Strategy: Winning in the Marketplace: Core Concepts, Analytical Tools, Cases with Online Learning Center with Premium Content Card

STRATEGY: Winning in the Marketplace is the newest offering from proven authors Thompson, Gamble, and Strickland. As in previous works, the authors' mainstream presentation includes the most recent research in strategy presented in a way that students can understand and apply to business cases and problems. With fewer chapters and pages and shorter cases than previous texts by these authors, this text offers a more concise, lively, and user-friendly presentation of strategic management. Fundamental strengths of Thompson/Gamble/Strickland text treatments are very much evident in this edition-a compelling presentation of Porter's Five-Forces model and globally competitive markets and first-rate coverage of strategy execution and the drive for operating excellence.Another hallmark of this new product is the package of Thompson/Gamble/Strickland cases and related teaching notes. Over the years, this author team has developed a great network of case authors and is able to select from the cream of the crop. Having written scores of cases themselves and having a combined experience of 70 years teaching this particular course, they are very skilled in selecting the types of cases that will spark student interest and generate lively classroom discussions. Many of the cases reflect high profile industries, companies, products, and people that students will have heard of, know about from personal experience, or can easily identify with. The new case line-up features an exciting collection of the latest and best cases flush with valuable teaching points and lessons for students.

Table of Contents:
Strategy: Winning in the Marketplace: Core Concepts, Analytical Tools, CasesThompson, Gamble, and StricklandPart I Introduction and OverviewChapter 1, What is strategy and why is it important?Part II Core Concepts and Analytical ToolsChapter 2, Analyzing a company’s external environmentChapter 3, Analyzing a company’s resources and competitive positionPart III Crafting the StrategyChapter 4, Crafting a strategy: The quest for competitive advantageChapter 5, Competing in foreign marketsChapter 6, Diversification: Strategies for managing a group of businessesChapter 7, Strategy, ethics, and social responsibilityPart IV Executing the StrategyChapter 8, Executing the strategy: Building a capable organization and instilling a cultureChapter 9, Managing internal operations in ways that promote good strategy executionPart V Cases in Crafting and Executing StrategySection A: Crafting Strategy in Single-Business Companies1. Whole Foods Market in 20052. Starbucks in 2004: Driving for Global Dominance3. Netflix in 2004: What Strategic Moves to Make Next?4. From KaZaA to Skype.5. Competition in MP3 Players6. Competition in the Bottled Water Industry in 20047. Dell, Inc. in 20058. easyCar.com9. KFC and the Global Fast Food Industry10. Krispy Kreme Doughnuts in 2005: Are the Glory Days Over?11. Atkins Nutritionals: A Market Driven Business Model12. Kodak at the Crossroads: The Transition from Film-Based to Digital Technology13. Adam Aircraft14. Creating Customer Value at Rocky Mountain Fiberboard15. Electronic Arts and the Global Video Game Industry16. Ebay17. Google’s Strategy—The Quest for a Technology-Based Competitive Advantage18. Vincor and the New World of Wine19. Coca-Cola’s Marketing Challenges in Brazil: The Tubaínas War20. Harley Davidson21. Globalizing Volkswagen: Creating Excellence on All FrontsSection B: Crafting Strategy in Diversified Companies22. Adidas-Salomon23. News Corp in 2004: The DirecTV Acquisition and BeyondSection C: Cases in Executing Strategy24. Robin Hood25. Dilemma at Devil’s Den26. Wal-Mart Stores, Inc.—A New Set of Challenges27. Michelin China28. Singapore Airlines 2004—Managing Organizational Change in a Turbulent Environment29. Best Buy: Staying at the Top30. Deloitte & Touche: Integrating Section D: Strategy, Ethics, and Social Responsibility31. Smithfield Foods: When Growing the Business Damages the Environment32. Merck and the Vioxx Fallout

About the Author :
Arthur A. Thompson, Jr., earned his B.S and Ph.D. degrees in economics from The University of Tennessee, spent three years on the economics faculty at Virginia Tech, and served on the faculty of The University of Alabama's College of Commerce and Business Administration for 24 years. In 1974 and again in 1982, Dr. Thompson spent semester-long sabbaticals as a visiting scholar at the Harvard Business School.His areas of specialization are business strategy, competition and market analysis, and the economics of business enterprises. In addition to publishing over 30 articles in some 25 different professional and trade publications, he has authored or co-authored five textbooks and six computer-based simulation exercises. His textbooks and strategy simulations have been used at well over 1,000 college and university campuses worldwide. Dr. Thompson spends much of his off-campus time giving presentations, putting on management development programs, working with companies, and helping operate a business simulation enterprise in which he is a major partner. Dr.Thompson and his wife of 56 years have two daughters, two grandchildren, and a Yorkshire terrier. John E. Gamble is currently Associate Dean and Professor of Management in the Mitchell College of Business at the University of South Alabama. His teaching specialty at USA is strategic management and he also conducts a course in strategic management in Germany, which is sponsored by the University of Applied Sciences in Worms. Dr. Gamble's research interests center on strategic issues in entrepreneurial, health care, and manufacturing settings. His work has been published in various scholarly journals and he is the author or co-author of more than 50 case studies published in an assortment of strategic management and strategic marketing texts. He has done consulting on industry and market analysis for clients in a diverse mix of industries. Professor Gamble received his Ph.D. in management from the University of Alabama in 1995. Dr. Gamble also has a Bachelor of Science degree and a Master of Arts degree from the University of Alabama. A.J. (Lonnie) Strickland received a BS in Math and Physics from the University of Georgia, an MS in Industrial Management from Georgia Institute of Technology, and a PhD from Georgia State university. He currently holds the rank of Professor of Strategic Management in the Graduate School of Business at the University of Alabama. He has done extensive consulting and research work. In recent years, he was honored with the Outstanding Professor Award for the Graduate School of Business, and was the recipient of the Outstanding Commitment to Teaching Award for the University of Alabama.