Thompson, Strickland and Gamble's, CRAFTING AND EXECUTING STRATEGY, 15e presents the latest research findings from the literature and cutting-edge strategic practices of companies have been incorporated to keep step with both theory and practice. Scores of new examples have been added to complement the new and updated Illustration Capsules. More chapter-end exercises have been included. The result is a text treatment with more punch, greater clarity, and improved classroom effectiveness. But none of the changes have altered the fundamental character that has driven the text's success over the years. The chapter content continues to be solidly mainstream and balanced, mirroring both the best academic thinking and the pragmatism of real-world strategic management. This paperback version of the text does not contain any cases, but it does include 21 readings from noted business writers that support the concepts in the main text portion. Instructors who would like to create their own case packets to go with this book should go to www.mhhe.com/primis to make their selections.



TABLE OF CONTENTS:

part one Concepts and Techniques for Crafting and Executing Strategy

Section A: Introduction and Overview

1. What Is Strategy and Why Is It Important?

2. The Managerial Process of Crafting and Executing Strategy

Section B: Core Concepts and Analytical Tools

3. Evaluating a Company?s External Environment

4. Analyzing a Company?s Resources and Competitive Position

Section C: Crafting a Strategy

5. The Five Generic Competitive Strategies: Which One to Employ?

6. Supplementing the Chosen Competitive Strategy: Other Important Strategy Choices

7. Competing in Foreign Markets

8. Tailoring Strategy to Fit Specific Industry and Company Situations

9. Diversification: Strategies for Managing a Group of Businesses

10. Strategy, Ethics, and Social Responsibility

Section D: Executing the Strategy

11. Building an Organization Capable of Good Strategy Execution

12. Managing Internal Operations: Actions That Facilitate Strategy

13. Corporate Culture and Leadership: Keys to Good Strategy Execution

part two Readings

Section A: What is Strategy and How is the Process of Crafting and Executing Strategy Managed?

1. What Is Strategy and How Do You Know If You Have One?

2. Walking the Talk (Really!): Why Visions Fail

3. The Power of Business Models

4. The Balanced Scorecard: To Adopt or Not to Adopt?

5. Stretching Strategic Thinking

Section B: Crafting Strategy in Single Business Companies

6. A New Tool for Strategy Analysis: The Opportunity Model

7. Playing Hardball: Why Strategy Still Matters

8. Value Innovation: A Leap into the Blue Ocean

9. Confronting the Low-End Competition

10. Strategies for Asia?s New Competitive Game

11. Racing to Be 2nd: Conquering the Industries of the Future

12. Outsourcing Strategies: Opportunities and Risks

Section C: Crafting Strategy in Diversified Companies

13. Insights from the New Conglomerates

Section D: Executing Strategy

14. Turning Great Strategy into Great Performance

15. Beyond Best Practice

16. The Integration of Lean Management and Six Sigma

17. Linking Goals to Monetary Incentives

18. A Leader?s Guide to Creating an Innovation Culture

19. The Seven Habits of Spectacularly Unsuccessful Executives

Section E: Strategy, Ethics, and Social Responsibility

20. Competing Responsibly

21. The Ethics Commitment Process: Sustainability through Value-Based Ethics

Indexes

Organization

Name

Case

Subject