000			02184cam a2200349 i 4500
001			23363646
005			20250714123224.0
008			231026s2024 nyua b 001 0 eng
010			_a 2023050656
020			_z9781266849466
035			_a23363646
035			_a(DLC)23363646
040			_aDLC _beng _erda _cDLC _dDLC _dDLC-MRC _dDLC
042			_apcc
050	0	0	_aHD30.28 _b.T53 2024
100	1		_aThompson, Arthur A., _d1940- _eauthor _4aut _4http://id.loc.gov/vocabulary/relators/aut
245	1	0	_aCrafting and executing strategy : _bthe quest for competitive advantage: concepts and cases / _cArthur A. Thompson, Margaret A. Peteraf, John E. Gamble, A.J. Strickland, III
246	1	4	_aCrafting & executing strategy
250			_a2024 release.
260			_aNew York: _bMcGraw Hill, _c2024.
300			_axlviii, 372p. _billustrations _c26 cm
504			_aIncludes bibliographical references and index.
520			_a"Entrepreneurial leadership and commit the enterprise to conducting business in a fashion shrewdly calculated to produce good performance. A strategy provides a roadmap to operate by a prescription for doing business, a game plan for building customer loyalty and winning a sustainable competitive advantage over rivals. The second need is that of molding the independent decisions and actions initiated by departments, managers, and employees across the company into a coordinated, company wide game plan. Absent a strategy, managers have no framework for weaving many different action initiatives into a cohesive whole, no plan for uniting crossdepartment operations into a team effort"-- Provided by publisher.
650		0	_aStrategic planning
650		0	_aStrategic planning _vCase studies
655		7	_aCase studies. _2lcgft
776	1		_iOnline version _aThompson, Arthur A., 1940- _tCrafting and executing strategy _b24th edition _dNew York, NY: McGraw Hill, [2025] _w(DLC) 2023050657 _z9781265099268
906			_a7 _bcbc _corignew _d1 _eecip _f20 _gy-gencatlg
942			_2lcc _cBK
999			_c204656 _d204616