Strategic Management: Text and Cases ISE

Höfundar: Gregory Dess; Gerry McNamara; Alan Eisner; Steve Sauerwald (Útgáfa: 12)
Strategic Management: Text and Cases ISE

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Strategic Management: Text and Cases, eftir Dess, McNamara, Eisner og Sauerwald, heldur áfram þeirri hefð að vera læsileg, hagnýt og fræðilega vönduð. Aðgengilegur ritstíll og hófleg notkun fagorða auðvelda lestur. Dæmi úr stjórnunarstarfi og umfjöllun um samfélagsleg málefni á borð við umhverfissjálfbærni, siðfræði, hnattvæðingu, frumkvöðlastarf, gagnagreiningu og gervigreind (AI) gera efnið viðeigandi og tengja það við samtímann.

Nánar um bókina

Útgefandi
McGraw-Hill Higher Education (International)
ISBN
9781266030017
Print ISBN
9781265277048
Format
ePub
Útgáfa
12
Höfundar
Gregory Dess; Gerry McNamara; Alan Eisner; Steve Sauerwald
Tungumál
English
Útgefið
2026-01-20
Prent takmörkun á líftíma
100
Prent takmörkun
2
Afritunar takmörkun
2

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  • Table of Contents and Preface
  • Cover Page
  • Title Page
  • Copyright Information
  • Dedication
  • About the Authors
  • Gregory G. Dess
  • Gerry McNamara
  • Alan B. Eisner
  • Steve Sauerwald
  • Preface
  • What’s New? Highlights of The 2026 Release
  • What Remains The Same: Key Features of Earlier Editions
  • Teaching Resources
  • Course Design and Delivery Resources
  • Acknowledgments
  • Connect
  • Your complete course platform
  • Every learner is unique
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  • Solutions for your challenges 
  • Updated and relevant content
  • A Guided Tour
  • Learning Objectives
  • Learning from Mistakes
  • Strategy Spotlight
  • Insights
  • Exhibits
  • Reflecting on Career Implications
  • Brief Contents
  • Part 1 Strategic Analysis
  • Part 2 Strategic Formulation
  • Part 3 Strategic Implementation
  • Part 4 Case Analysis
  • Contents
  • Part 1 Strategic Analysis
  • Part 2 Strategic Formulation
  • Part 3 Strategic Implementation
  • Part 4 Case Analysis
  • Cases
  • Chapter 1: Strategic Management
  • Introduction
  • CHAPTER 1 Strategic Management Creating Competitive Advantages
  • What Is Strategic Management?
  • Defining Strategic Management
  • The Four Key Attributes of Strategic Management
  • The Strategic Management Process
  • Intended versus Realized Strategies
  • Strategy Analysis
  • Strategy Formulation
  • Strategy Implementation
  • The Role of Corporate Governance and Stakeholder Management
  • Alternative Perspectives of Stakeholder Management
  • Social Responsibility and Environmental Sustainability: Moving beyond the Immediate Stakeholders
  • The Strategic Management Perspective: An Imperative throughout the Organization
  • Ensuring Coherence in Strategic Direction
  • Why Share a Firm’s Strategic Direction?
