With over one million copies sold worldwide, Exploring Strategy has long been the essential introduction to strategy for the managers of today and tomorrow. From entrepreneurial start-ups to multinationals, charities to government agencies, this book raises the big questions about organisations - how they grow, how they innovate and how they change. With two new members added to the renowned author team, this tenth edition of Exploring Strategy has been comprehensively updated to help you: - Understand clearly the key concepts and tools of strategic management - Explore hot topics, including internationalisation, corporate governance, innovation and entrepreneurship - Learn from case studies on world-famous organisations such as Apple, H&M, Ryanair and Manchester United FC Please note that the product you are purchasing does not include MyStrategyLab. MyStrategyLab Join over 11 million students benefiting from Pearson MyLabs. This title can be supported by MyStrategyLab, an online homework and tutorial system designed to test and build your understanding. Would you like to use the power of MyStrategyLab to accelerate your learning? You need both an access card and a course ID to access MyStrategyLab. These are the steps you need to take: 1. Make sure that your lecturer is already using the system Ask your lecturer before purchasing a MyLab product as you will need a course ID from them before you can gain access to the system. 2. Check whether an access card has been included with the book at a reduced cost If it has, it will be on the inside back cover of the book. 3. If you have a course ID but no access code, you can benefit from MyStrategyLab at a reduced price by purchasing a pack containing a copy of the book and an access code for MyStrategyLab (ISBN:9781292007007) 4. If your lecturer is using the MyLab and you would like to purchase the product... Go to www.mystrategylab.com to buy access to this interactive study programme. For educator access, contact your Pearson representative. To find out who your Pearson representative is, visit www.pearsoned.co.uk/replocator

Chapter 1 Introducing strategy Part I THE STRATEGIC POSITION Introduction to Part I Chapter 2 The environment Chapter 3 Strategic capabilities Chapter 4 Strategic purpose Chapter 5 Culture and strategy Commentary on Part I The Strategic Position Part II STRATEGIC CHOICES Introduction to Part II Chapter 6 Business strategy Chapter 7 Corporate strategy and diversification Chapter 8 International strategy Chapter 9 Innovation and entrepreneurship Chapter 10 Mergers, acquisitions and alliances Commentary on Part II Strategic Choices Part III STRATEGY IN ACTION Introduction to Part III Chapter 11 Evaluating strategies Chapter 12 Strategy development processes Chapter 13 Organising for success Chapter 14 Leading strategic change Chapter 15 The practice of strategy Commentary on Part III Strategy in Action CASE STUDIES The LEGO Group: adopting a strategic approach The global pharmaceutical industry: in the land of shrinking giants Vodafone: developing communications strategy in the UK market Global forces and the Western European brewing industry A source of cheap energy or a source of problems - the potential benefits and costs of shale gas H&M in fast fashion: continued success? The Formula 1 constructors: capabilities for success Integration of a Corporate Social Responsibility programme in Coloplast Manchester United FC: still successful despite new threats Pierre Fabre: culture and the challenges of internationalisation Adnams - a living company Ryanair: the low fares airline - future directions? Marks and Spencer: is this as good as it gets? Hotel du Vin: strategic entrepreneurship and innovative continuity in the boutique hotel sector Going for growth: Teva's global strategy CRH plc: dimensions of successful corporate strategy SABMiller: from strength to strength The internationalisation of Tesco - new frontiers and new problems Gridsum and the Microsoft partner ecosystem: engaging in China and beyond? Severstal: growth strategies in a Russian steel company FeedHenry - innovating in the cloud Flight Centre Limited Strategic leadership and innovation at Apple, Inc. The acquisition of Cadbury PLC by Kraft Foods, 2010 Gazprom and NIS: the oil and gas industry in Serbia International HIV/AIDS Alliance (B): a strategy for 2020 The Mexican narco-trafficking problem Dancing with the mouse: a strategic metamorphosis at Ocean Park, Hong Kong GMB: strategic leadership in a trade union Academies and Free Schools Paul Polman and the revitalisation of Unilever LEAX: managing growth in a volatile world Changing tracks at Babcock Rail In the boardroom at HomeCo QR National - Aurizon GlossaryIndex of names General index Acknowledgements