STRATEGIC MANAGEMENT

• Table of Contents - Concepts & Cases
• Table of Contents - Concepts Only
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• Table of Contents - Concepts & Cases

  Table of Contents - Concepts & Cases
  • PART ONE: STRATEGY ANALYSIS
    Chapter 1 - What is Strategy and Why Is It Important?
    Chapter 2 - The Strategic Management Process
    Chapter 3 - External Analysis: Industry Structure, Competitive Forces, and Strategic Groups
    Chapter 4 - Internal Analysis: Resources, Capabilities, and Activities
    Chapter 5 - Competitive Advantage and Firm Performance
    
    PART TWO: STRATEGY FORMULATION
    Chapter 6 - Business Strategy: Differentiation, Cost Leadership, and Integration
    Chapter 7 - Business Strategy: Innovation and Strategic Entrepreneurship
    Chapter 8 - Corporate Strategy: Vertical Integration and Diversification
    Chapter 9 - Corporate Strategy: Acquisitions, Alliances, and Networks
    Chapter 10 - Global Strategy: Competing Around the World
    
    PART THREE: STRATEGY IMPLEMENTATION
    Chapter 11 - Organizational Design: Structure, Culture, and Control
    Chapter 12 - Corporate Governance, Business Ethics, and Strategic Leadership
    
    PART FOUR: MINI CASES
    MINICASE 1 - Michael Phelps: Strategizing for Gold
    MINICASE 2 - Strategy and Serendipity: A Billion-Dollar Bonanza
    MINICASE 3 - The Home Depot’s Eco Options Boost Profit Margins
    MINICASE 4 - Starbucks: Re-creating its Uniqueness
    MINICASE 5 - GE Under Jack Welch vs. Jeffrey Immelt
    MINICASE 6 - JetBlue: Losing the Magic Touch?
    MINICASE 7 - Which Automotive Technology Will Win?
    MINICASE 8 - Core Competencies: From Circuit City to CarMax
    MINICASE 9 - P&G’s New Corporate Strategy: “Connect+Develop”
    MINICASE 10 - The Wonder from Sweden: Is IKEA's Success Sustainable?
    MINICASE 11 - Sony’s Silos Prevent Collaboration Across Divisions
    MINICASE 12 - PepsiCo’s Indra Nooyi: “Performance with a Purpose”
    
    PART FIVE: CASES
    CASE 1 - Robin Hood
    CASE 2 - The Movie industry (A) in 2008
    CASE 3 - The Movie industry (B) in 2011
    CASE 4 - Better World Books: Social Entrepreneurship and the Triple Bottom Line
    CASE 5 - Tesla Motors and the U.S. Auto Industry (A)
    CASE 6 - Tesla Motors and the U.S. Auto Industry (B)
    CASE 7 - Rogers’ Chocolates
    CASE 8 - Numenta: The Age of Truly Intelligent Machines?
    CASE 9 - GeoX: Breathing Innovation into Shoes
    CASE 10 - InterfaceRAISE: Raising the Bar in Sustainability Consulting
    CASE 11 - Netflix
    CASE 12 - Best Buy after Circuit City: What’s Next?
    CASE 13 - JetBlue Airways: Managing Growth
    CASE 14 - Bank of America and the New Financial Landscape
    CASE 15 - DeBeer's Diamond Dilemma
    CASE 16 - IBM and the Emerging Cloud Computing industry
    CASE 17 - Merck: Open for Innovation?
    CASE 18 - Lego Group: An Outsourcing Journey
    CASE 19 - Healthymagination at GE
    CASE 20 - Siemens Energy: How to Engineer a Green Future?
    CASE 21 - Infosys Consulting in the U.S.: What to Do Now?
    CASE 22 - Cemex: The Southdown Offer
    CASE 23 - Cola Wars Continue: Coke and Pepsi in 2006
    CASE 24 - Cola Wars in China: The Future is Here
    CASE 25 - Embraer: Shaking Up the Aircraft Manufacturing Market
    CASE 26- UPS in India: A Package Deal?
    CASE 27 - Genentech: After the Acquisition by Roche
    CASE 28 - Corporate Governance in Three Economies: Germany, Japan, and the United States
    CASE 29 - United Technologies Corporation: Running a Global Ethics and Compliance Program
    CASE 30 - Byte into an Apple
    