  • Organizational Vision
  • Mission Statements
  • Strategic Objectives
  • Key Points
  • Summary Review Questions
  • Key Terms
  • Experiential Exercises and Application Questions
  • Ethics Questions
  • References
  • Chapter 2: Analyzing the External Environment of the Firm
  • Introduction
  • Enhancing Awareness of the External Environment
  • The Role of Scanning, Monitoring, Competitive Intelligence, and Forecasting
  • SWOT Analysis
  • The General Environment
  • The Demographic Segment
  • The Sociocultural Segment
  • The Political/Legal Segment
  • The Technological Segment
  • The Economic Segment
  • The Global Segment
  • Relationships among Elements of the General Environment
  • Artificial Intelligence: A Fundamental Shift in the External Business Environment
  • The Competitive Environment
  • Porter’s Five Forces Model of Industry Competition
  • Using Industry Analysis: A Few Caveats
  • Strategic Groups within Industries
  • Key Points
  • Summary Review Questions
  • Key Terms
  • Experiential Exercises and Application Questions
  • Ethics Questions
  • References
  • Chapter 3: Assessing the Internal Environment of the Firm
  • Introduction
  • Value-Chain Analysis
  • Primary Activities
  • Support Activities
  • Interrelationships among Value-Chain Activities within and across Organizations
  • Circular Value Chains
  • Resource-Based View of the Firm
  • Types of Firm Resources
  • Firm Resources and Sustainable Competitive Advantages
  • The Generation and Distribution of a Firm’s Profits: Extending the Resource-Based View of the Firm
  • Evaluating Firm Performance: Two Approaches
  • Financial Ratio Analysis
  • Integrating Financial Analysis and Stakeholder Perspectives: The Balanced Scorecard
  • Key Points
  • Summary Review Questions
  • Key Terms
  • Experiential Exercises and Application Questions
  • Ethics Questions
  • References
  • Chapter 4: Recognizing a Firm’s Intellectual Assets
  • Introduction
  • The Central Role of Knowledge in Today’s Economy
  • Human Capital: The Foundation of Intellectual Capital
  • Attracting Human Capital
  • Developing Human Capital
  • Retaining Human Capital
  • Enhancing Human Capital: Deriving the Benefits of a Diverse Workforce
  • The Vital Role of Social Capital
  • How Social Capital Helps the Firm Leverage New and Former Talent
  • Social Networks: Implications for Knowledge Management and Career Success
  • The Potential Downside of Social Capital
  • Using Technology to Leverage Human Capital and Knowledge
  • Using Networks to Share Information
  • Virtual Teams: Using Technology to Enhance Collaboration
  • Codifying Knowledge for Competitive Advantage
  • Protecting the Intellectual Assets of the Organization: Intellectual Property and Dynamic Capabilities
  • Intellectual Property Rights
  • Dynamic Capabilities
  • Key Points
  • Summary Review Questions
  • Key Terms
  • Experiential Exercises and Application Questions
  • Ethics Questions
  • References
  • Chapter 5: Business-Level Strategy
  • Introduction
  • CHAPTER 5 Business-Level Strategy Creating and Sustaining Competitive Advantages
  • Types of Competitive Advantage and Sustainability
  • Overall Cost Leadership
  • Differentiation
  • Focus
  • Combination Strategies: Integrating Overall Low Cost and Differentiation
  • Can Competitive Strategies Be Sustained? Integrating and Applying Strategic Management Concepts
  • Strategies for Platform Markets
  • Industry Life-Cycle Stages: Strategic Implications
  • Strategies in the Introduction Stage
  • Strategies in the Growth Stage
  • Strategies in the Maturity Stage
  • Strategies in the Decline Stage
  • Retrenchment Strategies
  • Key Points
  • Summary Review Questions
  • Key Terms
  • Experiential Exercises and Application Questions
  • Ethics Questions
  • References
  • Chapter 6: Corporate-Level Strategy
  • Introduction
  • Making Diversification Work: An Overview
  • Related Diversification: Economies of Scope and Revenue Enhancement
  • Leveraging Core Competencies
  • Sharing Activities
  • Enhancing Revenue and Differentiation
  • Related Diversification: Market Power
  • Pooled Negotiating Power
  • Vertical Integration
  • Unrelated Diversification: Financial Synergies and Parenting
  • Corporate Parenting and Restructuring
  • Portfolio Management
  • Caveat: Is Risk Reduction a Viable Goal of Diversification?
  • The Means to Achieve Diversification
  • Mergers and Acquisitions
  • Strategic Alliances and Joint Ventures
  • Internal Development
  • How Managerial Motives Can Erode Value Creation
  • Growth for Growth’s Sake
  • Egotism
  • Antitakeover Tactics
  • Key Points
  • Summary Review Questions
  • Key Terms
  • Experiential Exercises and Application Questions
