crafting and Executing strategy (Record no. 672275)
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| 000 -LEADER | |
|---|---|
| fixed length control field | 03793nam a22001937a 4500 |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER | |
| ISBN | 9789354600043 |
| 082 ## - DEWEY DECIMAL CLASSIFICATION NUMBER | |
| Edition number | 22 |
| Classification number | 658.4 |
| Item number | THO/ART |
| 100 ## - MAIN ENTRY--AUTHOR NAME | |
| Personal name | Thompson,Arthur A |
| 100 ## - MAIN ENTRY--AUTHOR NAME | |
| Personal name | Peteraf,Margaret A |
| 100 ## - MAIN ENTRY--AUTHOR NAME | |
| Personal name | Gamble,John E |
| 100 ## - MAIN ENTRY--AUTHOR NAME | |
| Personal name | Strickland,A J |
| 245 ## - TITLE STATEMENT | |
| Title | crafting and Executing strategy |
| Sub Title | The quest for competitive advantage: Concepts and cases |
| Statement of responsibility, etc | Arthur A Thompson Jr. |
| 250 ## - EDITION STATEMENT | |
| Edition statement | Indian Edition |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT) | |
| Place of publication | Chennai |
| Name of publisher | Mc Grawhill |
| Year of publication | 2021 |
| 300 ## - PHYSICAL DESCRIPTION | |
| Number of Pages | 406+Various Pagination |
| 500 ## - GENERAL NOTE | |
| General note | Section A: Concepts and Techniques for Crafting and Executing Strategy <br/>Section A: Introduction and Overview<br/><br/>1 What is Strategy and Why is it Important<br/><br/>2. Charting a Company's Direction<br/><br/>3. Evaluating a Company’s External Environment<br/><br/> <br/><br/>Section B: Core Concepts and Analytical Tools<br/><br/>3. Evaluating a Company's External Environment<br/><br/>4. Evaluating a Company's Resources, Capabilities, and Competitiveness<br/><br/> <br/><br/>Section C: Crafting a Strategy<br/><br/>5. The Five Generic Competitive Strategies<br/><br/>6. Strengthening a Company's Competitive Position<br/><br/>7. Strategies for Competing in International Markets<br/><br/>8. Corporate Strategy<br/><br/>9. Ethics, Corporate Social Responsibility, EnvironmentalSustainability, and Strategy<br/><br/> <br/><br/>Section D: Executing the Strategy<br/><br/>10. Building an Organization Capable of Good Strategy Execution: People,Capabilities, and Structure<br/><br/>11. Managing Internal Operations<br/><br/>12. Corporate Culture and Leadership<br/><br/> <br/><br/> <br/><br/>Cases in Crafting and Executing Strategy<br/><br/>1. Mystic Monk Coffee<br/><br/>2. Airbnb in 2018<br/><br/>3. Wil’s Grill<br/><br/>4. Costco Wholesale in 2018: Mission, Business Model, and Strategy<br/><br/>5. Competition in the Craft Beer Industry in 2018<br/><br/>6. Fixer Upper: Expanding the Magnolia Brand<br/><br/>7. Under Armour’s Turnaround Strategy in 2018: Efforts to Revive North<br/><br/>8. MoviePass—Are Subscribers Loving It to Death?<br/><br/>9. TOMS Shoes: Expanding Its Successful One for One Business Model<br/><br/>10. Lola’s Market: Capturing A New Generation<br/><br/>11. iRobot in 2018: Can the Company Keep the Magic?<br/><br/>12. Chipotle Mexican Grill’s Strategy in 2018: Will the New CEO Be Ableto Rebuild Customer Trust and Revive Sales Growth?<br/><br/>13. Twitter Inc. in 2018: Too Little Too Late?<br/><br/>14. Netflix’s Strategy in 2018: Does the Company Have SufficientCompetitive Strength to Fight Off Aggressive Rivals?<br/><br/>15. Walmart’s Expansion into Specialty Online Retailing<br/><br/>16. Amazon.com, Inc.: Driving Disruptive Change in the U.S. GroceryMarket<br/><br/>17. Aliexpress: Can It Mount a Global Challenge to Amazon?<br/><br/>18. Tesla Motors in 2018: Will the New Model 3 Save the Company?<br/><br/>19. Mattel Incorporated in 2018: Can Ynon Kreiz Save the Toys?<br/><br/>20. Shearwater Adventures Ltd.<br/><br/>21. TJX Companies: It’s Strategy in Off-Price Home Accessories andApparel Retailing<br/><br/>22. IKEA’s International Marketing Strategy in China<br/><br/>Section B: Crafting Strategy in Diversified Companies<br/><br/>23. PepsiCo’s Diversification Strategy in 2018: Will the Company’s NewBusinesses Restore its Growth?<br/><br/>24. The Walt Disney Company: Its Diversification Strategy in 2018<br/><br/>Section C: Implementing and Executing Strategy<br/><br/>25. Robin Hood<br/><br/>26. Dilemma at Devil’s Den<br/><br/>27. Nucor Corporation in 2018: Contending with the Challenges of Low-CostForeign Imports and Launching Initiatives to Grow Sales and Market<br/><br/>28. Vail Resorts, Inc.<br/><br/>29. Starbucks in 2018: Striving for Operational Excellence andInnovation<br/><br/>Section D: Strategy, Ethics, and Social Responsibility<br/><br/>30. Concussions in Collegiate and Professional Football: Who HasResponsibility to Protect Players?<br/><br/>31. Chaos at Uber: The New CEO’s Challenge<br/><br/>32. Profiting from Pain: Business and the U.S. Opioid Epidemic |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM | |
| Topical Term | Strategic Planning ,Case Studies |
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) | |
| Koha item type | Book |
| Withdrawn status | Lost status | Damaged status | Not for loan | Home Library | Current Location | Date acquired | Cost, normal purchase price | Full call number | Accession Number | Price effective from | Koha item type |
|---|---|---|---|---|---|---|---|---|---|---|---|
| Study Centre Pandalam ,University of Kerala | Study Centre Pandalam ,University of Kerala | 22/02/2023 | 975.00 | 658.4 THO/ART | USCP2562 | 22/02/2023 | Book |