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Essentials of Strategic Management presents a conceptually strong treatment of strategic management principles and analytic approaches that features straight-to-the-point discussions, timely examples, and a writing style that captures the interest of students. The Fourth Edition of Essentials of Strategic Management is very much in step with the best academic thinking and contemporary management practice. The chapter content continues to be solidly main-stream and balanced, mirroring both the penetrating insight of academic thought and the pragmatism of real-world strategic management. The text serves as the theoretical foundation of a teaching approach incorporating a business strategy simulation.
List of contents
PART ONE: CONCEPTS AND TECHNIQUES FOR CRAFTING AND EXECUTING STRATEGY
Section A: Introduction and Overview
Chapter 1: Strategy, Business Models, and Competitive Advantage
Chapter 2: Charting a Company's Direction: Vision and Mission, Objectives, and Strategy
Section B: Core Concepts and Analytical Tools
Chapter 3: Evaluating a Company's External Environment
Chapter 4: Evaluating a Company's Resources, Capabilities, and Competitiveness
Section C: Crafting a Strategy
Chapter 5: The Five Generic Competitive Strategies
Chapter 6: Strengthening a Company's Competitive Position: Strategic Moves, Timing, and Scope of Operations
Chapter 7: Strategies for Competing in International Markets
Chapter 8: Corporate Strategy: Diversification and the Multibusiness Company
Chapter 9: Ethics, Corporate Social Responsibility, Environmental Sustainability, and Strategy
Section D: Executing the Strategy
Chapter 10: Superior Strategy Execution - Another Path to Competitive Advantage
PART TWO: CASES IN CRAFTING AND EXECUTING STRATEGY
Case 1: Mystic Monk Coffee
Case 2: Under Armour's Strategy in 2013 - Good Enough to Win Market Share from Nike and adidas?
Case 3: lululemon athletica, Inc.
Case 4: Coach Inc. in 2012: Its Strategy in the "Accessible" Luxury Goods Market
Case 5: Chipolte Mexican Grill in 2013: Can It Hit a Second Home Run?
Case 6: Google's Strategy in 2013
Case 7: Nucor Corporation in 2012: Using Economic Downturns as an Opportunity to Grow Stronger
Case 8: Tata Motors: Can It Become a Global Contender in the Automobile Industry?
Case 9: The Walt Disney Company: Its Diversification Strategy in 2012
Case 10: Robin Hood
Case 11: Herman Miller Inc.: Unrelenting Pursuit of Reinvention and Renewal
Case 12: Frog's Leap Winery in 2011 - the Sustainability Agenda
About the author
John E. Gamble is currently Associate Dean and Professor of Management in the Mitchell College of Business at the University of South Alabama.
Arthur A. Thompson 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.
