Solution Manual For Crafting and Executing Strategy Concepts and Cases 18th Edition Arthur Thompson

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Solution Manual For Crafting and Executing Strategy Concepts and Cases 18th Edition Arthur Thompson

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Table Of Contents
PART ONE 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: Charting a Company’s Direction: Vision and Mission, Objectives, and Strategy

Section B: Core Concepts and Analytical Tools

Chapter 3: Evaluating a Company’s External Environment

Chapter 4: Evaluating a Company’s Resources, Capabilities, and Competitiveness

Section C: Crafting a Strategy

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

Chapter 6: Strengthening a Company’s Competitive Position: Strategic Moves, Timing, and Scope of Operations

Chapter 7: Strategies for Competing in International Markets

Chapter 8: Corporate Strategy: Diversification and the Multibusiness Company

Chapter 9: Ethics, Corporate Social Responsibility, Environmental Sustainability, and Strategy

Section D: Executing the Strategy

Chapter 10: Building an Organization Capable of Good Strategy Execution: People, Capabilities, and Structure

Chapter 11: Managing Internal Operations: Actions That Promote Good Strategy Execution

Chapter 12: Corporate Culture and Leadership: Keys to Good Strategy Execution

PART TWO Cases in Crafting and Executing Strategy

Section A: Crafting Strategy in Single-Business Companies

Case 1: Mystic Monk Coffee

Case 2: Whole Foods Market in 2010: Vision, Core Values, and Strategy*

Case 3: The O-Fold Innovation for Preventing Wrinkles: A Good Business Opportunity?

Case 4: Competition among the North American Warehouse Clubs: Costco Wholesale versus Sam’s Club versus BJ’s Wholesale*

Case 5: Competition in Energy Drinks, Sports Drinks, and Vitamin-Enhanced Beverages*

Case 6: Netflix’s Business Model and Strategy in Renting Movies and TV Episodes*

Case 7: Redbox’s Strategy in the Movie Rental Industry*

Case 8: Cash Connection: Are Its Payday Lender Strategy and Its Business Model Ethical?

Case 9: Blue Nile Inc. in 2010: Will Its Strategy to Remain Number One in Online Diamond Retailing Work?*

Case 10: Apple Inc. in 2010*

Case 11: Gap Inc. in 2010: Is the Turnaround Strategy Working?

Case 12: Google’s Strategy in 2010*

Case 13: SkyWest, Inc., and the Regional Airline Industry in 2009

Case 14: Silver Ships’ Strategy in the Military and Workboat Industry

Case 15: Skype versus ATandT and the Future of Telecommunications

Section B: Crafting Strategy in Diversified Companies

Case 16: Sara Lee Corporation in 2011: Has Its Retrenchment Strategy Been Successful?*

Case 17: Smucker’s in 2011: Expanding the Business Lineup

Section C: Implementing and Executing Strategy

Case 18: Robin Hood

Case 19: Dilemma at Devil’s Den

Case 20: Southwest Airlines in 2010: Culture, Values, and Operating Practices*

Case 21: Namasté Solar

Case 22: Herman Miller Inc.: The Reinvention and Renewal of an Iconic Manufacturer of Office Furniture

Case 23: Starbucks’ Strategy and Internal Initiatives to Return to Profitable Growth*

Case 24: Norton Lilly International: Implementing Transformational Change in the Shipping Industry

Case 25: Good Hotel: Doing Good, Doing Well?

Case 26: W. L. Gore and Associates: Developing Global Teams to Meet 21st-Century Challenges

Section D: Strategy, Ethics, and Social Responsibility

Case 27: Rhino Capture in Kruger National Park

Case 28: Countrywide Financial Corporation and the Subprime Mortgage Debacle

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