Ebook Crafting And Executing Strategy South African Edition

Based on the reputable US text the 2nd Southern African Edition of Crafting & Executing Strategy covers what every senior-level or entry-level MBA student in Southern Africa needs to know about crafting, executing and aligning business strategies, through presentation of core concepts and analytical techniques. A separate case and readings sections build on the main text by demonstrating the theory in practice. The core concepts are explained in language that Southern African students can grasp and provide relevant examples as used by small, medium and large SA companies.

Crafting and Executing Strategy: South African Edition is an adaptation of the worldwide market-leading text by Thompson, Strickland and Gamble. The aim of the book is to effectively and interestingly cover what every senior-level or MBA student in South Africa needs to know about crafting, executing and aligning business strategies. Crafting and Executing Strategy contains a wealth of South African examples and illustration capsules as well as five South African cases to accompany five international cases. The selection includes cases on black economic empowerment, banking, wine, clothing, luxury goods, motor cycle and retail industries. The flexible combination of text, readings and cases allows instructors to teach concepts and analytical tools while also providing a taste of the stimulating literature in strategic management. If required, instructors have the option of packaging access to two different McGraw-Hill Online Simulation Games with the book - either the Business Strategy Game or GLO-BUS (visit http://www.mcgraw-hill.co.uk/sim for more information on these simulation games).

Based on the reputable US text, the 2nd Southern African Edition of "Crafting & Executing Strategy" covers what every senior-level or entry-level MBA student in Southern Africa needs to know about crafting, executing and aligning business strategies, through presentation of core concepts and analytical techniques. A separate case and readings sections build on the main text by demonstrating the theory in practice. The core concepts are explained in language that Southern African students can grasp and provide relevant examples as used by small, medium and large SA companies.

Crafting and Executing Strategy has been revised and updated specifically with its European readers in mind. Building upon the success of previous editions, it continues to explain the core concepts and key theories in strategy and illustrate them with practical, managerial examples students can really relate to. Brand new features have been developed to encourage readers to go beyond learning and to apply their knowledge to from a diverse range of real-life scenarios including global brands, SMEs, public sector and not-for-profit organizations.

Presenting the most recent developments in research and strategy, this text applies these theories and illustrates their implementation in business cases.

In a business world characterised by change, turbulence and corporate scandals, strategy is more crucial today than ever before. Far too often top management develops a strategy for the company that is never communicated to or understood by other levels.

This title responds head-on to the growing requests by business faculty for a concise, theory-driven strategic management concepts and cases text.

Good Strategy/Bad Strategy clarifies the muddled thinking underlying too many strategies and provides a clear way to create and implement a powerful action-oriented strategy for the real world. Developing and implementing a strategy is the central task of a leader. A good strategy is a specific and coherent response to—and approach for—overcoming the obstacles to progress. A good strategy works by harnessing and applying power where it will have the greatest effect. Yet, Rumelt shows that there has been a growing and unfortunate tendency to equate Mom-and-apple-pie values, fluffy packages of buzzwords, motivational slogans, and financial goals with “strategy.” In Good Strategy/Bad Strategy, he debunks these elements of “bad strategy” and awakens an understanding of the power of a “good strategy.” He introduces nine sources of power—ranging from using leverage to effectively focusing on growth—that are eye-opening yet pragmatic tools that can easily be put to work on Monday morning, and uses fascinating examples from business, nonprofit, and military affairs to bring its original and pragmatic ideas to life. The detailed examples range from Apple to General Motors, from the two Iraq wars to Afghanistan, from a small local market to Wal-Mart, from Nvidia to Silicon Graphics, from the Getty Trust to the Los Angeles Unified School District, from Cisco Systems to Paccar, and from Global Crossing to the 2007–08 financial crisis. Reflecting an astonishing grasp and integration of economics, finance, technology, history, and the brilliance and foibles of the human character, Good Strategy/Bad Strategy stems from Rumelt’s decades of digging beyond the superficial to address hard questions with honesty and integrity.