Crafting & Executing Strategy: The Quest for Competitive Advantage: Concepts and Cases (2022)

Crafting & Executing Strategy: The Quest for Competitive Advantage: Concepts and Cases (1)

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By Arthur Thompson and Margaret Peteraf and John Gamble and A. Strickland
ISBN10: 1260735176
ISBN13: 9781260735178
Copyright: 2022

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  • TABLE OF CONTENTS
  • AUTHOR BIOS
  • Program Features
  • Instructor Tools
  • Accessibility

PART 1 Concepts and Techniques for Crafting and Executing Strategy
Chapter 1 What Is Strategy and Why Is It Important?
Chapter 2 Charting a Company’s Direction
Chapter 3 Evaluating a Company’s External Environment
Chapter 4 Evaluating a Company’s Resources, Capabilities, and Competitiveness
Chapter 5 The Five Generic Competitive Strategies
Chapter 6 Strengthening a Company’s Competitive Position
Chapter 7 Strategies for Competing in International Markets
Chapter 8 Corporate Strategy
Chapter 9 Ethics, Corporate Social Responsibility, Environmental Sustainability, and Strategy
Chapter 10 Building an Organization Capable of Good Strategy Execution
Chapter 11 Managing Internal Operations
Chapter 12 Corporate Culture and Leadership


PART 2 Cases in Crafting and Executing Strategy
Section A: Crafting Strategy in Single-Business Companies
1 Airbnb in 2020
2 Competition in the Craft Beer Industry in 2020
3 Costco Wholesale in 2020: Mission, Business Model, and Strategy
4 Ford Motor Company: Will the Company’s Strategic Moves Restore its Competitiveness and Financial Performance?
5 Macy’s, Inc.: Will Its Strategy Allow It to Survive in the Changing Retail Sector?
6 TOMS Shoes: Expanding Its Successful One For One Business Model
7 lululemon athletica’s Strategy in 2020: Is the Recent Growth in Retail Stores, Revenues, and Profitability Sustainable?
8 Under Armour’s Strategy in 2020: Can It Revive Sales and
9 Spotify in 2020: Can the Company Remain Competitive?
10 Beyond Meat, Inc.
11 Netflix’s 2020 Strategy for Battling Rivals in the Global Market for Streamed Video Subscribers
12 Twitter Inc. in 2020
13 Yeti in 2020: Can Brand Name and Innovation Keep it Ahead of the Competition?
14 GoPro in 2020: Have its Turnaround Strategies Failed?
15 Publix Super Markets: Its Strategy in the U.S. Supermarket and Grocery Store Industry
16 Tesla’s Strategy in 2020: Can It Deliver Sustained Profitability?
17 Unilever’s Purpose-led Brand Strategy: Can Alan Jope Balance Purpose and Profits?
18 Domino’s Pizza: Business Continuity Strategy during the Covid-19 Pandemic
19 Burbank Housing: Building from the Inside Out
20 Boeing 737 MAX: What Response Strategy is Needed to Ensure Passenger Safety and Restore the Company’s Reputation?
21 The Walt Disney Company: Its Diversification Strategy in 2020
22 Robin Hood
Section B: Crafting Strategy in Diversified Companies
23 Southwest Airlines in 2020: Culture, Values, and Operating Practices
24 Uber Technologies in 2020: Is the Gig Economy Labor Force Working for Uber?
Section C: Implementing and Executing Strategy
25 Starbucks in 2020: Is the Company on Track to Achieve Attractive Growth and Operational Excellence?
26 Nucor Corporation in 2020: Pursuing Efforts to Grow Sales and Market Share Despite Tough Market Conditions
27 Eliminating Modern Slavery from Supply Chains: Can Nestlé Lead the Way?

About the Author

Arthur Thompson

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.

Margaret Peteraf

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 StrategyManagement 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 numerouseditorial 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 Executivelevel.

Professor Peteraf earned her Ph.D., M.A., and M.Phil. at YaleUniversity and held previous faculty appointments at Northwestern University's Kellogg Graduate School ofManagement and at the University of Minnesota's Carlson School of Management.

John Gamble

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.

A. Strickland

A.J. (Lonnie) Strickland received a BS in Math and Physics from the University of Georgia, an MS in Industrial Management from Georgia Institute of Technology, and a PhD from Georgia State university. He currently holds the rank of Professor of Strategic Management in the Graduate School of Business at the University of Alabama. He has done extensive consulting and research work. In recent years, he was honored with the Outstanding Professor Award for the Graduate School of Business, and was the recipient of the Outstanding Commitment to Teaching Award for the University of Alabama.

