PRESCRIBED TEXT FOR MGMT640 AT ACU-MACKILLOP, SEMESTER 2 2008
Thompson, Strickland and Gambles?, CRAFTING AND EXECUTING STRATEGY, 16e presents the latest research findings from the literature and cutting-edge strategic practices of companies have been incorporated to keep step with both theory and practice. The chapter content continues to be solidly mainstream and balanced, mirroring both the best academic thinking and the pragmatism of real-world strategic management.
Known for its cases and teaching notes, CRAFTING AND EXECUTING STRATEGY, 16e provides an unparalleled case line up. (1) 28 of the 31 cases are new to this edition, (2) The selection of cases is diverse, timely, and thoughtfully-crafted and complements the text presentation pushing students to apply the concepts and analytical tools they have read about. (3) Many cases involve high-profile companies. (4) And there?s a comprehensive package of support materials that are a breeze to use, highly effective, and flexible enough to fit most any course design.
Strategic Management, sometimes called Business Policy or Capstone is taken by all undergraduate business majors and MBA students during their senior year. The nature of the course is cross-functional, blending topics from the management, marketing, finance, and economic disciplines.
In addition to the text chapters (concepts), many instructors rely heavily on the case teaching method, making the cases an important factor in the decision-making process. Simulations and readings are also popular.
Thompson Story: Thompson 16e is a CASE REVISION ONLY! The Concepts portion remained identical from 15e to 16e, with the exception of minor design modifications including some color palette changes!
Known for its cases and teaching notes, the 16th edition provides 31 cases of which 28 are newly-written, diverse, timely, and thoughtfully-crafted cases. The 3 cases that were carried over are timeless classics that teach so exceptionally well that including them again made perfect sense: Robin Hood case, Dilemma at Devil?s Den and Smithfield Foods.
Thompson?s chapter content continues to be solidly mainstream and balanced, mirroring both the best academic thinking and the pragmatism of real-world strategic management.
Internal Competition: Thompson is our traditional strategy text, provides the most detail on the major accepted frameworks. Exceptionally strong cases are a hallmark of this text. Dess takes a more modern approach and covers all the latest research. Cases are selected from quality case journals. Pearce covers all major frameworks with the least amount of detail. It?s our simplest mainstream strategy text with cases from BusinessWeek and case journals.
Total Case Update: The 16th edition provides 31 cases of which 28 are newly-written, diverse, timely, and thoughtfully-crafted cases. The 3 cases that were carried over are timeless classics that teach so exceptionally well that including them again made perfect sense: Robin Hood case, Dilemma at Devil?s Den and Smithfield Foods.
Unparalleled Case Lineup: The case lineup provided with this text is unmatched in its diversity, timeliness, and selection of thoughtfully-crafted cases.
Diversity in the length of cases: Close to a fourth are under 15 pages, yet offer plenty for students to chew on; about a fourth are medium-length cases; and the remainder are detail-rich cases that call for more sweeping analysis.
Diversity in selection of Company Size/Industry/Origin: 2 ?dot-com? and 2 cases involving companies with big online operations, thus giving students ample opportunity to wrestle with e-commerce strategy issues. 5 cases are dealing with the strategic problems of family-owned or relatively small entrepreneurial businesses. 22 cases involving public companies about which students can do further research on the Internet. Scattered throughout the lineup are 13 cases concerning non-U.S. companies, globally competitive industries, and/or cross-cultural situations; these cases, in conjunction with the globalized content of the text chapters, provide abundant material for linking the study of strategic management tightly to the ongoing globalization of the world economy.
Companies with quick technology developments: At least 8 cases that will provide students with insight into the special demands of competing in industry environments where technological developments are an everyday event, product life cycles are short, and competitive maneuvering among rivals comes fast and furious.
The lineup includes over 20 cases where company resources and competitive capabilities play as large a role in the strategy-making, strategy-executing scheme of things as industry and competitive conditions.
At least 25 of the 31 cases involve companies, products, or people that students are familiar with.
Author written cases: 13 of the 31 cases have been crafted by Art Thompson and/or John Gamble.
CaseTutor? provides analytically-structured exercises for the 11 cases with the Case-TUTOR? logo?these 11 ?case preparation exercises? coach students in doing the strategic thinking needed to arrive at solid answers to the assignment questions for that case. Conscientious completion of the case preparation exercises helps students gain quicker command of the concepts and analytical techniques and points them toward doing good strategic analysis. Case-TUTOR? is available as Premium contents on the Student Online Learning Center at www.mhhe.com/thompson and in the Enhanced Cartridge available for your Blackboard or WebCT course.
Solid, mainstream, balanced The fundamental character that has driven the text?s success over the years is evident throughout the 15th. The chapter content continues to be solidly mainstream and balanced, mirroring both the best academic thinking and the pragmatism of real-world strategic management.
