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Thompson's Solution Manual for Crafting & Executing Strategy, The Quest for Competitive Advantage, Concepts and Cases 23rd Edition $18.99   Add to cart
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Thompson's Solution Manual for Crafting & Executing Strategy, The Quest for Competitive Advantage, Concepts and Cases 23rd Edition
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Thompson's Solution Manual for Crafting & Executing Strategy, The Quest for Competitive Advantage, Concepts and Cases 23rd Edition

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  • June 13, 2023
  • 238
  • 2022/2023
  • Exam (elaborations)
  • Questions & answers

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  • thompsons solution manual for crafting amp executin

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SOLUTION MANUAL FOR CRAFTING &
EXECUTING STRATEGY, THE QUEST FOR
COMPETITIVE ADVANTAGE, CONCEPTS
AND CASES 23RD EDITION THOMPSON

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Table of Contents
Section 1 The 23rd Edition: Instructor Resources, Chapter Features,

and Case Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Section 2 Using a Strategy Simulation in Your Course: The Compelling Benefi ts,

What’s Involved, and How to Proceed . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Section 3 Organizing Your Course, Developing a Syllabus, and

Suggestions for Using the Cases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37

Section 4 Sample Syllabi and Daily Course Outlines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63

Section 5 Test Bank for Chapters 1-12 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97

Chapter 1 What Is Strategy and Why Is It Important? . . . . . . . . . . . . . . . . . . . . . . . 99

Chapter 2 Leading the Process of Crafting and Executing Strategy . . . . . . . . . . . . 115

Chapter 3 Evaluating a Company’s External Environment . . . . . . . . . . . . . . . . . . . . 143

Chapter 4 Evaluating a Company’s Resources and Competitive Position . . . . . . . . 171

Chapter 5 The Five Generic Competitive Strategies—Which One to Employ? . . . . 199

Chapter 6 Supplementing the Chosen Competitive Strategy—Other

Important Strategy Choices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 219

Chapter 7 Strategies for Competing in Foreign Markets . . . . . . . . . . . . . . . . . . . . . 243

Chapter 8 Diversifi cation—Strategies for Managing a Group of Businesses . . . . . . 269

Chapter 9 Ethical Business Strategies, Social Responsibility, and

Environmental Sustainability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 303

Chapter 10 Building an Organization Capable of Good Strategic Execution . . . . . . . 329

Chapter 11 Managing Internal Operations: Actions That Promote Good

Strategy Execution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 351

Chapter 12 Corporate Culture and Leadership: Keys to Good

Strategy Execution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 369

Section 6 Lecture Notes for Chapters 1-12 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 393

Chapter 1 What Is Strategy and Why Is It Important? . . . . . . . . . . . . . . . . . . . . . . . 495

Chapter 2 Leading the Process of Crafting and Executing Strategy . . . . . . . . . . . . 401

Chapter 3 Evaluating a Company’s External Environment . . . . . . . . . . . . . . . . . . . . 413

Chapter 4 Evaluating a Company’s Resources and Competitive Position . . . . . . . . 429

Chapter 5 The Five Generic Competitive Strategies—Which One to Employ? . . . . 441




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4


Chapter 6 Supplementing the Chosen Competitive Strategy—Other

Important Strategy Choices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 451

Chapter 7 Strategies for Competing in Foreign Markets . . . . . . . . . . . . . . . . . . . . . 465

Chapter 8 Diversifi cation—Strategies for Managing a Group of Businesses . . . . . . 475

Chapter 9 Ethical Business Strategies, Social Responsibility, and

Environmental Sustainability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 491



3
Chapter 10 Building an Organization Capable of Good Strategic Execution . . . . . . . 501
Chapter 11 Managing Internal Operations: Actions That Promote Good
Strategy Execution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 511
Chapter 12 Corporate Culture and Leadership: Keys to Good
Strategy Execution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 519




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Instructor Resources,
section 1
Chapter Features,
and Case Overview




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