Part I: 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: Leading the Process of Crafting and Executing Strategy

Section B: Core Concepts and Analytical Tools

Chapter 3: Evaluating a Company’s External Environment

Chapter 4: Evaluating a Company’s Resources and Competitive Position

Section C: Crafting a Strategy

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

Chapter 6: Supplementing the Chosen Competitive Strategy: Other Important Business Strategy Choices

Chapter 7: Strategies for Competing in Foreign Markets

Chapter 8: Diversification: Strategies for Managing a Group of Businesses

Chapter 9: Ethical Business Strategies, Social Responsibility, and Environmental Sustainability

Section D: Executing the Strategy

Chapter 10: Building an Organization Capable of Good Strategy Execution

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

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

Part II: Cases

Section A: Crafting Strategy in Single-Business Companies

• Whole Foods Market in 2008—Vision, Core Values, and Strategy
• Costco Wholesale Corp. in 2008— Mission, Business Model, and Strategy
• JetBlue Airways: A Cadre of New Managers Takes Control
• Competition in the Golf Equipment Industry in 2008
• Competition in the Movie Rental Industry in 2008: Netflix and Blockbuster Battle for Market Leadership
• Dell, Inc. in 2008—Can It Overtake Hewlett-Packard as the Worldwide Leader in Personal Computers?
• Apple, Inc. in 2008
• Panera Bread Company
• Rogers’s Chocolates
• Nucor Corporation—Competing Against Low Cost Foreign Imports
• Competition in Video Game Consoles
• Nintendo’s Strategy for the Wii—Good Enough to Beat Xbox 360 and PlayStation 3?
• Corona Beer
• Google’s Strategy in 2008
• The Challenges Facing eBay in 2008—Time for Changes in Strategy?
• Loblaw Companies Limited: Preparing for Wal-Mart Supercenters
• Research in Motion: Managing Explosive Growth

Section B: Crafting Strategy in Diversified Companies

• Adidas in 2008: Has Corporate Restructuring Increased Shareholder Value?
• PepsiCo’s Diversification Strategy in 2008

Section C: Executing Strategy and Strategic Leadership

• Robin Hood
• Dilemma at Devil’s Den
• Wal-Mart Stores, Inc. in 2008—Management’s Initiatives to Transform the Company and Curtail Wal-Mart Bashing
• Southwest Airlines in 2008: Culture, Values, and Operating Practices
• Shangri-La Hotels

Section D: Strategy, Ethics, and Social Responsibility

• E. & J. Gallo
• Detecting Unethical Practices at Supplier Factories: The Monitoring and Remediation Challenges