Focus on Strategy, Ethics, and Social Responsibility Revitalized by the authors from the 15th still better fulfills the important functions of (1) alerting students to the role and importance of incorporating business ethics and social responsibility into decision-making and (2) addressing the accreditation requirements of the AACSB that business ethics be visibly and thoroughly embedded in the core curriculum. And again, there are discussions of the roles of values and ethics in Chapters 1, 2, 11, and 13, thus providing professors and students alike with a very meaty and comprehensive treatment of business ethics and socially responsible behavior as it applies to crafting and executing company strategies.
Up-to-date coverage of the continuing march of industries and companies to wider globalization, the growing scope and strategic importance of collaborative alliances, the spread of high-velocity change to more industries and company environments, and how online technology is driving fundamental changes in both strategy and internal operations in companies across the world.
Integration of the Resource-base view of the firm The resource-based view of the firm is prominently and comprehensively integrated into the coverage of crafting both single-business and multi-business strategies. Chapters 3 through 9 emphasize that a company?s strategy must be matched both to its external market circumstances and to its internal resources and competitive capabilities. Then, chapters 11, 12, and 13 on various aspects of executing strategy have a strong resource-based perspective that makes it unequivocally clear how and why the tasks of assembling intellectual capital and building core competencies and competitive capabilities are absolutely critical to successful strategy execution and operating excellence.
Extensive End-of-Chapter Exercises In response to market feedback, more chapter-end exercises have been included once again, and exercises are still more varied in format (rather than just internet searches), more detailed, and more closely aligned with chapter content.
Unparalleled resource package The comprehensive package of support materials is a breeze to use, highly effective, and flexible enough to fit most any course design.
Core Concepts Margin notes highlighting basic concepts, strategic management principles, and kernels of wisdom help students by reinforcing key points in the text.
Extensive use of examples and Illustration Capsules, which accurately portray today?s business world and link theory to practice.
Table of Contents
Part One: Concepts 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 Strategy
Section B: Core Concepts and Analytical Tools
3. Evaluating a Company?s External Environment
4. Analyzing a Company?s Resources and Competitive Position
Section 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 Responsibility
Section 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 Two: Cases
Section A: Crafting Strategy in Single-Business Companies
1. Costco Wholesale Corporation: Mission, Business Model, and Strategy
2. Shearwater Adventures Ltd.
3. The Battle in Radio Broadcasting: XM vs. Sirius vs. Local Radio vs. Internet Radio
4. Competition in the Bottled Water Industry in 2006
5. Blue Nile, Inc.?World?s Largest Online Diamond Retailer
7. Panera Bread Company
8. Coach Inc.: Is Its Advantage in Luxury Handbags Sustainable?
9. Nucor Corporation?Competing Against Low Cost Steel Imports
10. The YMCA of London, Ontario
11. Wild Oats Market, Inc.
12. Zune: Microsoft?s Entry into the Digital Music Player Market
13. Skywest, Inc. and the Regional Airline Industry
14. Competition in Video Game Consoles: Sony, Microsoft, and nintendo Balle for Supremacy
15. Electronic Arts in 2007: Can It Retain Its Global Lead in Video Game Software?
16. Sun Microsystems
17. Toyota?s Strategy and Initiatives in Europe: The Launch of the Aygo
18. Econet Wireless International?s Expansion Across Africa
Section B: Crafting Strategy in Diversified Companies
19. PepsiCo in 2007: Strategies to Increase Shareholder Value
20. Spectrum Brands? Diversification Strategy: A Success or a Failure?
21. Sara Lee Corppration: Retrenching to a Narrower Rang of Business
Section C: Executing Strategy and Strategic Leadership
22. Robin Hood
23. Dilemma at Devil?s Den
24. Enterprise Rent-a-Car
25. Manpower Australia: Using Strategy Maps and the Balanced Scorecard Effectively
26. Abercrombie and Fitch: An Upscale Sporting Goods Retailer Becomes a Leader in Trendy Apparel
27. New Balance Athletic Shoe Inc.
28. Ryanair: European Pioneer of Budget Airline Travel
Section D: Strategy, Ethics, and Social Responsibility
29. Monitoring Foreign Suppliers: The Challenge of Detecting Unethical Practices
30. Queensland Rainforest Resort
31. Smithfield Foods? Vertical Integration Strategy: Is It Environmentally Correct?
Glo-Bus and Business Strategy Game Download Code Card
Author(s): THOMPSON, JR.
Video DVD to accompany Crafting and Executing Strategy
IRCD to accompany Crafting & Executing Strategy 16e
Glo-Bus and Business Strategy Game Download Code