• Table of Contents - Concepts Only

  Table of Contents - Concepts Only
  • PART ONE: STRATEGY ANALYSIS
    Chapter 1 - What is Strategy and Why Is It Important? 
    Chapter 2 - The Strategic Management Process
    Chapter 3 - External Analysis: Industry Structure, Competitive Forces, and Strategic Groups
    Chapter 4 - Internal Analysis: Resources, Capabilities, and Activities
    Chapter 5 - Competitive Advantage and Firm Performance
    
    PART TWO: STRATEGY FORMULATION
    Chapter 6 - Business Strategy: Differentiation, Cost Leadership, and Integration
    Chapter 7 - Business Strategy: Innovation and Strategic Entrepreneurship
    Chapter 8 - Corporate Strategy: Vertical Integration and Diversification
    Chapter 9 - Corporate Strategy: Acquisitions, Alliances, and Networks
    Chapter 10 - Global Strategy: Competing Around the World
    
    PART THREE: STRATEGY IMPLEMENTATION
    Chapter 11 - Organizational Design: Structure, Culture, and Control
    Chapter 12 - Corporate Governance, Business Ethics, and Strategic Leadership
    
    PART FOUR: MINI CASES
    MINICASE 1 - Michael Phelps: Strategizing for Gold
    MINICASE 2 - Strategy and Serendipity: A Billion-Dollar Bonanza
    MINICASE 3 - The Home Depot’s Eco Options Boost Profit Margins
    MINICASE 4 - Starbucks: Re-creating its Uniqueness
    MINICASE 5 - GE Under Jack Welch vs. Jeffrey Immelt
    MINICASE 6 - JetBlue: Losing the Magic Touch?
    MINICASE 7 - Which Automotive Technology Will Win?
    MINICASE 8 - Core Competencies: From Circuit City to CarMax
    MINICASE 9 - P&G’s New Corporate Strategy: “Connect+Develop”
    MINICASE 10 - The Wonder from Sweden: Is IKEA's Success Sustainable?
    MINICASE 11 - Sony’s Silos Prevent Collaboration Across Divisions
    MINICASE 12 - PepsiCo’s Indra Nooyi: “Performance with a Purpose”
• Videos - Watch Now!

  Videos - Watch Now!
  • Watch the Strategic Management commercial
    
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• Buy Now!

  Buy Now!

  • Concepts version

    Concepts version - now available on Inkling!
    

    Concepts eBook version (180 days rental)

    Concepts and Cases version

    Permanent eBook
    

• Sample Content Downloads

  Sample Content Downloads
  • Front Matter [PDF]
    
    Chapter 1: What is Strategy and Why Is It Important? [PDF]
    
    MiniCase 4: Starbucks: Re-creating Its Uniqueness [PDF]
    
    Case Matrix [PDF]
    
    Request an exam copy! Contact MHEE Sales Support
    * Note: Please use this as the Subject line in your email: "Rothaermel Exam Copy Request"
• Advance Praise

  Advance Praise
  • “Coverage, organization, and currency are strengths of the book. It is both well-written and appropriate for a capstone business strategy course.”
    - Paul Mallette, Colorado State University
    
    “I especially like the examples and Strategy Highlights Rothaermel uses in discussing fairly difficult and abstract concepts.... I like this book very, very much. It’s a welcome change from the usual strategy texts in which the chapters are virtually interchangeable.”
    - Isaac Fox, University of Minnesota
    
