Essentials of Strategic Management: The Quest for Competitive Advantage

6 ed
ISBN: 978-1-259-92763-8
Verlag: McGraw-Hill Education

Buch, Englisch, 432 Seiten, Format (B × H): 253 mm x 202 mm, Gewicht: 674 g

Essentials of Strategic Management 6th edition by Gamble, Peteraf, and Thompson presents concise, straight-to-the-point discussions, timely examples, with a writing style that captures student interest. It features 10 chapters with 12 tightly linked cases. The content is solidly mainstream and balanced, mirroring both insights of academic thought and real-world strategic management. For years strategy instructors have been shifting from purely text-cases to a text-cases-simulation course structure. Two widely used online competitive strategy simulations, The Business Strategy Game and GLO-BUS, are optional companions. Both simulations are closely linked to the content.

Autoren/Hrsg.

Gamble, John

Peteraf, Margaret

Thompson, Arthur

Inhaltsverzeichnis

PART ONE CONCEPTS AND TECHNIQUES FOR CRAFTING AND EXECUTING STRATEGY
Section A: Introduction and Overview
1 Strategy, Business Models, and Competitive Advantage
2 Strategy Formulation, Execution, and Governance
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: Strategic Moves, Timing, and Scope of Operations
7 Strategies for Competing in International Markets
8 Corporate Strategy: Diversification and the Multibusiness Company
9 Ethics, Corporate Social Responsibility, Environmental Sustainability, and Strategy
Section D: Executing the Strategy
10 Superior Strategy Execution—Another Path to Competitive Advantage

PART TWO CASES IN CRAFTING AND EXECUTING STRATEGY
Case 1 Airbnb, Inc., in 2017 233

Case 2 Costco Wholesale in 2017: Mission, Business Model, and Strategy 238

Case 3 Competition in the Craft Brewing Industry in 2017 261

Case 4 Fitbit, Inc., in 2017: Can It Revive Its Strategy and Reverse Mounting Losses? 271

Case 5 lululemon athletica, inc., in 2017: Is the Company on the Path to Becoming a High Performer Once Again? 279

Case 6 Gap Inc.: Can It Develop a Strategy to Connect with Consumers in 2017? 298

Case 7 GoPro in 2017: Will Its Turnaround Strategy Restore Profitability? 307

Case 8 Ricoh Canada 322

Case 9 Mondelez International’s Diversification Strategy in 2017: Has Corporate Restructuring Benefited Shareholders? 335

Case 10 Robin Hood 346

Case 11 Rosen Hotels & Resorts 348

Case 12 TOMS Shoes in 2016: An Ongoing Dedication to Social Responsibility 360

Über Autor(innen)

Gamble, John
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.

Thompson, Arthur
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.

Peteraf, Margaret
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.