CRAFTING AND EXECUTING STRATEGY: CONCEPTS - Arthur Thompson Jr

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Résumé :
Best Selling Strategy Title. Concepts Only Version. Set up a Custom Case pack using only the cases you'd cover in your class using CREATE.The 21st Edition continues its tradition of being a preeminently teachable text because of its mainstream content and balanced coverage of what every student needs to know about the managerial tasks of crafting and executing strategy and because the presentation of the material is engaging and clearly written.Please see Key Differentiating Features listed below.

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:
Section A: Introduction and OverviewChapter 1: What is Strategy and Why Is It Important? Chapter 2: Charting a Company's Direction: Its Vision, Mission, Objectives, and StrategySection B: Core Concepts and Analytical ToolsChapter 3: Evaluating a Company's External EnvironmentChapter 4: Evaluating a Company's Resources, Capabilities, and CompetitivenessSection C: Crafting a Strategy Chapter 5: The Five Generic Competitive StrategiesChapter 6: Strengthening a Company's Competitive Position: Strategic Moves, Timing, and Scope of OperationsChapter 7: Strategies for Competing in International MarketsChapter 8: Corporate Strategy: Diversification and the Multibusiness CompanyChapter 9: Ethics, Corporate Social Responsibility, Environmental Sustainability, and Strategy Section D: Executing the StrategyChapter 10: Building an Organization Capable of Good Strategy Execution: People, Capabilities, and StructureChapter 11: Managing Internal Operations: Actions That Promote Good Strategy ExecutionChapter 12: Corporate Culture and Leadership: Keys to Good Strategy Execution