Solution Manual (Download Now) For Essentials of Strategic Management: The Quest for Competitive Advantage 6th Edition By Gamble
Solution Manual (Download Now) For Essentials of Strategic Management: The Quest for Competitive Advantage 6th Edition By John Gamble, Margaret Peteraf, Arthur Thompson Jr.
ISBN 10: 1259927636, ISBN 13: 9781259927638
Table Of Content
PART ONE CONCEPTS AND TECHNIQUES FOR CRAFTING AND EXECUTING STRATEGY
Section A: Introduction and Overview
1 Strategy, Business Models, and Competitive Advantage
2 Strategy Formulation, Execution, and Governance
Section B: Core Concepts and Analytical Tools
3 Evaluating a Company’s External Environment
4 Evaluating a Company’s Resources, Capabilities, and Competitiveness
Section C: Crafting a Strategy
5 The Five Generic Competitive Strategies
6 Strengthening a Company’s Competitive Position: Strategic Moves, Timing, and Scope of Operations
7 Strategies for Competing in International Markets
8 Corporate Strategy: Diversification and the Multibusiness Company
9 Ethics, Corporate Social Responsibility, Environmental Sustainability, and Strategy
Section D: Executing the Strategy
10 Superior Strategy Execution—Another Path to Competitive Advantage
PART TWO CASES IN CRAFTING AND EXECUTING STRATEGY
Case 1 Airbnb, Inc., in 2017 233
Case 2 Costco Wholesale in 2017: Mission, Business Model, and Strategy 238
Case 3 Competition in the Craft Brewing Industry in 2017 261
Case 4 Fitbit, Inc., in 2017: Can It Revive Its Strategy and Reverse Mounting Losses? 271
Case 5 lululemon athletica, inc., in 2017: Is the Company on the Path to Becoming a High Performer Once Again? 279
Case 6 Gap Inc.: Can It Develop a Strategy to Connect with Consumers in 2017? 298
Case 7 GoPro in 2017: Will Its Turnaround Strategy Restore Profitability? 307
Case 8 Ricoh Canada 322
Case 9 Mondelēz International’s Diversification Strategy in 2017: Has Corporate Restructuring Benefited Shareholders? 335
Case 10 Robin Hood 346
Case 11 Rosen Hotels & Resorts 348
Case 12 TOMS Shoes in 2016: An Ongoing Dedication to Social Responsibility 360
About the Author
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.
Professor Peteraf earned her Ph.D., M.A., and M.Phil. at Yale University and held previous faculty appointments at Northwestern University’s Kellogg Graduate School of Management and at the University of Minnesota’s Carlson School of Management.
Arthur Thompson Jr.
Thompson’s teaching experience includes 25+ years at the University of Alabama, and 3 years at Virginia Polytechnic Institute and State University. He earned a BS in Liberal Arts and a PhD in Economics from the University of Tennessee. He is a member of the American Economic Association, the Academy of Management, and the Southern Management Association. He has also served on the editorial boards of a number of journals, including the Journal of Economics and Finance, the Journal of Management, the Journal of Management Case Studies, and the Journal of Management Issues.