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. 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....