    “I felt it was in-depth enough to gain a good understanding of the concepts, without being overwhelming with unnecessary information.”
    - Shawn Larson, student at Northwood University
    
    “The readability of the chapter is excellent, and it gets straight to the point.”
    - David Herendeen, MBA student at University of Missouri– Saint Louis
    
    “The writing style is considerably ‘down-to-earth’ in terms of meeting students where they are intellectually and bringing them along into more complex understanding of competitive advantage and firm performance.”
    - Stephen V. Horner, Arkansas State University
    
    “[My favorite aspect of these chapters] is the way they make these concepts relate to current issues in the real world. I love that I am actually learning something that is teaching me about the newest changes in the business world. And it is very easy to read, yet extremely informative. I really thought it was great. Couldn’t say there was much I did not like.”
    - Laura Linton, student at University of Central Florida
    
    “The cases, written to align with the text’s vocabulary, are a definite plus....The book offers a new, refreshing approach to the field of strategic management. Its presentation stays true to important strategic concepts and related topics while providing contemporary explanations, examples and relevant illustrations of them.”
    - Frank Novakowski, Davenport University
    
    “...this reading was as entertaining as it was informative.”
    - Alejandra M. Nauman, student at North Carolina State University
    
    “This book is a welcome departure from the more traditional treatments of strategic management. The industry examples are imbedded in the current research trends....This text is designed to build [students’] confidence and not overburden them with outdated examples and ‘boiler plate’ information....I feel this book will be READ by my students.”
    - Gene Simko, Leon Hess Business School, Monmouth University
    
• Find Your MGH Rep

  Find Your MGH Rep
  • Find your McGraw-Hill rep here: http://www.mhhe.com/reps
    
• About the Author

  About the Author
  • Frank T. Rothaermel (Ph.D.) is the Angel and Stephen M. Deedy Professor in the College of Management at the Georgia Institute of Technology. He is an Alfred P. Sloan Industry Studies Fellow, and also holds a National Science Foundation (NSF) CAREER award, which "is a Foundation-wide activity that offers the National Science Foundation's most prestigious awards in support of … those teacher-scholars who most effectively integrate research and education …" (NSF CAREER Award description).
    
    Frank’s research interests lie in the areas of strategy, innovation, and entrepreneurship.  To inform his research he has conducted extensive field work and executive training with leading corporations like Amgen, Daimler, Eli Lilly, GE Energy, GE Healthcare, Hyundai Heavy Industries (South Korea), Kimberly-Clark, Microsoft, McKesson, NCR, among others.  BusinessWeek named Frank one of Georgia Tech’s Prominent Faculty in their national survey of business schools.  The Kauffman Foundation views Frank as one of the world’s 75 thought leaders in entrepreneurship and innovation.
    
    Frank has published over 25 articles in leading academic journals such as the Academy of Management Journal, Academy of Management Review, Organization Science, Strategic Management Journal, and elsewhere. Some of his academic articles are highly cited. Frank currently serves (or served) on the editorial boards of the Academy of Management Journal, Academy of Management Review, Strategic Management Journal, and Strategic Organization. Frank regularly translates his research findings for wider audiences in articles in Forbes, MIT Sloan Management Review, Wall Street Journal, and elsewhere.
    
    He has received several recognitions for his research, including the Sloan Industry Studies Best Paper Award, the Academy of Management Newman Award, the Strategic Management Society Conference Best Paper Prize, the DRUID Conference Best Paper Award, the Israel Strategy Conference Best Paper Prize, and is the inaugural recipient of the Byars Faculty Excellence Award.
    
    Frank has a wide range of executive education experience, including teaching at Georgia Institute of Technology, Georgetown University, St. Gallen University (Switzerland), and the University of Washington.  He received numerous teaching awards for excellence in the classroom.
    
