Part One: Concepts and Techniques for Crafting and Executing Strategy
Section A: Introduction and Overview
Chapter 1: What Is Strategy and Why Is It Important?
Chapter 2: Charting a Company's Direction: Its Vision, Mission, Objectives, and Strategy
Section B: Core Concepts and Analytical Tools
Chapter 3: Evaluating a Company's External Environment
Chapter 4: Evaluating a Company's Resources, Capabilities, and Competitiveness
Section C: Crafting a Strategy
Chapter 5: The Five Generic Competitive Strategies
Chapter 6: Strengthening a Company's Competitive Position
Chapter 7: Strategies for Competing in International Markets
Chapter 8: Corporate Strategy
Chapter 9: Ethics, Corporate Social Responsibility, Environmental Sustainability, and Strategy
Section D: Executing the Strategy
Chapter 10: Building an Organisation Capable of Good Strategy Execution
Chapter 11: Managing Internal Operations
Chapter 12: Corporate Culture and Leadership
Part Two: Cases in Crafting and Executing Strategy
Section A: Crafting Strategy in Single-Business Companies
Case 1: Mystic Monk Coffee
Case 2: Costco Wholesale in 2012: Mission, Business Model, and Strategy
Case 3: Harry Lindsol's Textbook decision: An Ebook or a Traditional College Textbook
Case 4: Sift Cupcake and Dessert Bar
Case 5: Under Armour – Challenging Nike in Sports Apparel
Case 6: lulumon athletica, Inc.
Case 7: Coach Inc. in 2012: It's Strategy in the “Accessible” Luxury Goods Market
Case 8: Tiffany's Little Blue Box: Does It Have Any Strategic Significance?
Case 9: Panera Bread Company in 2012 – Pursuing Growth in a Weak Economy
Case 10: Chipolte Mexican Grill in 2012: Can It Hit a Second Home Run?
Case 11: Netflix in 2012: Can It Recover from Its Strategy Missteps?
Case 12: Equal Exchange: Trading Fairly and Making a Profit
Case 13: Google's Strategy in 2012
Case 14: Apple Inc. in 2012: Can it Sustain its Growth and Defend against New Competitive Threats?
Case 15: The State Fair of Virginia
Case 16: Eastman Kodak in 2012: Will Its Post-Bankruptcy Strategy Be Successful?
Case 17: Nucor Corporation in 2012: Using Economic Downturns as an Opportunity to Grow Stronger
Case 18: Tata Motors: Can It Become a Global Contender in the Automobile Industry?
Case 19: 7-Eleven in Taiwan: Adaptation of Convenience Stores to New Market Environments
Section B: Crafting Strategy in Diversified Companies
Case 20: The Walt Disney Company: Its Diversification Strategy in 2012
Case 21: Kraft Foods Inc.: Will the Spinoff of Its North American Grocery Business Lead to Increased Shareholder Value?
Section C: Implementing and Executing Strategy
Case 22: Robin Hood
Case 23: Dilemma at Devil's Den
Case 24: Starbucks in 2012: Evolving into a Dynamic Global Organisation
Case 25: Herman Miller Inc. in 2012: An Ongoing Case of Reinvention and Renewal
Case 26: Henkel: Building a Winning Culture
Case 27: Bayonne Packaging, Inc.
Section D: Strategy, Ethics, and Social Responsibility
Case 28: Rhino Sales, Hunting, and Poaching in South Africa
Case 29: The Upper Big Branch Mine Disaster
Case 30: Frog's Leap Winery in 2011 – the Sustainability Agenda

The distinguishing mark of the 19th edition is its enriched and enlivened presentation of the material in each of the 12 chapters, providing an as up-to-date and engrossing discussion of the core concepts and analytical tools as you will find anywhere. There is an accompanying line-up of exciting new cases that bring the content to life and are sure to provoke interesting classroom discussions, deepening students' understanding of the material in the process. While this 19th edition retains the 12-chapter structure of the prior edition, every chapter –indeed every paragraph and every line – has been re-examined, refined, and refreshed. New content has been added to keep the material in line with the latest developments in the theory and practice of strategic management. In other areas, coverage has been trimmed to keep the book at a more manageable size. Scores of new examples have been added, along with 16 new Illustration Capsules, to enrich understanding of the content and to provide students with a ringside view of strategy in action. The result is a text that cuts straight to the chase in terms of what students really need to know and gives instructors a leg up on teaching that material effectively. It remains, as always, solidly mainstream and balanced, mirroring both the penetrating insight of academic thought and the pragmatism of real-world strategic management.

Thompson 19e, your best case scenario!