  • Ethics Questions
  • References
  • Chapter 7: International Strategy
  • Introduction
  • The Global Economy: A Brief Overview
  • Factors Affecting a Nation’s Competitiveness
  • Factor Endowments8,9
  • Demand Conditions
  • Related and Supporting Industries
  • Firm Strategy, Structure, and Rivalry
  • Concluding Comment on Factors Affecting a Nation’s Competitiveness
  • International Expansion: A Company’s Motivations and Risks
  • Motivations for International Expansion
  • Potential Risks of International Expansion
  • Global Dispersion of Value Chains: Outsourcing and Offshoring
  • Achieving Competitive Advantage in Global Markets
  • Two Opposing Pressures: Reducing Costs and Adapting to Local Markets
  • International Strategy
  • Global Strategy
  • Multidomestic Strategy
  • Transnational Strategy
  • Global or Regional? A Second Look at Globalization
  • Entry Modes of International Expansion
  • Exporting
  • Licensing and Franchising
  • Strategic Alliances and Joint Ventures
  • Wholly Owned Subsidiaries
  • Key Points
  • Summary Review Questions
  • Key Terms
  • Experiential Exercises and Application Questions
  • Ethics Questions
  • References
  • Chapter 8: Entrepreneurial Strategy and Competitive Dynamics
  • Introduction
  • Recognizing Entrepreneurial Opportunities
  • Entrepreneurial Opportunities
  • Entrepreneurial Resources
  • Entrepreneurial Leadership
  • Entrepreneurial Strategy
  • Entry Strategies
  • Generic Strategies
  • Combination Strategies
  • Competitive Dynamics
  • New Competitive Action
  • Threat Analysis
  • Motivation and Capability to Respond
  • Types of Competitive Actions
  • Likelihood of Competitive Reaction
  • Choosing Not to React: Forbearance and Co-opetition
  • Key Points
  • Summary Review Questions
  • Key Terms
  • Experiential Exercises and Application Questions
  • Ethics Questions
  • References
  • Chapter 9: Strategic Control and Corporate Governance
  • Introduction
  • CHAPTER 9 Strategic Control and Corporate Governance
  • Ensuring Informational Control: Responding Effectively to Environmental Change
  • A Traditional Approach to Strategic Control
  • A Contemporary Approach to Strategic Control
  • Attaining Behavioral Control: Balancing Culture, Rewards, and Boundaries
  • Building a Strong and Effective Culture
  • Motivating with Rewards and Incentives
  • Setting Boundaries and Constraints
  • Behavioral Control in Organizations: Situational Factors
  • Evolving from Boundaries to Rewards and Culture
  • The Role of Corporate Governance
  • The Modern Corporation: The Separation of Owners (Shareholders) and Management
  • Governance Mechanisms: Aligning the Interests of Owners and Managers
  • External Governance Control Mechanisms
  • Corporate Governance: An International Perspective
  • Key Points
  • Summary Review Questions
  • Key Terms
  • Experiential Exercises and Application Questions
  • Ethics Questions
  • References
  • Chapter 10: Creating Effective Organizational Designs
  • Introduction
  • Traditional Forms of Organizational Structure
  • Patterns of Growth of Large Corporations: Strategy-Structure Relationships
  • Simple Structure
  • Functional Structure
  • Divisional Structure
  • Matrix Structure
  • International Operations: Implications for Organizational Structure
  • Global Startups: A Recent Phenomenon
  • How an Organization’s Structure Can Influence Strategy Formulation
  • Boundaryless Organizational Designs
  • The Barrier-Free Organization
  • The Modular Organization
  • The Virtual Organization
  • Boundaryless Organizations: Making Them Work
  • Creating Ambidextrous Organizational Designs
  • Ambidextrous Organizations: Key Design Attributes
  • Why Was an Ambidextrous Organization the Most Effective Structure?
  • Key Points
  • Summary Review Questions
  • Key Terms
  • Experiential Exercises and Application Questions
  • Ethics Questions
  • References
  • Chapter 11: Strategic Leadership
  • Introduction
  • Leadership: Three Interdependent Activities
  • Setting a Direction
  • Designing the Organization
  • Nurturing a Culture Committed to Excellence and Ethical Behavior
  • Getting Things Done: Overcoming Barriers and Using Power
  • Overcoming Barriers to Change
  • Using Power Effectively
  • Emotional Intelligence: A Key Leadership Trait
  • Self-Awareness
  • Self-Regulation
  • Motivation
  • Empathy
  • Social Skill
  • Emotional Intelligence: Some Potential Drawbacks and Cautionary Notes
  • Creating a Learning Organization
  • Inspiring and Motivating People with a Mission or Purpose
  • Empowering Employees at All Levels
  • Accumulating and Sharing Internal Knowledge
  • Gathering and Integrating External Information
