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

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Résumé :
Crafting and Executing Strategy has been revised and updated specifically with its European readers in mind. Building upon the success of previous editions, it continues to explain the core concepts and key theories in strategy and illustrate them with practical, managerial examples students can really relate to. Brand new features have been developed to encourage readers to go beyond learning and to apply their knowledge to from a diverse range of real-life scenarios including global brands, SMEs, public sector and not-for-profit organizations.

Biographie:
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.

Sommaire:
Part 1: Concepts and techniques for crafting and executing strategy Section A: an overview 1. What is strategy? Section B: strategy context 2. Leading the process of crafting and executing strategy 3. Evaluating an organizations external environment 4. Evaluating a company's resources and capabilities Section C: strategic decisions 5. Strategies for competitive advantage: generic strategies and beyond 6. Strategies for changing the game: new ways of operating and altering the scope of operations 7. Strategies for international growth 8. Strategies for managing a group of businesses: Diversification 9. Strategies for sustainability: people, planet, profit Section D: Executing the strategy 10. Building and organization capable of good strategy execution 11. Managing internal operations: actions that promote good strategy execution 12. Corporate culture and leadership: keys to good strategy execution Part 2: Cases 1. Reinventing Accor 2. Apple and the Retail Industry for Specialist Consumer Products in the UK 3. Netflix: Can it Recover from its Strategy Mistakes? 4. The O-fold Innovation for Preventing Wrinkles: A Good Business Opportunity? 5. Studio 100: A Growth Story of a Showcase in Show Business 6. Ferretti Group: Navigating Through Stormy Seas 7. Starbucks: Evolving into a Dynamic Global Organization 8. Rhino Capture in Kruger Park 9. Robin Hood 10. NIS: Geopolitical Break Through of Strategic Failure 11. KYAIA 12. IBS Centre for Management Research