Crafting & Executing Strategy: The Quest for Competitive Advantage: Concepts and Cases ISE

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.

PART 1 Concepts and Techniques for Crafting and Executing Strategy
Chapter 1 What Is Strategy and Why Is It Important? 
Chapter 2 Charting a Company’s Direction
Chapter 3 Evaluating a Company’s External Environment
Chapter 4 Evaluating a Company’s Resources, Capabilities, and Competitiveness
Chapter 5 The Five Generic Competitive Strategies
Chapter 6 Strengthening a Company’s Competitive Position
Chapter 7 Strategies for Competing in International Markets
Chapter 8 Corporate Strategy
Chapter 9 Ethics, Corporate Social Responsibility, Environmental Sustainability, and Strategy
Chapter 10 Building an Organization Capable of Good Strategy Execution
Chapter 11 Managing Internal Operations
Chapter 12 Corporate Culture and Leadership
 

PART 2 Cases in Crafting and Executing Strategy
Section A: Crafting Strategy in Single-Business Companies
1 Airbnb in 2020 
2 Competition in the Craft Beer Industry in 2020 
3 Costco Wholesale in 2020: Mission, Business Model, and Strategy 
4 Ford Motor Company: Will the Company’s Strategic Moves Restore its Competitiveness and Financial Performance? 
5 Macy’s, Inc.: Will Its Strategy Allow It to Survive in the Changing Retail Sector? 
6 TOMS Shoes: Expanding Its Successful One For One Business Model 
7 lululemon athletica’s Strategy in 2020: Is the Recent Growth in Retail Stores, Revenues, and Profitability Sustainable? 
8 Under Armour’s Strategy in 2020: Can It Revive Sales and
9 Spotify in 2020: Can the Company Remain Competitive? 
10 Beyond Meat, Inc. 
11 Netflix’s 2020 Strategy for Battling Rivals in the Global Market for Streamed Video Subscribers 
12 Twitter Inc. in 2020 
13 Yeti in 2020: Can Brand Name and Innovation Keep it Ahead of the Competition? 
14 GoPro in 2020: Have its Turnaround Strategies Failed? 
15 Publix Super Markets: Its Strategy in the U.S. Supermarket and Grocery Store Industry
16 Tesla’s Strategy in 2020: Can It Deliver Sustained Profitability? 
17 Unilever’s Purpose-led Brand Strategy: Can Alan Jope Balance Purpose and Profits? 
18 Domino’s Pizza: Business Continuity Strategy during the Covid-19 Pandemic 
19 Burbank Housing: Building from the Inside Out 
20 Boeing 737 MAX: What Response Strategy is Needed to Ensure Passenger Safety and Restore the Company’s Reputation? 
21 The Walt Disney Company: Its Diversification Strategy in 2020 
22 Robin Hood 
Section B: Crafting Strategy in Diversified Companies
23 Southwest Airlines in 2020: Culture, Values, and Operating Practices 
24 Uber Technologies in 2020: Is the Gig Economy Labor Force Working for Uber? 
Section C: Implementing and Executing Strategy
25 Starbucks in 2020: Is the Company on Track to Achieve Attractive Growth and Operational Excellence? 
26 Nucor Corporation in 2020: Pursuing Efforts to Grow Sales and Market Share Despite Tough Market Conditions 
27 Eliminating Modern Slavery from Supply Chains: Can Nestlé Lead the Way?