Crafting and Executing Strategy: Text and Readings with OLC with Premium Content Card

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. 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.

part oneConcepts and Techniques for Crafting and Executing Strategy Section A: Introduction and Overview 1. What Is Strategy and Why Is It Important? 2. The Managerial Process of Crafting and Executing StrategySection B: Core Concepts and Analytical Tools 3. Evaluating a Company’s External Environment 4. Analyzing a Company’s Resources and Competitive PositionSection C: Crafting a Strategy 5. The Five Generic Competitive Strategies: Which One to Employ? 6. Supplementing the Chosen Competitive Strategy: Other Important Strategy Choices 7. Competing in Foreign Markets 8. Tailoring Strategy to Fit Specific Industry and Company Situations 9. Diversification: Strategies for Managing a Group of Businesses 10. Strategy, Ethics, and Social ResponsibilitySection D: Executing the Strategy 11. Building an Organization Capable of Good Strategy Execution 12. Managing Internal Operations: Actions That Facilitate Strategy 13. Corporate Culture and Leadership: Keys to Good Strategy Execution part twoReadings Section A: What is Strategy and How is the Process of Crafting and Executing Strategy Managed? 1. What Is Strategy and How Do You Know If You Have One? 2. Walking the Talk (Really!): Why Visions Fail 3. The Power of Business Models 4. The Balanced Scorecard: To Adopt or Not to Adopt? 5. Stretching Strategic ThinkingSection B: Crafting Strategy in Single Business Companies 6. A New Tool for Strategy Analysis: The Opportunity Model 7. Playing Hardball: Why Strategy Still Matters 8. Value Innovation: A Leap into the Blue Ocean 9. Confronting the Low-End Competition 10. Strategies for Asia’s New Competitive Game 11. Racing to Be 2nd: Conquering the Industries of the Future 12. Outsourcing Strategies: Opportunities and RisksSection C: Crafting Strategy in Diversified Companies 13. Insights from the New ConglomeratesSection D: Executing Strategy 14. Turning Great Strategy into Great Performance 15. Beyond Best Practice 16. The Integration of Lean Management and Six Sigma 17. Linking Goals to Monetary Incentives 18. A Leader’s Guide to Creating an Innovation Culture 19. The Seven Habits of Spectacularly Unsuccessful ExecutivesSection E: Strategy, Ethics, and Social Responsibility 20. Competing Responsibly 21. The Ethics Commitment Process: Sustainability through Value-Based EthicsIndexesOrganizationNameCaseSubject