous appointments at Northwestern Universitys Kellogg Graduate School of Management and at the University of Minnesotas Carlson School of Management. John E. Gamble is the Mary & Jeff Bell Endowed Distinguished Professor of Business and former Dean of the College of Business at Texas A&M UniversityCorpus Christi. His teaching and research have focused on strategic management and entrepreneurship at the undergraduate and graduate levels. He has conducted courses in strategic management in Germany since 2001, which have been sponsored by the University of Applied Sciences in Worms.  Dr. Gambles research has been published in various scholarly journals, and he is the author or coauthor of more than 100 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 PhD, Master of Arts, and Bachelor of Science degrees from the University of Alabama and was a faculty member in the Mitchell College of Business at the University of South Alabama before his appointment to the faculty at Texas A&M UniversityCorpus Christi.  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.

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