    Frank holds a Ph.D. degree in strategic management from the University of Washington; an MBA from the Marriott School of Management at Brigham Young University and an MA in economics from University of Duisburg, Germany.  He was a visiting professor at the University of St. Gallen, Switzerland, and an Erasmus Scholar at Sheffield Hallam University, UK.  Professor Rothaermel is a member of the Academy of Management, the Industry Studies Association (Founding Member), and the Strategic Management Society.
    
• Research

  Research
  • In my academic research, I currently focus on two areas:
    
    1. The Development of Firm Capabilities, and
    2. Technology / Engineering / University Entrepreneurship
    
    As of Oct 2011, my journal articles have been cited:
    
    * 1,186 times in the Social Science Citation Index (lagging indicator)
    * 3,438 times in Google Scholar (leading indicator)
    
    The Development of Firm Capabilities is my main interest. Currently, I am investigating (with Drew Hess of the University of Virginia and Kostas Grigoriou, Ph.D. Candidate at Georgia Tech) the role of human capital in firm-level capability development. We are especially interested in the differences in human capital and how to leverage them for firm-level capability development and competitive advantage through intra- and inter-firm knowledge networks. I also continue to be active in the Technology, Engineering, and University Entrepreneurship research stream.
    
    Research Awards
    
    * National Science Foundation CAREER Award
    * Sloan Industry Studies Best Paper Award
    * Academy of Management William H. Newman Award
    * Strategic Management Society Conference Best Paper Prize
    * DRUID Society Conference Best Paper Award
    * Israel Strategy Conference Best Paper Prize
    * Georgia Tech Byers Award for Faculty Excellence in Research
    
    Complete listing of research papers and PDF downloads
    
• Teaching

  Teaching
  • Teaching Experience
    
    PhD Seminar, Strategic Management
    PhD Seminar, Exemplary Research in Organizational Sciences
    Science PhD, JD, MBA students, TI:GER Program, Georgia Tech and Emory University Law School, Modules:
    - Competing in the Life Sciences and New Product Development
    - Competitive Advantage in Technology-intensive Industries
    Executive MBA, Competitive Analysis
    Executive MBA, International Management
    Executive MBA, Managerial Economics
    Executive MBA, Strategic Management
    Evening MBA, Strategic Management
    Graduate (non-business), Strategic Entrepreneurship
    MBA, Strategic Management
    MBA Elective, Current Thinking in Strategy
    MBA Elective, Competing in the Health Sciences
    Technology Management MBA, Economics of Strategy and Innovation
    Undergraduate, Business, Government, and Society
    Undergraduate, Microeconomics
    Undergraduate, Strategic Management
    
    Teaching Awards
    
    MBA Outstanding Core Professor, College of Management, Georgia Tech, 2005, 2006, 2007
    MBA Outstanding Professor
    - Global Executive MBA Program, College of Management, Georgia Tech, 2006, 2007
    - Executive MBA in Management of Technology Program, College of Management, Georgia Tech, 2007
    Outstanding 2nd year MBA Professor, Broad Graduate School of Management, Michigan State University, 2003
    University of Washington Technology Management MBA Program, Excellence in Teaching Award, 2002
    University of Washington Excellence in Teaching Award, 1998 (Presidential university-wide award)
    University of Washington Business School Teaching Award, 1998
    
    Teaching Materials
    
    Combining Innovation Strategies
    MIT Sloan Management Review, Spring 2010: 12-15.
    
    Finding an Innovation Strategy that Works
    Wall Street Journal, August 17, 2009.
    
    Competitive Advantage In Technology Intensive Industries
    Technological Innovation: Generating Economic Results, Advances in the Study of Entrepreneurship, Innovation and Economic Growth, Volume 18, 201–225.
    
    Appropriating the Returns from Innovation
    Technological Innovation: Generating Economic Results, Advances in the Study of Entrepreneurship, Innovation and Economic Growth, Volume 18, 11–34.
    
