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Overview

Essentials of Strategic Management, 8th Edition by Gamble, Peteraf, and Thompson presents concise, straight-to-the-point discussions, and timely examples, with a writing style that captures student interest. It features 10 chapters with 12 diverse and tightly linked cases. The content is solidly mainstream and balanced, mirroring both insights of academic thought and real-world strategic management. For years, strategy instructors have been shifting from purely text and cases to a text-cases-simulation course structure. Two widely used online competitive strategy simulations, The Business Strategy Game (BSG) and GLO-BUS, are optional companions. Both simulations are closely linked to the content.

Table of Contents

PART ONE: CONCEPTS AND TECHNIQUES FOR CRAFTING AND EXECUTING STRATEGY

Section A: Introduction and Overview
Chapter 1: Strategy, Business Models, and Competitive Advantage
Chapter 2: Strategy Formulation, Execution, and Governance

Section B: Core Concepts and Analytical Tools
Chapter 3: Evaluating a Company’s External Environment
Chapter 4: Evaluating a Company’s Resources, Capabilities, and Competitiveness

Section C: Crafting a Strategy
Chapter 5: The Five Generic Competitive Strategies
Chapter 6: Strengthening a Company’s Competitive Position: Strategic Moves, Timing, and Scope of Operations
Chapter 7: Strategies for Competing in International Markets
Chapter 8: Corporate Strategy: Diversification and the Multi-business Company
Chapter 9: Ethics, Corporate Social Responsibility, Environmental Sustainability, and Strategy

Section D: Executing the Strategy
Chapter 10: Superior Strategy Execution—Another Path to Competitive Advantage
Appendix: Key Financial Ratios: How to Calculate Them and What They Mean

PART TWO: CASES IN CRAFTING AND EXECUTING STRATEGY

Case 1: AirBnB 2022
Case 2: Costco Wholesale in 2022: Mission, Business Model, and Strategy
Case 3: Lululemon Atheletica's Strategy in 2022: Can the Retailer Continue to Deliver Growth Despite the Headwinds?
Case 4: Yeti in 2022: Will Its Strategy Lead to Sustainable Advantage and Growth?
Case 5: Beyond Meat in 2022: Wat Can it Do to Rejuvenate Revenue Growth and Stem Mounting Losses?
Case 6: Spotify Technology in 2022: Will Its Strategy Lead to Profitability with Growth?
Case 7: Tesla's Strategy in 2022: Can it Deliver Sustained Revenue Growth and Profitability?
Case 8: Ulta Beauty's Race to Win in An Omnichannel World
Case 9: PepsiCo's Diversification Strategy in 2022
Case 10: Robin Hood
Case 11: Macy's, Inc. in 2022: Has the Implementation of its Polaris Strategy Produced a Successful Turnaround?
Case 12: Meta Platforms, Inc: Will the company's Name Change Resolve Ethical Issues at Facebook and Instagram?

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SmartBook® 2.0

Available within Connect, SmartBook 2.0 is an adaptive learning solution that provides personalized learning to individual student needs, continually adapting to pinpoint knowledge gaps and focus learning on concepts requiring additional study. SmartBook 2.0 fosters more productive learning, taking the guesswork out of what to study, and helps students better prepare for class. With the ReadAnywhere mobile app, students can now read and complete SmartBook 2.0 assignments both online and off-line. For instructors, SmartBook 2.0 provides more granular control over assignments with content selection now available at the concept level. SmartBook 2.0 also includes advanced reporting features that enable instructors to track student progress with actionable insights that guide teaching strategies and advanced instruction, for a more dynamic class experience.

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Author Bios

About the Author

John Gamble

John E. Gamble is currently Associate Dean and Professor of Management in the Mitchell College of Business at the University of South Alabama. His teaching specialty at USA is strategic management and he also conducts a course in strategic management in Germany, which is sponsored by the University of Applied Sciences in Worms. Dr. Gamble's research interests center on strategic issues in entrepreneurial, health care, and manufacturing settings. His work has been published in various scholarly journals and he is the author or co-author of more than 50 case studies published in an assortment of strategic management and strategic marketing texts. He has done consulting on industry and market analysis for clients in a diverse mix of industries. Professor Gamble received his Ph.D. in management from the University of Alabama in 1995. Dr. Gamble also has a Bachelor of Science degree and a Master of Arts degree from the University of Alabama.

Arthur Thompson

Arthur A. Thompson, Jr., earned his B.S and Ph.D. degrees in economics from The University of Tennessee, spent three years on the economics faculty at Virginia Tech, and served on the faculty of The University of Alabama's College of Commerce and Business Administration for 24 years. In 1974 and again in 1982, Dr. Thompson spent semester-long sabbaticals as a visiting scholar at the Harvard Business School.

His areas of specialization are business strategy, competition and market analysis, and the economics of business enterprises. In addition to publishing over 30 articles in some 25 different professional and trade publications, he has authored or co-authored five textbooks and six computer-based simulation exercises. His textbooks and strategy simulations have been used at well over 1,000 college and university campuses worldwide.

Dr. Thompson spends much of his off-campus time giving presentations, putting on management development programs, working with companies, and helping operate a business simulation enterprise in which he is a major partner.

Dr.Thompson and his wife of 56 years have two daughters, two grandchildren, and a Yorkshire terrier.

Margaret Peteraf

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.

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Essentials of Strategic Management: The Quest for Competitive Advantage, 8th Edition

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