Solution Manual For Crafting and Executing Strategy Concepts and Cases 21st Edition Thompson
Table Of Contents
Part 1: 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: Its Vision, 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
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 2: Cases in Crafting and Executing Strategy
Section A: Crafting Strategy in Single-Business Companies
Case 1: Mystic Monk Coffee
Case 2: Airbnb in 2016: A Business Model for Sharing Economy
Case3: Amazon.com’s Business Model and Its Evolution
Case 4: Costco Wholesale in 2016: Mission, Business Model, and Strategy
Case5: Competition in the Craft Beer Industry
Case 6: TOMS Shoes in 2016: An Ongoing Dedication to Social Responsibility
Case 7: Fitbit, Inc.: Has the Company Outgrown Its Strategy?
Case 8: Under Armour’s Strategy in 2016-How Big a Factor Can the Company Become in the $250 Billion Global Market for Sports Apparel and Footwear?
Case 9: Lululemon Athletica, Inc. in 2016: Can the Company Get Back on Track?
Case 10: Etsy, Inc.: Reimagining Innovation
Case 11: Gap, Inc.: Can It Develop a Strategy to Connect with Consumers in 2016?
Case 12: Uber in 2016: Can It Remain the Dominant Leader of the World’s Fast Emerging Ride-Sharing Industry?
Case 13: Panera Bread Company in 2016: Is the Company’s Strategy to Rejuvenate the Company’s Growth Working?
Case 14: Chipotle Mexican Grill in 2016: Can the Company Recover from Its E. Coli Disaster and Grow Customer Traffic Again?
Case 15: GoPro’s Struggle for Survival in 2016
Case 16: Tesla Motors in 2016: Will Its Strategy Be Defeated by Low Gasoline Prices and Mounting Competition?
Case 17: The South African Win Industry in 2016: Where Does It Go from Here?
Case 18: Ford Motor Company: New Strategies for International Growth
Case 19: The Green Music Center at Sonoma State University
Case 20: Ricoh Canada Inc.
Section B: Crafting Strategy in Diversified Companies
Case 21: Mondelez International: Has Corporate Restructuring Produced Shareholder Value?
Case 22: LVMH in 2016: Its Diversification into Luxury Goods
Section C: Implementing and Executing Strategy
Case 23: Robin Hood
Case 24: Dilemma at Devil’s Den
Case 25: Southwest Airlines in 2016: Culture, Values, and Operating Practices
Case 26: Rosen Hotels & Resorts: Delivering Superior Customer Service
Case 27: Nucor Corporation in 2016: Contending with the Challenges of Low-Cost Foreign Imports and Weak Demand for Steel Products
Case 28: Tim Cook’s Leadership and Management Style: Building His Own Legacy at Apple
Section D: Strategy, Ethics, and Social Responsibility
Case 29: NCAA Football: Is It Worth It?
Case 30: Rhino Poaching in South Africa: Do National Parks Have Sufficient Resources to Fight Wildlife Crime?
Case 31: Conflict Palm Oil and PepsiCo’s Ethical Dilemma