• Executive Training

  Executive Training
  • I offer a variety of customized (in-house) programs (face-to-face or via Webinars), e.g.,
    
    1) Strategy in High-Tech Industries

    2) Innovation Strategy

    3) Innovation Simulation (hands-on computer simulation)
    
4) Moving Beyond Incremental Innovation

    5) Competing in the Health Sciences

    6) Creating and Sustaining Competitive Advantage
    
7) Leveraging Market Structures for Advantage
    * Other customized topics per request
    
    Executive Training Clients
    
    Daimler
    
GE Energy
    
GE Healthcare
    Hyundai Heavy Industries (South Korea)
    
Kimberly-Clark

    McKesson

    Microsoft
    NCR
    
Thomson Financial
    
    Testimonials
    
    “Frank Rothaermel is a tremendous thought leader and skillful presenter on the topic of Innovation Strategy. Frank’s style is engaging and interactive, and the blend of content and supportive videos are fresh, current and relevant. For organizations seeking to further the competitive edge through innovation, this is a must-attend program”
    Mark Malis, Vice President – Talent Management, McKesson Technology Solutions
    
    “Having been in medical industry for nearly 20 years, I was invigorated that Dr. Rothaermel’s teaching was able to offer a fresh, thought provoking and impressively current perspective on today’s dynamic health care environment.”
    Michael Poteran, Regional Manager, GE Healthcare
    
    “Frank Rothaermel’s innovation strategy model has been an integral part of GE Healthcare’s Technology Leadership Development programs. His approach provides the context upon which technology leaders can drive innovation into their everyday workplace activities.”
    John Buckley, Manager, Technology Leadership Programs, GE Healthcare
    
    “Dr. Rothaermel really brings innovation strategy to life with an ideal mix of theory and real-world examples. His teaching style makes highly complex topics accessible by putting them in contexts that today’s executives can relate to. I have used what I learned in his class repeatedly to drive innovation and growth strategies within my organization.”
    Alex Heublein, Director, Strategy and Solutions, Red Hat Consulting
    
    “Frank Rothaermel is an exceptional teacher and classroom facilitator. He has a tremendous ability to present material in a way that makes it relevant to everyone in the classroom. Further, Prof. Rothaermel has an incredible ability to engage the class, drawing out relevant first-hand experiences to allow people to immediately apply the ideas and tools presented to their own situations.”
    Herb Edgecomb, P.M.P, Global Quality & Compliance Officer, IBM
    
    Executive Training Materials
    
    Combining Innovative Strategies
    MIT Sloan Management Review, Spring 2010: 12-15.
    
    Finding an Innovative Strategy that Works
    Wall Street Journal, August 17, 2009.
    
• Wall

  Wall

  Timeline Photos

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  Strategic Management Textbook (Concepts & Cases / Concepts Only)

  Profile Pictures

  Timeline Photos

  Cover Photos

  Strategic Management Textbook (Concepts & Cases / Concepts Only)

  Profile Pictures

  Profile
  • Thank YOU Dean Steve Salbu for an awesome & incredible run! "Dean Salbu Won't Seek Third Term in 2014" Georgia Institute of Technology Georgia Tech Scheller College of Business http://scheller.gatech.edu/news_room/news/2013/articles/deanannouncement.html …

    Jun 15, 13
  • Thank you @UPS for sponsoring the GT ICN France Executive MBA "Live Strategy Case." (2/2) @GeorgiaTech @SchellerCollege

    Jun 14, 13
  • Thank you UPS for sponsoring the GT ICN France Executive MBA "Live Strategy Case." (1/2) Btw, Yours Sincerely in front of UPS first delivery van.

    Jun 13, 13
  • Congratulations to my good friend Gerry Sanders for being appointed Dean & Bodenstedt Chair of The University of Texas at San Antonio College of Business http://utsa.edu/today/2013/04/gerrysanders.html Wishing you great success!