Crafting & Executing Strategy: The Quest for Competitive Advantage: Concepts and Cases (4)

Crafting & Executing Strategy: The Quest for Competitive Advantage: Concepts and Cases (5)


By prompting students to engage with key concepts, while continually adapting to their individual needs, Connect activates learning and empowers students to take control resulting in better grades and increased retention rates. Proven online content integrates seamlessly with our adaptive technology, and helps build student confidence outside of the classroom.

Learn more

SmartBook® 2.0

Available within Connect, SmartBook 2.0 is an adaptive learning solution that provides personalized learning to individual student needs, continually adapting to pinpoint knowledge gaps and focus learning on concepts requiring additional study. SmartBook 2.0 fosters more productive learning, taking the guesswork out of what to study, and helps students better prepare for class. With the ReadAnywhere mobile app, students can now read and complete SmartBook 2.0 assignments both online and off-line. For instructors, SmartBook 2.0 provides more granular control over assignments with content selection now available at the concept level. SmartBook 2.0 also includes advanced reporting features that enable instructors to track student progress with actionable insights that guide teaching strategies and advanced instruction, for a more dynamic class experience.

Learn more

(Video) Test Bank Crafting & Executing Strategy 22nd Edition Thompson

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Crafting & Executing Strategy: The Quest for Competitive Advantage: Concepts and Cases (6)

Your text has great instructor tools – like presentation slides, instructor manuals, test banks and more. Follow the steps below to access your instructor resources or watch the step-by-step video.

  1. To get started, you'll need to visit connect.mheducation.com to sign in. (If you do not have an account, you'll need to request one from your MH rep. To find your rep – visit the Find Your Rep page).
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Accessibility Rubric

Creating accessible products is a priority for McGraw Hill. We have put in place processes to make accessibility and meeting the WCAG AA guidelines part of our day-to-day development efforts and product roadmaps.

Please review our accessibility information for this specific product.

In future editions, this rubric will be reformatted to increase accessibility and usability.

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TABLE OF CONTENTS

PART 1 Concepts and Techniques for Crafting and Executing Strategy
Chapter 1 What Is Strategy and Why Is It Important?
Chapter 2 Charting a Company’s Direction
Chapter 3 Evaluating a Company’s External Environment
Chapter 4 Evaluating a Company’s Resources, Capabilities, and Competitiveness
Chapter 5 The Five Generic Competitive Strategies
Chapter 6 Strengthening a Company’s Competitive Position
Chapter 7 Strategies for Competing in International Markets
Chapter 8 Corporate Strategy
Chapter 9 Ethics, Corporate Social Responsibility, Environmental Sustainability, and Strategy
Chapter 10 Building an Organization Capable of Good Strategy Execution
Chapter 11 Managing Internal Operations
Chapter 12 Corporate Culture and Leadership


PART 2 Cases in Crafting and Executing Strategy
Section A: Crafting Strategy in Single-Business Companies
1 Airbnb in 2020
2 Competition in the Craft Beer Industry in 2020
3 Costco Wholesale in 2020: Mission, Business Model, and Strategy
4 Ford Motor Company: Will the Company’s Strategic Moves Restore its Competitiveness and Financial Performance?
5 Macy’s, Inc.: Will Its Strategy Allow It to Survive in the Changing Retail Sector?
6 TOMS Shoes: Expanding Its Successful One For One Business Model
7 lululemon athletica’s Strategy in 2020: Is the Recent Growth in Retail Stores, Revenues, and Profitability Sustainable?
8 Under Armour’s Strategy in 2020: Can It Revive Sales and
9 Spotify in 2020: Can the Company Remain Competitive?
10 Beyond Meat, Inc.
11 Netflix’s 2020 Strategy for Battling Rivals in the Global Market for Streamed Video Subscribers
12 Twitter Inc. in 2020
13 Yeti in 2020: Can Brand Name and Innovation Keep it Ahead of the Competition?
14 GoPro in 2020: Have its Turnaround Strategies Failed?
15 Publix Super Markets: Its Strategy in the U.S. Supermarket and Grocery Store Industry
16 Tesla’s Strategy in 2020: Can It Deliver Sustained Profitability?
17 Unilever’s Purpose-led Brand Strategy: Can Alan Jope Balance Purpose and Profits?
18 Domino’s Pizza: Business Continuity Strategy during the Covid-19 Pandemic
19 Burbank Housing: Building from the Inside Out
20 Boeing 737 MAX: What Response Strategy is Needed to Ensure Passenger Safety and Restore the Company’s Reputation?
21 The Walt Disney Company: Its Diversification Strategy in 2020
22 Robin Hood
Section B: Crafting Strategy in Diversified Companies
23 Southwest Airlines in 2020: Culture, Values, and Operating Practices
24 Uber Technologies in 2020: Is the Gig Economy Labor Force Working for Uber?
Section C: Implementing and Executing Strategy
25 Starbucks in 2020: Is the Company on Track to Achieve Attractive Growth and Operational Excellence?
26 Nucor Corporation in 2020: Pursuing Efforts to Grow Sales and Market Share Despite Tough Market Conditions
27 Eliminating Modern Slavery from Supply Chains: Can Nestlé Lead the Way?