  • Challenging the Status Quo and Enabling Creativity
  • Creating an Ethical Organization
  • Individual Ethics versus Organizational Ethics
  • Integrity-Based versus Compliance-Based Approaches to Organizational Ethics
  • Role Models
  • Corporate Credos and Codes of Conduct
  • Reward and Evaluation Systems
  • Policies and Procedures
  • Key Points
  • Summary Review Questions
  • Key Terms
  • Experiential Exercises and Application Questions
  • Ethics Questions
  • References
  • Chapter 12: Managing Innovation and Fostering Corporate Entrepreneurship
  • Introduction
  • Managing Innovation
  • Types of Innovation
  • Challenges of Innovation
  • Cultivating Innovation Skills
  • Defining the Scope of Innovation
  • Managing the Pace of Innovation
  • Staffing to Capture Value from Innovation
  • Collaborating with Innovation Partners
  • The Value of Unsuccessful Innovation
  • Corporate Entrepreneurship
  • Focused Approaches to Corporate Entrepreneurship
  • Dispersed Approaches to Corporate Entrepreneurship
  • Measuring the Success of Corporate Entrepreneurship Activities
  • Real Options Analysis: A Useful Tool
  • Applications of Real Options Analysis to Strategic Decisions
  • Potential Pitfalls of Real Options Analysis
  • Entrepreneurial Orientation
  • Autonomy
  • Innovativeness
  • Proactiveness
  • Competitive Aggressiveness
  • Risk Taking
  • Key Points
  • Summary Review Questions
  • Key Terms
  • Experiential Exercises and Application Questions
  • Ethics Questions
  • References
  • Chapter 13: Analyzing Strategic Management Cases
  • Introduction
  • CHAPTER 13 Analyzing Strategic Management Cases
  • How to Conduct a Case Analysis
  • Become Familiar with the Material
  • Identify Problems
  • Conduct Strategic Analyses
  • Propose Alternative Solutions
  • Make Recommendations
  • How to Get the Most from Case Analysis
  • Useful Decision-Making Techniques in Case Analysis
  • Integrative Thinking
  • Asking Heretical Questions
  • Conflict-Inducing Techniques
  • Following the Analysis-Decision-Action Cycle in Case Analysis
  • Key Points
  • Key Terms
  • References
  • Appendix 1 to Chapter 13
  • Standard Financial Statements
  • Common-Size Balance Sheets
  • Common-Size Income Statements
  • Ratio Analysis
  • Short-Term Solvency, or Liquidity, Measures
  • Long-Term Solvency Measures
  • Asset Management, or Turnover Measures
  • Profitability Measures
  • Market Value Measures
  • Conclusion
  • Appendix 2 to Chapter 13
  • Competitive Intelligence
  • Public or Private—Subsidiary or Division—U.S. or Foreign?
  • Finding Public-Company Information
  • Guides & Tutorials for Researching Companies and Industries
  • SEC Filings/EDGAR—Company Disclosure Reports
  • Company Rankings
  • Business Websites
  • Strategic and Competitive Analysis—Information Sources
  • Sources for Industry Research and Analysis
  • Search Engines
  • Case 1: Robin Hood
  • Introduction
  • Robin Hood
  • Case 2: The Global Casino Industry 2025
  • The Global Casino Industry 2025
  • Riding an American Wave
  • Exploiting the Chinese Market
  • Spreading across Asia
  • Moving beyond Gambling
  • Gambling on the Future
  • Case 3: Theorybridge.com: Making Academic Research Relevant to Practitioners
  • Theorybridge.com: Making Academic Research Relevant to Practitioners
  • Mission and Founding
  • Development of the Team and Processes
  • Products
  • Evolution of the Strategy and Marketing
  • Case 4: H&M’s Fast Fashion Dilemma: Sustainable Options?
  • H&M’s Fast Fashion Dilemma: Sustainable Options?
  • The Fashion Industry and the Rise of Fast Fashion
  • Fast Fashion
  • Fast Fashion and Sustainability
  • Fibers and Natural Resources
  • Social Impacts
  • Consequences for Adoption of Sustainable Practices
  • The Role of the Consumer
  • How to Change
  • Overview of H&M’s Businesses
  • H&M’s Approach to Sustainability and Social Responsibility
  • Greenwashing
  • Questionable Sustainability Measures
  • Innovating Rather than Copying
  • The Future of Fast Fashion and H&M
  • H&M’s Challenge
  • Case 5: Pocket Radar: The Disruptive Innovator in the Sports Radar Gun Market
  • Pocket Radar: The Disruptive Innovator in the Sports Radar Gun Market
  • The Evolution of Sports Radar Guns4
  • The Founding of Pocket Radar, Inc.
  • Product Innovation and New Product Launches
  • The Sports Radar Gun Industry Outlook and Competition
  • Looking Ahead
  • Case 6: HARIBO and the Gummi Bear Business: A Sticky Situation
  • HARIBO and the Gummi Bear Business: A Sticky Situation
  • History
  • Industry
  • Competition
  • The Company
  • Current Challenges
  • Looking Forward
  • Appendix 1: List of HARIBO’s Expansions and Acquisitions
  • Case 7: Lululemon: Something for Everybody?
