Essentials of Strategic Management: The Quest for Competitive Advantage 7th International Edition, ISBN-13: 978-1260575668

Essentials of Strategic Management: The Quest for Competitive Advantage 7th International Edition, ISBN-13: 978-1260575668

[PDF eBook eTextbook]

• Publisher: ‎ McGraw Hill; 7th edition (February 10, 2020)
• Language: ‎ English
• 464 pages
• ISBN-10: 1260575667
  
• ISBN-13: ‎978-1260575668

Essentials of Strategic Management, 7th Edition by Gamble, Peteraf, and Thompson presents concise, straight-to-the-point discussions, and timely examples, with a writing style that captures student interest. It features 10 chapters with 12 diverse and tightly-linked cases. The content is solidly mainstream and balanced, mirroring both insights of academic thought and real-world strategic management. For years, strategy instructors have been shifting from purely text and cases to a text-cases-simulation course structure. Two widely used online competitive strategy simulations, The Business Strategy Game (BSG) and GLO-BUS, are optional companions. Both simulations are closely linked to the content.

Table of Contents:

PART ONE CONCEPTS AND TECHNIQUES
FOR CRAFTING AND EXECUTING
STRATEGY
Section A: Introduction and Overview
1 Strategy, Business Models, and Competitive
Advantage 2
2 Strategy Formulation, Execution,
and Governance 14
Section B: Core Concepts and Analytical Tools
3 Evaluating a Company’s External
Environment 37
4 Evaluating a Company’s Resources, Capabilities,
and Competitiveness 65
Section C: Crafting a Strategy
5 The Five Generic Competitive Strategies 88
6 Strengthening a Company’s Competitive Position:
Strategic Moves, Timing, and Scope of
Operations 110
7 Strategies for Competing in International
Markets 131
8 Corporate Strategy: Diversification and
the Multibusiness
Company 152
9 Ethics, Corporate Social Responsibility,
Environmental
Sustainability, and Strategy 180
Section D: Executing the Strategy
10 Superior Strategy Execution—Another Path to
Competitive Advantage 198
Appendix Key Financial Ratios: How to Calculate
Them and What They Mean 229

PART TWO CASES IN CRAFTING
AND EXECUTING STRATEGY
Case 1 Fixer Upper: Expanding the Magnolia
Brand 231
Case 2 Lola’s Market: Capturing a New
Generation 236
Case 3 Under Armour’s Strategy in 2019: Its
Struggle to Revive North American Sales
and Profitability 242
Case 4 iRobot in 2019: Can the Company Keep
the Magic? 269
Case 5 Twitter, Inc. in 2019: Are the Growth
and Profit Sustainable? 283
Case 6 Netflix in 2019: Striving to Solidify Its
Position
as the Global Leader 294
Case 7 Mattel Incorporated in 2019: Hard Times
in the Toy Industry 309
Case 8 Tesla’s Strategy in 2019: Is Sustained
Profitability
a Realistic Prospect? 326
Case 9 The Walt Disney Company: Its
Diversification
Strategy in 2018 354
Case 10 Robin Hood 368
Case 11 Starbucks in 2019: Is the Company on Track
to Achieve Operational Excellence and
Attractive Growth? 370
Case 12 Profiting from Pain: Business and the U.S.
Opioid Epidemic 399
Glossary 408
Indexes 412

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.

Margaret A. Peteraf is the Leon E. Williams Professor of Management at the Tuck School of Business at Dartmouth College. She is an internationally recognized scholar of strategic management, with a long list of publications in top management journals. She has earned myriad honors and prizes for her contributions, including the 1999 Strategic Management Society Best Paper Award recognizing the deep influence of her work on the field of Strategic Management. Professor Peteraf is a fellow of the Strategy Management Society and the Academy of Management. She served previously as a member of the Board of Governors of both the Society and the Academy of Management and as Chair of the Business Policy and Strategy Division of the Academy. She has also served in various editorial roles on numerous editorial boards, including the Strategic Management Journal, the Academy of Management Review, and Organization Science. She has taught in Executive Education programs in various programs around the world and has won teaching awards at the MBA and Executive level.

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