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CRAFTING AND EXECUTING STRATEGY
The Quest for Competitive Advantage
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Thompson, Strickland and Gambles', Crafting and Executing Strategy, 14e presents the most recent research in strategy in a way that students can understand and apply to business cases and problems. Known for its cases and teaching notes, Crafting and Executing Strategy includes a case line-up that will spark student interest and generate lively classroom discussions.CONTENTS:Part I: Concepts and Techniques for Crafting and Executing Strategy Section A: Introduction and Overview Chapter 1: What Is Strategy and Why Is It Important? Chapter 2: The Managerial Process of Crafting and Executing Stra...
Thompson, Strickland and Gambles', Crafting and Executing Strategy, 14e presents the most recent research in strategy in a way that students can understand and apply to business cases and problems. Known for its cases and teaching notes, Crafting and Executing Strategy includes a case line-up that will spark student interest and generate lively classroom discussions.
CONTENTS:
Part I: Concepts and Techniques for Crafting and Executing Strategy
Section A: Introduction and Overview
Chapter 1: What Is Strategy and Why Is It Important?
Chapter 2: The Managerial Process of Crafting and Executing Strategy
Section B: Core Concepts and Analytical Tools
Chapter 3: Evaluating a Company's External Environment
Chapter 4: Evaluating a Company's Resources and Competitiveness
Section C: Crafting a Strategy
Chapter 5: The Five Generic Competitive Strategies--Which One to Employ?
Chapter 6: Beyond Competitive Strategy¿Other Important Strategy Choices/Options
Chapter 7: Strategies for Competing in Foreign Markets
Chapter 8: Tailoring Strategy to Fit Specific Industry and Company Situations
Chapter 9: Diversification: Strategies for Managing a Group of Businesses
Chapter 10: Strategy, Ethics, and Social Responsibility
Section D: Executing the Strategy
Chapter 11: Building Resource Strengths and Organizational Capabilities
Chapter 12: Striving for Operating Excellence
Chapter 13: Corporate Culture and Leadership
Part II: Cases in Crafting and Executing Strategy
Section A: Crafting Strategy in Single-Business Companies
Section B: Crafting Strategy in Diversified Companies
Section C: Implementing and Executing Strategy
Section D: Strategy, Ethics and Social Responsibility
CONTENTS:
Part I: Concepts and Techniques for Crafting and Executing Strategy
Section A: Introduction and Overview
Chapter 1: What Is Strategy and Why Is It Important?
Chapter 2: The Managerial Process of Crafting and Executing Strategy
Section B: Core Concepts and Analytical Tools
Chapter 3: Evaluating a Company's External Environment
Chapter 4: Evaluating a Company's Resources and Competitiveness
Section C: Crafting a Strategy
Chapter 5: The Five Generic Competitive Strategies--Which One to Employ?
Chapter 6: Beyond Competitive Strategy¿Other Important Strategy Choices/Options
Chapter 7: Strategies for Competing in Foreign Markets
Chapter 8: Tailoring Strategy to Fit Specific Industry and Company Situations
Chapter 9: Diversification: Strategies for Managing a Group of Businesses
Chapter 10: Strategy, Ethics, and Social Responsibility
Section D: Executing the Strategy
Chapter 11: Building Resource Strengths and Organizational Capabilities
Chapter 12: Striving for Operating Excellence
Chapter 13: Corporate Culture and Leadership
Part II: Cases in Crafting and Executing Strategy
Section A: Crafting Strategy in Single-Business Companies
Section B: Crafting Strategy in Diversified Companies
Section C: Implementing and Executing Strategy
Section D: Strategy, Ethics and Social Responsibility