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 Strategy Formulation, Execution, and Governance
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 Super Strategy Execution—Another Path to Competitive Advantage
PART TWO CASES IN CRAFTING AND EXECUTING STRATEGY
Case 1: BillCutterz.com: Business Model, Strategy, and the Challenges of Exponential Growth
Case 2: Whole Foods Market in 2014: Vision, Core Values, and Strategy
Case 3: Apple Inc. in 2015
Case 4: Sirius XM Satellite Radio, Inc. in 2014: On Track to Succeed After a Near-Death Experience?
Case 5: Panera Bread Company in 2015—What to Do to Rejuvenate the Company’s Growth?
Case 6: Vera Bradley in 2015: Can Its Turnaround Strategy Reverse Its Continuing Decline?
Case 7: Tesla Motors’s Strategy to Revolutionize the Global Automotive Industry
Case 8: Deere & Company in 2015: Striving for Growth in a Weakening Global Agricultural Sector
Case 9: PepsiCo’s Diversification Strategy in 2015
Case 10: Robin Hood
Case 11: Southwest Airlines in 2014: Culture, Values, and Operating Practices
Case 12: Toms Shoes: A Dedication to Social Responsibility
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.
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.
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