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 External Environment
Chapter 4: Evaluating a Company Resources and Competitiveness
Section C: Crafting a Strategy
Chapter 5: The Five Generic Competitive Strategies–Which One to Employ?
Chapter 6: Beyond Competitive Strategy*ƒ²*ƒ”€šOther 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
Section A: Crafting Strategy in Single-Business Companies
1. Starbucks in 2004: Driving for Global Dominance: Arthur A. Thompson, Jr., The
University of Alabama; Amit Shah, Frostburg State University; and Thomas F. Hawk,
Frostburg State University
2. Netflix: Braxton Maddox,The University of Alabama
3. Azalea Seafood in 2003: John E. Gamble, University of South Alabama
4. Non Stop Yacht, S.L.: Charlene Nicholls-Nixon, University of Western Ontario; Ken
Mark, University of Western Ontario; and Jordan Mitchell, University of Western Ontario
5. Competition in the Bottled Water Industry: John E. Gamble, University of South
Alabama
6. Dollar General and the Extreme Value Retailing Industry: Stephen Vitucci, Tarleton
State University and Sue A. Cullars, Tarleton State University
7. Growth, Strategy and Slotting at No Pudge! Foods, Inc.: Chris Robertson, Northeastern
University
8. Dell Computer in 2003: Arthur A. Thompson, Jr., University of Alabama and JohnE.
