Includes indexes.

Includes bibliographical references and index.

Concepts and techniques for crafting and executing strategy -- Section a: introduction and overview -- What is strategy and why is it important? -- Charting a company's direction: its vision, mission, objectives, and strategy -- Evaluating a company?s external environment -- Evaluating a company's resources, capabilities, and competitiveness -- The five generic competitive strategies : which one to employ? -- Strengthening a company's competitive position : strategic moves, timing, and scope of operations -- Strategies for competing in international markets -- Corporate strategy : diversification and the multibusiness company -- Ethics, corporate social responsibility, environmental sustainability, and strategy -- Building an organization capable of good strategy execution : people, capabilities, and structure -- Managing internal operations : actions that promote good strategy execution -- Corporate culture and leadership : keys to good strategy execution -- Cases in crafting and executing strategy -- Section a: crafting strategy in single-business companies -- Mystic monk coffee -- Whole Foods market in 2010: vision, core values, and strategy -- The O-fold innovation for preventing wrinkles : a good business opportunity? -- Competition among the North American warehouse clubs : Costco wholesale versus Sam's Club versus BJ?'s wholesale -- Competition in energy drinks, sports drinks, and vitamin-enhanced beverages -- Netflix's business model and strategy in renting movies and TV episodes -- Redbox's strategy in the movie rental industry -- Cash connection : are its payday lender strategy and its business model ethical? -- Blue Nile Inc. in 2010 : will its strategy to remain number one in online diamond retailing work? -- Apple Inc. in 2010 -- Gap Inc. in 2010 : is the turnaround strategy working? -- Google's strategy in 2010 -- Skywest, Inc., and the regional airline industry in 2009 -- Silver ships' strategy in the military and workboat industry -- Skype versus AT & T and the future of telecommunications -- Section B: Crafting strategy in diversified companies -- Sara Lee corporation in 2011 : has its retrenchment strategy been successful? -- Smucker's in 2011 : expanding the business lineup -- Robin Hood -- Dilemma at Devil's Den -- Southwest Airlines in 2010 : culture, values, and operating practices -- Namast' Solar -- Herman Miller Inc. : the reinvention and renewal of an iconic manufacturer of office furniture -- Starbucks' strategy and internal initiatives to return to profitable growth -- Norton Lilly International: implementing transformational change in the shipping industry -- Good Hotel : doing good, doing well? -- W.L. Gore & Associates : developing global teams to meet 21st-century challenges -- Strategy, ethics, and social responsibility -- Rhino capture in Kruger National Park -- Countrywide financial corporation and the subprime mortgage debacle -- The Upper Big Ranch mine disaster case -- Frogs Leap Winery case -- Photo credits -- Indexes -- Organization -- Name -- Subject.

The distinguishing mark of the 19th edition is its enriched and enlivened presentation of the material in each of the 12 chapters, providing an as up-to-date and engrossing discussion of the core concepts and analytical tools as you will find anywhere. There is an accompanying line-up of exciting new cases that bring the content to life and are sure to provoke interesting classroom discussions, deepening students' understanding of the material in the process. While this 19th edition retains the 12-chapter structure of the prior edition, every chapter -indeed every paragraph and every line - has been re-examined, refined, and refreshed. New content has been added to keep the material in line with the latest developments in the theory and practice of strategic management. In other areas, coverage has been trimmed to keep the book at a more manageable size. Scores of new examples have been added, along with 16 new Illustration Capsules, to enrich understanding of the content and to provide students with a ringside view of strategy in action. The result is a text that cuts straight to the chase in terms of what students really need to know and gives instructors a leg up on teaching that material effectively. It remains, as always, solidly mainstream and balanced, mirroring both the penetrating insight of academic thought and the pragmatism of real-world strategic management.