By Arthur Thompson, Margaret Peteraf, John Gamble, A. J. Strickland III
Crafting and Executing process: the hunt for aggressive virtue, 20e via Thompson, Peteraf, Gamble, and Strickland keeps its reliable beginning in addition to brings an enlivened, enriched presentation of the fabric for the twentieth version. The intriguing new version offers an up to date and engrossing dialogue of the center options and analytical instruments. there's an accompanying lineup of intriguing new situations that deliver the content material to lifestyles and are bound to galvanize attention-grabbing school room discussions and deepen scholars’ realizing of the fabric within the process.
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Additional info for Crafting & Executing Strategy: The Quest for Competitive Advantage: Concepts and Cases
Demonstrating Cost Drivers: The Keys to Driving Down Company Costs Incentive systems and culture Economies of scale Figures scattered throughout the chapters provide conceptual and analytical frameworks. indd 268 Bargaining power 8/30/14 9:44 AM Supply chain efﬁciencies Communication systems and information technology Production technology and design Input costs Source: Adapted from M. Porter, Competitive Advantage: Creating and Sustaining Competitive Advantage (New York: Free Press, 1985). 2. Taking full advantage of experience- and learning-curve effects.
Com: Business Model, Strategy, and the Challenges of Exponential Growth C-6 John E. Gamble, Texas A&M University–Corpus Christi Randall D. Harris, Texas A&M University–Corpus Christi 3 Whole Foods Market in 2014: Vision, Core Values, and Strategy C-11 Arthur A. : Its Strategy in the Pizza Restaurant Industry C-40 A. J. Strickland, The University of Alabama Joyce Meyer, The University of Alabama Christopher Harrington, MBA 2013, The University of Alabama 5 Under Armour’s Strategy in 2014: Potent Enough to Win Market Share from Nike and Adidas?
256 The School of Ethical Universalism 256 The School of Ethical Relativism 257 Ethics and Integrative Social Contracts Theory 260 HOW AND WHY ETHICAL STANDARDS IMPACT THE TASKS OF CRAFTING AND EXECUTING STRATEGY 261 DRIVERS OF UNETHICAL BUSINESS STRATEGIES AND BEHAVIOR 262 WHY SHOULD COMPANY STRATEGIES BE ETHICAL? 265 The Moral Case for an Ethical Strategy 265 The Business Case for Ethical Strategies 265 STRATEGY, CORPORATE SOCIAL RESPONSIBILITY, AND ENVIRONMENTAL SUSTAINABILITY 268 The Concepts of Corporate Social Responsibility and Good Corporate Citizenship 268 What Do We Mean by Sustainability and Sustainable Business Practices?