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.
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 Companys External Environment
Chapter 4: Evaluating a Companys Resources, Capabilities, and
Competitiveness
Section C: Crafting a Strategy
Chapter 5: The Five Generic Competitive Strategies
Chapter 6: Strengthening a Companys 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 ExecutionAnother 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?
John E. Gamble is the Mary & Jeff Bell Endowed Distinguished Professor of Business and former Dean of the College of Business at Texas A&M UniversityCorpus Christi. His teaching and research have focused on strategic management and entrepreneurship at the undergraduate and graduate levels. He has conducted courses in strategic management in Germany since 2001, which have been sponsored by the University of Applied Sciences in Worms.
Dr. Gambles research has been published in various scholarly journals, and he is the author or coauthor of more than 100 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 PhD, Master of Arts, and Bachelor of Science degrees from the University of Alabama and was a faculty member in the Mitchell College of Business at the University of South Alabama before his appointment to the faculty at Texas A&M UniversityCorpus Christi.
Arthur A. Thompson Jr. earned his BS and PhD 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 Alabamas College of Commerce and Business Administration for 25 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 coauthored five textbooks and six computer-based simulation exercises that are used in colleges and universities 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 60 years have two daughters, two grandchildren, and a Yorkshire terrier.
Margaret A. Peteraf is the Leon E. Williams Professor of Management Emerita at the Tuck School of Business at Dartmouth College. She is an internationally recognized scholar with a long list of publications in top management journals. She has earned myriad honors and prizes for her contributions, including the 2020 Strategic Management Distinguished Scholarship Awarda newly created award that has been dubbed the Nobel Prize of Strategic Management. She was also given the 1999 Strategic Management Best Paper Award in recognition of the deep influence of her work on the strategy field. Professor Peteraf has been elected as a Fellow of the Academy of Management as well as a Fellow of the Strategic Management Society. She has served as a member of the Academy of Managements Board of Governors, as Chair of the Strategic Management Division of the Academy, and as a member of the Board of Directors of the Strategic Management Society. She has taught in Executive Education programs around the world and has won teaching awards at the MBA and Executive Education level. Dr. Peteraf earned her PhD, MA, and MPhil at Yale University and held previous appointments at Northwestern Universitys Kellogg Graduate School of Management and at the University of Minnesotas Carlson School of Management.
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