  • Lululemon: Something for Everybody?
  • Lululemon’s Background–Founder Chip Wilson’s Impact
  • Lululemon’s Manifesto
  • Lululemon Product Innovation, Market Expansion
  • Lululemon Business Model54
  • Lululemon’s Financial Performance
  • Athleisure Industry Competition
  • The Future of Lululemon
  • Case 8: Louis Vuitton Moet Hennessy in 2025
  • Louis Vuitton Moet Hennessy in 2025
  • Assembling a Luxury Portfolio
  • Managing Luxury Brands
  • Striving for Quality
  • Restructuring for Better Success
  • Maintaining a Growth Trajectory
  • Case 9: Has Southwest Airlines Lost that “LUV’N” Feeling?
  • Has Southwest Airlines Lost that “LUV’N” Feeling?
  • Southwest’s Competitive Landscape
  • Southwest’s Approach to Human Capital
  • Southwest’s Legacy in 2025
  • Appendix: A Glossary of Key Terms Used
  • APPENDIX ENDNOTE
  • Case 10: JetBlue: 25 in 2025
  • JetBlue: 25 in 2025
  • The U.S. Airline Industry
  • History of JetBlue
  • JetBlue’s Future
  • Appendix A: Glossary of Key Terms Used
  • APPENDIX ENDNOTE
  • Case 11: Emirates Airline in 2025
  • Emirates Airline in 2025
  • Launching a Dream
  • Providing the Ultimate Experience
  • Grooming a Special Employee
  • Communicating to the Masses
  • Chasing Tomorrow?
  • Case 12: Ford 2025: A Hybrid Decision
  • Ford 2025: A Hybrid Decision
  • Farley Takes Charge
  • Ford’s Leadership
  • History of the Ford Motor Company
  • The U.S. Automotive Industry
  • Global Markets
  • Looking Ahead: Sharing Resources and Alliances
  • Case 13: General Motors: Ready to Plug in?
  • General Motors: Ready to Plug in?
  • Moving through Bankruptcy
  • Responding to Safety Concerns
  • Focusing on Fewer Brands
  • Preparing for the Future
  • Firing on All Cylinders?
  • Case 14: Lime: Is Micro-Mobility the Next Big Thing After Uber?
  • Lime: Is Micro-Mobility the Next Big Thing After Uber?
  • World of Bike Sharing
  • Policies and Regulations
  • Intense Competition
  • Electric Scooters
  • Product Evolution and Community Impact at Lime
  • Vandalism
  • The Future of Lime
  • Case 15: Netflix 2025
  • Netflix 2025
  • A New Business Model
  • Building on Streaming
  • Relying on Data
  • Turning to Advertising
  • Building on its Base
  • Case 16: The Boston Beer Company 2025
  • The Boston Beer Company 2025
  • Leadership Transition and Strategic Continuity
  • Maintaining a Competitive Edge in a Fragmented Industry
  • Company Background
  • The Industry
  • The Three-Tier System
  • Competition
  • The Boston Beer Company and the Future of Beer
  • Case 17: Heineken in 2025
  • Heineken in 2025
  • Confronting a Globalizing Industry
  • Wrestling with Change
  • Developing a Global Presence
  • Maintaining a Premium Position
  • Building on Its Past
  • Case 18: Tata Starbucks: A New Brew for India?
  • Tata Starbucks: A New Brew for India?
  • Schultz and Starbucks—Cultivating a Company from an Idea
  • Initial Expansion into Asia—Targeting the Westernized and the Wealthy
  • Next Expansion Wave—Cracking the Cultural Codes
  • Conquering Unfamiliar Markets—Seeking the Magic Formula
  • Passage to India—Tata Group a WorthyPartner
  • Coffee in India—An Existing but Lesser-Known Tradition
  • Indian Cafe Market—Dominated by Cafe Coffee Day
  • Quick-Service Restaurant Chains—A Looming Threat
  • The Chai Revolution
  • Aftermath of the Pandemic
  • Tata Starbucks—Challenging DecisionsAhead
  • Case 19: Nintendo: A Switch Beyond Gaming?
  • Nintendo: A Switch Beyond Gaming?
  • Evolution of the Switch
  • Nintendo Hardware and Other History18,19
  • Nintendo Customer Demographics
  • The Competition
  • Competition Conclusion
  • The Future of Nintendo
  • Case 20: Apple Inc.: Will Apple Intelligence Be Smart Enough in 2025?