    Jun 07, 13
  • Nike pulls the plug on Livestrong brand & other celebrity endorsements gone bad http://on.wsj.com/19mjDai

    Jun 05, 13
  • Elon Musk's Fortune Swells by $2.9 Billion as Tesla Surges http://on.wsj.com/12M9Bde

    Jun 04, 13
  • Porsche: Strategic re-positioning from small niche to broad differentiator or risk of being stuck in the middle? Now part of the large VW conglomerate. http://on.wsj.com/131lUUT

    Jun 03, 13
  • Update to Strategy Highlight 9.1 http://bit.ly/Rothaermel_Concepts Hershey no longer U.S. only, now entering China http://on.wsj.com/17UXhxi

    May 31, 13
  • I knew it!

    May 30, 13
  • "Be alone-that is the secret of invention; be alone, that is when ideas are born." Nikola Tesla is to engineers what Joseph Schumpeter is to economists and strategy scholars: A genius who wasn't recognized for his breakthrough ideas (at the time). http://on.wsj.com/12T2x00

    May 29, 13
  • Google: the new innovation powerhouse (vs. Apple) http://on.wsj.com/17AXUMm

    May 28, 13
  • P&G "stuck in the middle:" bloated cost structure, focus on incremental, higher end innovation, combined with recession led to decline in performance. Will former CEO AG Lafley be able turn around P&G? http://on.wsj.com/10UUAaD

    May 25, 13
  • Thank you Michael Ablassmeir (best executive editor in industry) & McGraw-Hill Education for donating Rothaermel "Strategic Management: Concepts & Cases" to Education Justice Project http://bit.ly/Rothaermel_Concepts_Cases

    May 24, 13
  • Facebook: 1 year post-IPO, still in search of a business model http://on.wsj.com/10vtEy2

    May 23, 13
  • Facebook: 1 year post-IPO, still in search of a business model http://on.wsj.com/10vtEy2

    May 22, 13
  • Looking forward to attending the 10th Atlanta Competitive Advantage Conference (ACAC) this week, co-sponsored by Georgia Tech's Scheller College of Business http://robinson.gsu.edu/acac/

    May 21, 13
  • #Yahoo pays $1.1 bn for #Tumblr Will Yahoo's new social media presence hail a come back? http://on.wsj.com/17PTXn9

    May 20, 13
  • Check out my new video -- What is Strategy? http://www.youtube.com/watch?v=CSHKPBPsj78

    May 20, 13
  • GT'14-MBA: Just wanted to wish you a productive summer & thank you for an awesome class & Strategy Projects! Go Jackets!

    May 17, 13
  • Great news for MBAs--consulting is booming http://econ.st/12iixHl

    May 13, 13
  • Amazon 3D smartphone. Also, surprised by Microsoft 1/3 of tablet shipments (Surface) http://on.wsj.com/1755G0L

    May 11, 13
  • Can Dollar Shave Club disrupt the $13 billion shaving industry, with Gillette holding a 66% dominant position? Or will someone acquire DSC? Or will DSC be imitated (easily)? http://on.wsj.com/ISR6YY

    May 08, 13
  • DollarShave: The power of the subscription-based business model http://www.youtube.com/dollarshaveclub

    May 06, 13
  • How a $529 million DOE loan drove Fisker into bankruptcy http://on.wsj.com/ZLr2Zr Also, see case studies "Tesla Motor and the U.S. Automotive Industry" (A and B Cases) in: http://bit.ly/Rothaermel_Concepts_Cases

    May 02, 13
  • Chinese car company & battery maker BYD investing in California to make all-electric "Buy American" buses, update to ChpaterCase 3 http://on.wsj.com/1682MIc

    May 01, 13
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  • Superhero films: Superman v Spider-Man. Marvel's Superheros grossed a cumulative $14bn! #Disney http://t.co/YhkQD2w4mC

    Jun 18, 13 from Tweet Button Reply, Retweet, Favorite
  • Time to repeal anti-competitive car dealer laws & allow direct sales #Tesla's Brick Wall: Auto Dealers http://t.co/mq4quGjPKG