AUTHOR BIOS

About the Author

Arthur Thompson

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.

Margaret Peteraf

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 StrategyManagement 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 numerouseditorial 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 Executivelevel.

Professor Peteraf earned her Ph.D., M.A., and M.Phil. at YaleUniversity and held previous faculty appointments at Northwestern University's Kellogg Graduate School ofManagement and at the University of Minnesota's Carlson School of Management.

John Gamble

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.

A. Strickland

A.J. (Lonnie) Strickland received a BS in Math and Physics from the University of Georgia, an MS in Industrial Management from Georgia Institute of Technology, and a PhD from Georgia State university. He currently holds the rank of Professor of Strategic Management in the Graduate School of Business at the University of Alabama. He has done extensive consulting and research work. In recent years, he was honored with the Outstanding Professor Award for the Graduate School of Business, and was the recipient of the Outstanding Commitment to Teaching Award for the University of Alabama.

Program Features

Crafting & Executing Strategy: The Quest for Competitive Advantage: Concepts and Cases (7)

Crafting & Executing Strategy: The Quest for Competitive Advantage: Concepts and Cases (8)


By prompting students to engage with key concepts, while continually adapting to their individual needs, Connect activates learning and empowers students to take control resulting in better grades and increased retention rates. Proven online content integrates seamlessly with our adaptive technology, and helps build student confidence outside of the classroom.

Learn more

SmartBook® 2.0

Available within Connect, SmartBook 2.0 is an adaptive learning solution that provides personalized learning to individual student needs, continually adapting to pinpoint knowledge gaps and focus learning on concepts requiring additional study. SmartBook 2.0 fosters more productive learning, taking the guesswork out of what to study, and helps students better prepare for class. With the ReadAnywhere mobile app, students can now read and complete SmartBook 2.0 assignments both online and off-line. For instructors, SmartBook 2.0 provides more granular control over assignments with content selection now available at the concept level. SmartBook 2.0 also includes advanced reporting features that enable instructors to track student progress with actionable insights that guide teaching strategies and advanced instruction, for a more dynamic class experience.

Learn more

(Video) Crafting and executing strategy

Instructor Tools

How to Access Instructor Tools for your Course


Crafting & Executing Strategy: The Quest for Competitive Advantage: Concepts and Cases (9)

Your text has great instructor tools – like presentation slides, instructor manuals, test banks and more. Follow the steps below to access your instructor resources or watch the step-by-step video.

  1. To get started, you'll need to visit connect.mheducation.com to sign in. (If you do not have an account, you'll need to request one from your MH rep. To find your rep – visit the Find Your Rep page).
  2. Then, under "Find a Title," you'll search by title, author or subject.
  3. Select your desired title and create a course. (Note – you do not have to create assignments, just a course instance)
  4. Then go to your Connect course homepage.
  5. In the top navigation, select library to access the instructor resources that accompany the title.

Accessibility

Accessibility Rubric

Creating accessible products is a priority for McGraw Hill. We have put in place processes to make accessibility and meeting the WCAG AA guidelines part of our day-to-day development efforts and product roadmaps.

Please review our accessibility information for this specific product.

In future editions, this rubric will be reformatted to increase accessibility and usability.

McGraw Hill sites may contain links to websites owned and operated by third parties. These links are provided as supplementary materials, and for learners’ information and convenience only. McGraw Hill has no control over and is not responsible for the content or accessibility of any linked website.

For further information on McGraw‐Hill and Accessibility, please visit our accessibility page or contact us at accessibility@mheducation.com

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(Video) MGMT 449 CH 1 LECTURE: What is Strategy and Why is it Important?

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1. Crafting and Executing Strategy – new videos
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2. MGMT 449 CH 4 LECTURE: Evaluating a Company's Resources, Capabilities, and Competitiveness
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3. MGMT 449 CH 8 LECTURE: Corporate Strategy
(Jennifer Chandler)
4. MGMT 449 CH 10 LECTURE: Building an Organization Capable of Good Strategy Execution
(Jennifer Chandler)
5. IBS_Corporate Strategy and Execution, 25|09|21
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6. MGMT 449 CH 6 LECTURE: Strengthening a Company's Competitive Position
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