  • Apple Inc.: Will Apple Intelligence Be Smart Enough in 2025?
  • How Did Apple Get Here?
  • Company Background
  • Competition Catches Up
  • Apple Services
  • Apple’s Operations
  • The Future of Apple
  • Case 21: Samsung Electronics in the Age of AI
  • Samsung Electronics in the Age of AI
  • Discarding a Failing Strategy
  • Developing a Premium Brand
  • Speeding Up New Product Development
  • Perfecting a Design Process
  • Creating a Sustainable Model?
  • Case 22: Zynga: Is the Game Over?
  • Zynga: Is the Game Over?
  • Zynga’s Background
  • The Products
  • Market Size
  • Competitors
  • Background of Zynga’s Founder
  • Intellectual Property and Ethical Issues
  • Zynga Going Forward
  • Case 23: Flipkart in the Indian E-Commerce Market
  • Flipkart in the Indian E-Commerce Market
  • An Indian Home-Brew
  • Traditional Indian Retail Culture
  • Growth of E-Commerce in India
  • Becoming Big
  • Organization
  • The Flipkart Game Changer— Cash on Delivery
  • Consumer Convenience
  • Flipkart Business Model
  • Flipkart Competitors
  • Flipkart’s PhonePe App
  • Digital Acceleration and the Rise of Indian E-Commerce
  • Flipkart’s Initiatives to Strengthen B2B Infrastructure
  • Challenges Faced by the E-Commerce Industry in India
  • India: The E-Commerce Frontier
  • Case 24: eBay: No Longer Misunderstood?
  • eBay: No Longer Misunderstood?
  • A Successful Past
  • Evolution of the Auction Market
  • Track Record of Proven Leadership
  • Company Business Model
  • Historically Intense Competitive Environment
  • The Covid-19 Pandemic and the Opportunities It Presented
  • The Future of eBay
  • Case 25: Alibaba Group in 2025
  • Alibaba Group in 2025
  • Company History and Evolution
  • Alibaba Growth Strategy
  • The Competition
  • Alibaba’s Challenges
  • Looking Ahead
  • Case 26: Venmo: Still Better than Cash?
  • Venmo: Still Better than Cash?
  • Company Background
  • Industry Landscape
  • Business Concept
  • Cash Transfers and Withdrawals
  • Social Feeds
  • Fraud and Controversy
  • Cash App and Zelle
  • App Rankings
  • Moving Forward
  • Case 27: Johnson & Johnson
  • Johnson & Johnson
  • Cultivating Entrepreneurship
  • Pushing for More Collaboration
  • Pushing for Tighter Integration
  • Spinning Off Consumer Products
  • A Perfect Cure?
  • Case 28: Procter & Gamble in 2025
  • Procter & Gamble in 2025
  • Fighting off a Decline
  • Gambling on its Brands
  • Losing the Momentum
  • Striving for Agility
  • Fighting for Its Iconic Status
  • Case 29: McDonald’s in 2025
  • McDonald’s in 2025
  • Pulling Out of a Downward Spiral
  • Striving for a Healthier Image
  • Refurbishing the Outlets
  • Rethinking the Business Model
  • More Gold in These Arches?
  • Case 30: United Way Worldwide: A New Era?
  • United Way Worldwide: A New Era?
  • Overview and History of the United Way of America
  • Current Competition and Challenges
  • Scandals and Governance
  • The Future of United Way
  • Case 31: Campbell’s: A Chilled Soup?
  • Campbell’s: A Chilled Soup?
  • Transformative Years: Building Brand and Culture
  • Sustainability Initiatives
  • Company Financials42
  • Industry Overview
  • Competition
  • What’s Next?
  • Case 32: TKO and World Wrestling Entertainment in 2025
  • TKO and World Wrestling Entertainment in 2025
  • The Path to the Ring
  • Developing a Wrestling Empire
  • Creating a Script for Success
  • Managing a Road Show
  • Searching for Growth
  • Reclaiming the Championship?
  • Case 33: Microfinance: Going Global … and Going Public?
  • Microfinance: Going Global … and Going Public?
  • What Is Microfinance?
  • Microfinance and Initial Public Offerings
  • Compartamos Banco9
  • Beyond the Grameen Bank
  • Case 34: Greenwood Resources: A Global Sustainable Venture in The Making
  • Greenwood Resources: A Global Sustainable Venture in The Making
  • GreenWood Resources, Inc.
