KEY BENFIT:David's Strategic Managementoffers a skills-oriented, practitioner perspective that has been updated with modern cases to reflect current research and strategy. This text covers strategy formulation issues such as business ethics, global vs. domestic operations, vision/mission, matrix analysis, partnering, joint venturing, competitive analysis, and includes a brand new cohesion case on the Walt Disney Company. For management professionals, small business owners and others involved in business.
A unique set of complementary hands-on tools for learning about and applying a deeper and practical theory for diagnosis and design. This edition has been significantly updated and rewritten to make it easier to read.
Learn what a flipped classroom is and why it works, and get the information you need to flip a classroom. You’ll also learn the flipped mastery model, where students learn at their own pace, furthering opportunities for personalized education. This simple concept is easily replicable in any classroom, doesn’t cost much to implement, and helps foster self-directed learning. Once you flip, you won’t want to go back!
Since the Arab oil embargo of 1974, it has been clear that the days of almost limitless quantities of low-cost energy have passed. In addition, ever worsening pollution due to fossil fuel consumption, for instance oil and chemical spills, strip mining, sulphur emission and accumulation of solid wastes, has, among other things, led to an increase of as much as 10% in the carbon dioxide content of the atmosphere in this century. This has induced a warming trend through the 'greenhouse effect' which prevents infrared radiation from leaving it. Many people think the average planetary temperatures may rise by 4°C or so by 2050. This is probably true since Antarctic ice cores evidence indicates that, over the last 160000 years, ice ages coincided with reduced levels of carbon dioxide and warmer interglacial episodes with increased levels of the gas in the atmosphere. Consequently, such an elevation of temperature over such a relatively short span of time would have catastrophic results in terms of rising sea level and associated flooding of vast tracts of low-lying lands. Reducing the burning of fossil fuels makes sense on both economic and environmental grounds. One of the most attractive alternatives is geothermal resources, especially in developing countries, for instance in El Salvador where geothermal energy provides about a fifth of total installed electrical power already. In fact, by the middle 1980s, at least 121 geothermal power plants were operating worldwide, most being of the dry steam type.
Advances in Strategic Management is dedicated to communicating innovative, new research that advances theory and practice in Strategic Management. This volume focuses on organization design and collaborative ways of working.
Mexico provides a case study of a cornerstone economy in the development of the hemospheric free trade zone in the Americas, an adjusting economy which has been integrated into uneven economies (Canada and the US). This volume examines the Mexican economy and its attempt to develop an innovation system, providing an example of the dynamics that are of concern to evolutionary economists.
As industries turn increasingly hostile, it is clear that strong brand-building skills are needed to survive and prosper. In David Aaker's pathbreaking book, MANAGING BRAND EQUITY, managers discovered the value of a brand as a strategic asset and a company's primary source of competitive advantage. Now, in this compelling new work, Aaker uses real brand-building cases from Saturn, General Electric, Kodak, Healthy Choice, McDonald's, and others to demonstrate how strong brands have been created and managed. A common pitfall of brand strategists is to focus on brand attributes. Aaker shows how to break out of the box by considering emotional and self-expressive benefits and by introducing the brand-as-person, brand-as-organisation, and brand-as-symbol perspectives. A second pitfall is to ignore the fact that individual brands are part of a larger system consisting of many intertwined and overlapping brands and subbrands. Aaker shows how to manage the "brand system" to achieve clarity and synergy, to adapt to a changing environment, and to leverage brand assets into new markets and products. As executives in a wide range of industries seek to prevent their products and services from becoming commodities, they are recommitting themselves to brands as a foundation of business strategy. This new work will be essential reading for the battle-ready.
