crafting and executing strategy the quest for competitive advantage, concepts and cases thompson

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Crafting and

Executing StrategyThe Quest for Competitive AdvantageConcepts and Cases

15th Edition

Arthur A. Thompson, Jr.University of Alabama

A.J. Strickland IIIUniversity of Alabama

John E. GambleUniversity of South Alabama

copyright page

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To our families and especially our wives: Hasseline, Kitty, and Debra

About the Authorsfaa_tt

A P

rthur A. Thompson, Jr., is a professor of mass communication and journalism at California State University, Fresno. He earned his masters degree from CSUF and his bachelors degree from what was then known as Fresno State College. In addition to teaching classes in broadcast management, news writing, production, and pop culture, Wilson serves as general manager and faculty adviser for the student-run campus radio station, KFSR-FM. Wilson spent 20 years working in radio broadcasting as a news reporter, news director, program director, and station manger before joining the faculty at CSUF in 1983. He also trained military personnel for work in the Armed Forces Radio and Television Service while assigned to the Department of Defense Information School at Fort Slocum, New York.

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rofessor A. J. Strickland III is professor emeritus of mass communication at the College of the Desert in Palm Desert, California. He holds a doctorate from the University of Southern California and earned his bachelors and masters degrees from California State Universities, Fresno and Stanislaus. Prior to his 34-year teaching career, he worked as newspaper and radio journalist and as a public relations consultant. Wilson has held leadership positions in state and natUniversity of Southern California and earned his bachelors and masters degrees from California State Universities, Fresno and Stanislaus. Prior to his 34-year teaching career, he worked as newspaper and radio journalist and as a public relations consultant. Wilson has held leadership positions in state and natUniversity of Southern California and earned his bachelors and masters degrees from California State Universities, Fresno and Stanislaus. Prior to his 34-year teaching career, he worked as newspaper and radio journalist and as a public relations consultant. Wilson has held leadership positions in state and natUniversity of Southern California and earned his bachelors and masters degrees from California State Universities, Fresno and Stanislaus. Prior to his 34-year teaching career, he worked as newspaper and radio journalist and as a public relations consultant. Wilson has held leadership positions in state and national journalism and mass communication organizations, and in 1995 in Washington, DC, he was inducted into the Community College Journalisms Hall of Fame. In addition to his professional career, Wilson has had an active pol natUniversity of Southern California and earned his bachelors and masters degrees from California State Universities, Fresno and Stanislaus. Prior to his 34-year teaching career, he worked as newspaper and radio journalist and as a public relations consultant. Wilson has held leadership positions in state and national journalism and mass communication organizations, and in 1995 in Washington, DC, he was inducted into the Community College Journalisms Hall of Fame. In addition to his professional career, Wilson has had an active pol natUniversity of Southern California and earned his bachelors and masters degrees from California State Universities, Fresno and Stanislaus. Prior to his 34-year teaching career, he worked as newspaper and radio journalist and as a public relations consultant. Wilson has held leadership positions in state and nationalvii

About the Authors

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journalism and mass communication organizations, and in 1995 in Washington, DC, he was inducted into the Community College Journalisms Hall of Fame. In addition to his professional career, Wilson has had an active political Department of Defense Information School at Fort Slocum, New York.

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ohn E. Gamble is professor emeritus of mass communication at the College of the Desert in Palm Desert, California. He holds a doctorate from the University of Southern California and earned his bachelors and masters degrees from California State Universities, Fresno and Stanislaus. Prior to his 34-year teaching career, he worked as newspaper and radio journalist and as a public relations consultant. Wilson has held leadership positions in state and natUniversity of Southern California and earned his bachelors and masters degrees from California State Universities, Fresno and newspaper and radio journalist and as a public relations consultant. Wilson has held leadership positions in state and natUniversity of Southern California and earned his bachelors and masters degrees from California State Universities, Fresno and newspaper and radio journalist and as a public relations consultant. Wilson has held leadership positions in state and natUniversity of Southern California and earned his bachelors and masters degrees from California State Universities, Fresno and Stanislaus. Prior to his 34-year teaching career, he worked as newspaper

The Preface

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ntrepreneurial leadership and commit the enterprise to conducting business in a fashion shrewdly calculated to produce good performance. A strategy provides a roadmap to operate by a prescription for doing business, a game plan for building customer loyalty and winning a sustainable competitive advantage over rivals. The second need is that of molding the independent decisions and actions initiated by departments, managers, and employees across the company into a coordinated, company wide game plan. Absent a strategy, managers have no framework for weaving many different action initiatives into a cohesive whole, no plan for uniting cross-department operations into a team effort. Crafting implementing, and executing strategy are thus core management functions. Am ongoing all the things managers do, nothing affects a companys ultimate success or failure more fundamentally than how well its management team charts th managers have performance problems because of surplus conditions or internal miscues. we need more time: reason nor the bad luck of unforeseeable ev Crafting implementing, and executing strategy are thus core management functions. Am ongoing all the things managers do, nothing affects a companys ultimate success or failure more fundamentally than how well its management team charts th managers have performance problems because of surplus conditions or internal miscues. we need more time: reason nor the bad luck of unforeseeable events excuses mediocre performance year after year. It is the responsibility of a companys management team t that can overcome Crafting implementing, and executing strategy are thus core management functions. Am ongoing all the things managers do, nothing affects a companys ultimate success or failure more fundamentally than how well its management team charts th managers have performance problems because of surplus conditions or internal miscues. we need more time: reason nor the bad luck of unforeseeable events excuses mediocre performance year after year. It is the responsibility of a companys management team t that can overcome Crafting implementing, and executing strategy are thus core management functions. Am ongoing all the things managers do, nothing affects a companys ultimate success or failure more fundamentally than how well its management team charts th managers have performance problems because of surplus conditions or internal miscues. we need more time: reason nor the bad luck of unforeseeable events excuses mediocre performance year after year. It is the responsibility of a companys management team t that can overcome ents excuses mediocre performance year after year. It is the responsibility of a companys management team t that can overcome adversity. Indeed the essence of good strategy strategy making more time: reason nor the bad luck of unforeseeable events excuses mediocre performance year after year. It is the responsibility of a companys management team t that can overcome ents excuses mediocre performance year after year. It is the responsibility of a companys management team t that can overcome adversity. Indeed the essence of good strategy strategy making more time: reason nor the bad luck of unforeseeable events excuses mediocre performance year after year. It is the responsibility of a companys management

Preface

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Crafting implementing, and executing strategy are thus core management functions. Am ongoing all the things managers do, nothing affects a companys ultimate success or failure more fundamentally than how well its management team charts th managers have performance problems because of surplus conditions or internal miscues. we need more time: reason nor the bad luck of unforeseeable events excuses mediocre performance year after year. It is the responsibility of a companys management team t that can overcome Crafting implementing, and executing strategy are thus core management functions. Am ongoing all the things managers do, nothing affects a companys ultimate success or failure more fundamentally than how well its management team charts th managers have performance problems because of surplus conditions or internal miscues. we need more time: reason nor the bad luck of unforeseeable events excuses mediocre performance year after year. It is the responsibility of a companys management team t that can overcome Crafting implementing, and executing strategy are thus core management functions. Am ongoing all the things managers do, nothing affects a companys ultimate success or failure more fundamentally than how well its management team charts th managers have performance problems be

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