  • Entering the Chinese Poplar Plantation Industry
  • Investment Opportunities in China
  • Appendix 1: Background—Timber Investments and Tree Plantation Management
  • Timber Investments
  • Tree Plantations
  • Hybrid Poplar Plantation Development7
  • Case 35: Kickstarter and Crowdfunding in 2025
  • Kickstarter and Crowdfunding in 2025
  • The Kickstarter Business Model
  • Kickstarter’s History
  • Crowdfunding Competition
  • Kickstarter Successes
  • Kickstarter Failures
  • Ongoing Issues—Backers’ Concerns and Rules and Regulations
  • The JOBS Act
  • The Future for Kickstarter
  • Case 36: QVC in 2025
  • QVC in 2025
  • Pursuing a Leading Position
  • Striving for Retailing Excellence
  • Searching for Profitable Products
  • Expanding the Customer Base
  • Positioning for Future Growth
  • Case 37: Cirque Du Soleil in 2025
  • Cirque Du Soleil in 2025
  • The First Concept
  • Growing with the Concept
  • Losing Its Touch
  • The Fall of Cirque’s Diversification Strategy
  • What Is the Next Act?
  • Case 38: Walt Disney Company in 2025
  • Walt Disney Company in 2025
  • Succeeding with a Mouse
  • Developing an Entertainment Empire
  • Doubling Down on Content
  • Betting on its Content
  • A Fantasy Future?
  • Company Index
  • Company Index
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  • Accessibility Content: Extended Descriptions for Images
  • A Chapter Title Page Extended Description (Front Matter)
  • A Page Full Extended Description (Front Matter)
  • 2 Strategy Spotlight Pages Extended Description (Front Matter)
  • 2 Parts of Insights Extended Description (Front Matter)
  • Chart Summarizes Bulleted Points Extended Description (Front Matter)
  • 2 Screengrabs for Reflecting Extended Description (Front Matter)
  • Set of 3 Pages Summarize Cases 15, 9, and 4 Extended Description (Front Matter)
  • A Graphic Illustrates Where Extended Description (Chapter 1)
  • EXHIBIT 1.2 Extended Description (Chapter 1)
  • EXHIBIT 1.3 Extended Description (Chapter 1)
  • EXHIBIT 1.4 Extended Description (Chapter 1)
  • EXHIBIT 1.6 Extended Description (Chapter 1)
  • EXHIBIT 2.4 Extended Description (Chapter 2)
  • EXHIBIT 2.6 Extended Description (Chapter 2)
  • EXHIBIT 2.7 Extended Description (Chapter 2)
  • EXHIBIT 3.1 Extended Description (Chapter 3)
  • EXHIBIT 3.8 Extended Description (Chapter 3)
  • EXHIBIT 4.2 Extended Description (Chapter 4)
  • EXHIBIT 4.3 Extended Description (Chapter 4)
  • EXHIBIT 5.1 Extended Description (Chapter 5)
  • EXHIBIT 5.6 Extended Description (Chapter 5)
  • EXHIBIT 6.3 Extended Description (Chapter 6)
  • EXHIBIT 6.5 Extended Description (Chapter 6)
  • EXHIBIT 6.6 Extended Description (Chapter 6)
  • EXHIBIT 7.1 Extended Description (Chapter 7)
  • EXHIBIT 7.3 Extended Description (Chapter 7)
  • EXHIBIT 7.8 Extended Description (Chapter 7)
  • A Network Between Domestic Extended Description (Chapter 7)
  • EXHIBIT 8.3 Extended Description (Chapter 8)
  • EXHIBIT 9.2 Extended Description (Chapter 9)
  • EXHIBIT 10.1 Extended Description (Chapter 10)
  • EXHIBIT 10.2 Extended Description (Chapter 10)
  • EXHIBIT 10.3 Extended Description (Chapter 10)
  • EXHIBIT 10.4 Extended Description (Chapter 10)
  • EXHIBIT 11.1 Extended Description (Chapter 11)
  • EXHIBIT 11.2 Extended Description (Chapter 11)
  • EXHIBIT 11.3 Extended Description (Chapter 11)
  • EXHIBIT 12.1 Extended Description (Chapter 12)
  • EXHIBIT 13.4 Extended Description (Chapter 13)
  • EXHIBIT 13.5 Extended Description (Chapter 13)