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  • Reading @JonHaidt "The Happiness Hypothesis" superb discussion of social psych research. Highly recommend it! http://t.co/LeT5iiL1i6

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  • Indian #Apollo expanding into U.S. by acquiring Ohio-based @CooperTires http://t.co/s23xRQm39U

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  • Glut of oil and natural gas will make it hard for renewables in U.S. No #Energiewende here http://t.co/9Oq95uVPEU

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  • stakeholder theory & #CSR graduates ill-prepared & responsible decline US competitveness says Prof Simons #HBS #MBA http://t.co/EqI7dq6AK1

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  • RT @Freek_Vermeulen: Nice video of my talk at Innotown2013: http://t.co/zMYzHNJgrm on why bad management habits refuse to die.

    Jun 12, 13 from web Reply, Retweet, Favorite
  • Great visit @UPS. Thank you for supporting the #GeorgiaTech #ICN Executive #MBA Live Case 2/2 http://t.co/1tpU3rro59

    Jun 12, 13 from Twitpic Reply, Retweet, Favorite
  • Great visit @UPS. Thank you for supporting the #GeorgiaTech #ICN Executive #MBA Live Case 1/2 http://t.co/wu2DB8zZvD

    Jun 12, 13 from Twitpic Reply, Retweet, Favorite
  • Some boomerang #CEOs do exceptionally well, most don't #Strategy http://t.co/APZMiPVq9D

    Jun 06, 13 from Tweet Button Reply, Retweet, Favorite
  • #GoogleGlass commercially available 2013 -- my holiday wish "I used GoogleGlass" cool video http://t.co/2Ei7ZoSb8t

    Jun 06, 13 from web Reply, Retweet, Favorite
  • Congrats to my awesome colleague Prof Beril Toktay, Brady Family Chair & Pioneer in #Sustainability Research #GT http://t.co/4uJsKnKG7P

    Jun 04, 13 from web Reply, Retweet, Favorite
  • Thank YOU Dean Steve Salbu for an awesome & incredible run. Won't Seek Third Term in 2014. @georgiatechbsch #GT http://t.co/fwSxt6hBVs

    Jun 04, 13 from web Reply, Retweet, Favorite
  • Touring #CNN @ 2013 #SMS pre-conference planning meeting http://t.co/wPB3QuJqcq

    Jun 03, 13 from Twitter for Android Reply, Retweet, Favorite
  • Welcome #ICN Executive MBA 9 to #GeorgiaTech for Strategy Residency and #UPS Live Case! chaleureusement la bienvenue

    Jun 03, 13 from web Reply, Retweet, Favorite
  • at #SMS2013 #StrategicManagementSociety pre-conference planning meeting -- will awesome conference, check it out http://t.co/CjhudoR8Lo

    Jun 03, 13 from web Reply, Retweet, Favorite
  • Elon #Musk @WSJ #D11: On Naysayers "there is a trend here" #Tesla #superchargers http://t.co/R7NmqiWuik

    Jun 01, 13 from Tweet Button Reply, Retweet, Favorite
  • Congrats to Gerry Sanders, appointed dean and Bodenstedt & Chair of UT San Antonio http://t.co/3Iqwao5YRN … #BYU #UTSA @AOMConnect

    Jun 01, 13 from web Reply, Retweet, Favorite
  • strategic positioning & differentiation pays: #Porsche's 2012 operating profit 19%; #MercedesBenz 7%, #GM 5% http://t.co/XIRDWzbYSC

    May 29, 13 from Tweet Button Reply, Retweet, Favorite
  • my #Tesla #Ent hero Elon #Musk's Fortune Swells by $2.9 Billion as Tesla Surges http://t.co/c05QPR5E24

    May 29, 13 from Tweet Button Reply, Retweet, Favorite
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    Frank T. Rothaermel

    Management Consulting | Greater Atlanta Area, US