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
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. D ...