  • An Overview of the Research on Employee Development and Innovation Extended Description (Case 3)
  • A Brochure with the Text, Why this Matters Extended Description (Case 3)
  • EXHIBIT 1 Extended Description (Case 4)
  • EXHIBIT 2 Extended Description (Case 4)
  • EXHIBIT 4 Extended Description (Case 4)
  • EXHIBIT 5 Extended Description (Case 4)
  • An Illustration Shows a Pocket Radar unit Extended Description (Case 5)
  • Set of 4 Best, Ok, and Incorrect Extended Description (Case 5)
  • An Illustration Shows a Pocket Radar Extended Description (Case 5)
  • EXHIBIT 2 Extended Description (Case 6)
  • EXHIBIT 3 Extended Description (Case 6)
  • EXHIBIT 3 Extended Description (Case 7)
  • EXHIBIT 4 Extended Description (Case 7)
  • EXHIBIT 5 Extended Description (Case 7)
  • EXHIBIT 6 Extended Description (Case 8)
  • EXHIBIT 1 Extended Description (Case 9)
  • EXHIBIT 3 Extended Description (Case 10)
  • EXHIBIT 5 Extended Description (Case 12)
  • EXHIBIT 4 Extended Description (Case 13)
  • EXHIBIT 3 Extended Description (Case 14)
  • EXHIBIT 5 Extended Description (Case 14)
  • EXHIBIT 6 Extended Description (Case 14)
  • EXHIBIT 7 Extended Description (Case 14)
  • EXHIBIT 4 Extended Description (Case 15)
  • EXHIBIT 5 Extended Description (Case 15)
  • EXHIBIT 6 Extended Description (Case 15)
  • EXHIBIT 7 Extended Description (Case 15)
  • EXHIBIT 8 Extended Description (Case 15)
  • EXHIBIT 4 Extended Description (Case 16)
  • EXHIBIT 5 Extended Description (Case 16)
  • EXHIBIT 6 Extended Description (Case 16)
  • EXHIBIT 8 Extended Description (Case 16)
  • EXHIBIT 9 Extended Description (Case 16)
  • EXHIBIT 3 Extended Description (Case 17)
  • EXHIBIT 5 Extended Description (Case 17)
  • EXHIBIT 1 Extended Description (Case 18)
  • EXHIBIT 2 Extended Description (Case 18)
  • EXHIBIT 3 Extended Description (Case 18)
  • EXHIBIT 1 Extended Description (Case 19)
  • EXHIBIT 2 Extended Description (Case 19)
  • EXHIBIT 3 Extended Description (Case 21)
  • EXHIBIT 4 Extended Description (Case 21)
  • EXHIBIT 1 Extended Description (Case 22)
  • EXHIBIT 4 Extended Description (Case 22)
  • EXHIBIT 1 Extended Description (Case 23)
  • EXHIBIT 4 Extended Description (Case 23)
  • EXHIBIT 4 Extended Description (Case 23)
  • EXHIBIT 5 Extended Description (Case 23)
  • EXHIBIT 7 Extended Description (Case 23)
  • EXHIBIT 8 Extended Description (Case 23)
  • EXHIBIT 9 Extended Description (Case 23)
  • EXHIBIT 10 Extended Description (Case 23)
  • EXHIBIT 11 Extended Description (Case 23)
  • EXHIBIT 5 Extended Description (Case 24)
  • EXHIBIT 1 Extended Description (Case 25)
  • EXHIBIT 2 Extended Description (Case 25)
  • EXHIBIT 3 Extended Description (Case 25)
  • EXHIBIT 4 Extended Description (Case 25)
  • EXHIBIT 5 Extended Description (Case 25)
  • EXHIBIT 6 Extended Description (Case 25)
  • EXHIBIT 8 Extended Description (Case 25)
  • EXHIBIT 9 Extended Description (Case 25)
  • EXHIBIT 1 Extended Description (Case 26)
  • EXHIBIT 2 Extended Description (Case 26)
  • EXHIBIT 8 Extended Description (Case 26)
  • EXHIBIT 3 Extended Description (Case 27)
  • EXHIBIT 5 Extended Description (Case 28)
  • EXHIBIT 2 Extended Description (Case 30)
  • EXHIBIT 5 Extended Description (Case 31)
  • EXHIBIT 8 Extended Description (Case 31)
  • EXHIBIT 1 Extended Description (Case 34)
  • EXHIBIT 4 Extended Description (Case 34)
  • EXHIBIT 6 Extended Description (Case 34)
  • EXHIBIT 7 Extended Description (Case 34)
  • EXHIBIT 2 Extended Description (Case 35)
  • EXHIBIT 4 Extended Description (Case 35)