Management Strategy: Achieving Sustained Competitive Advantage

Marcus, Alfred

ISBN 10: 0078137128 / ISBN 13: 9780078137129

Published by McGraw-Hill Education, 2009

About this Item

The item shows wear from consistent use, but it remains in good condition and works perfectly. All pages and cover are intact including the dust cover, if applicable . Spine may show signs of wear. Pages may include limited notes and highlighting. May NOT include discs, access code or other supplemental materials.

Seller Inventory # BVV.0078137128.G

Bibliographic Details

• Title: Management Strategy: Achieving Sustained Competitive Advantage
• Publisher: McGraw-Hill Education
• Publication Date: 2009
• Language: English
• ISBN 10: 0078137128
• ISBN 13: 9780078137129
• Binding: Soft cover
• Edition: 2nd Edition
• Condition: good

About this title

Synopsis

Management Strategy: Achieving Sustained Competitive Advantage, 2e, by Alfred Marcus, is a brief, focused paperback text, allowing ample time for the instructor to incorporate other materials commonly used in this course, such as cases, readings, and/or simulations. The text focuses on how making winning moves depends on finding profitable patterns that repeatedly meet customer demands for solutions. Whereas many strategy books have lost sight of the purpose of strategy and fail to show how decisions actually affect business performance and, ultimately, outcomes, Management Strategy focuses on the types of analyses and strategic moves required, given the industry, environment, and a company's internal resources. In eight chapters, this textbook builds upon the analysis process and demonstrates how strategy impacts an organization's position in comparison to its competitors, both in terms of the cost and quality of its products and the scope of businesses in which it is involved (vertical and horizontal integration), as well as its global versus domestic reach. The outcomes that come from analyzing an organization also determine the extent to which the organization will strive to be an innovator as opposed to being a follower.

About the Author

Currently the Edson Spence Chair of Strategic Management at the University of Minnesota, Carlson School of Management. He has been on the faculty at Minnesota since 1984. His articles have appeared in the Strategic Management Journal, Academy of Management Journal, Academy of Management Review, and Organization Science among other places. He is the author or co-author of 10 other books. His PH.D is from Harvard and he has undergraduate and graduate degrees from the University of Chicago. Prior to the joining Minnesota’s faculty he taught at the University of Pittsburgh Graduate School of Business and was a research scientist at the Battelle Human Affairs Research Centers in Seattle, Washington.