Strategic Management: Cases (10th Edition)

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9780131503472: Strategic Management: Cases (10th Edition)
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This tenth edition of Strategic Management Cases offers a practitioner-oriented perspective; focuses on skill-building in all major areas of strategy formation, implementation, and evaluation; and contains the most up-to-date compilation of cases available. The 43 featured cases include Verizon, Nextel, American Airlines, E-Bay, Wal-Mart, Target, Mandalay Resort Group, First Reliance Bank, Revlon, and many more companies. For consultants and other strategic planners.

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From the Publisher:

Cases only version of the core text. 38 cases, all new and all revised, organized by industry.

From the Inside Flap:


The new millennium has ushered in a radically different and more complex business world than it was just two years ago when the previous edition of this text was published. An avalanche of e-commerce has changed the nature of business to its core. European companies purchased hundreds of American companies. Downsizing, rightsizing, reengineering, and countless divestitures, acquisitions, and liquidations permanently altered the corporate landscape. Thousands of firms globalized, and thousands more merged in the last two years. Thousands prospered, and yet thousands more failed. Many manufacturers became e-commerce suppliers, and many rival firms became partners. Long-held competitive advantages have eroded, and new ones have formed. Both the challenges and opportunities facing organizations of all sizes today are greater than ever.

Changes made in this eighth edition are aimed squarely at illustrating the effect of this new world order on strategic-management theory and practice. Changes in this edition are more substantial than changes made in the last four editions combined! To survive and prosper in the new millennium, organizations must build and sustain competitive advantage. This new edition provides up-to-date, state-of-the-art coverage of strategic-management concepts and techniques for achieving competitive advantage.

Our mission in preparing the eighth edition of Strategic Management was "to create the most current, well-written business policy textbook on the market—a book that is exciting and valuable to both students and professors." To achieve this mission, every page has been revamped, updated, and improved. The prior Chapter 10 titled "International Strategic Management" has been replaced with every chapter now comprising 20 percent new global content. There is a new e-commerce theme permeating each chapter in this edition. Chapter 2 in the prior edition becomes Chapter 5 in this edition. New strategic-management research and practice are incorporated throughout the chapters, and hundreds of new examples abound. There is a new Cohesion Case on America Online (AOL)—2000. A wonderful selection of new cases include such companies as eBay, E*Trade, Amazon, Compaq Computer Corporation, First Union Corporation, and Wachovia Corporation. The time basis for all cases included in this edition is 2000, representing the most up-to-date compilation of cases ever assembled in a business policy text.

Scores of reviewers and I believe you will find this edition to be the best ever, and now the best business policy textbook available for communicating both the excitement and value of strategic management. The text is concise and exceptionally well organized. Now published in five different languages—English, Chinese, Spanish, German, and most recently Japanese—this text is perhaps the most widely used strategic-planning book in the world. SPECIAL NOTE TO PROFESSORS

This textbook meets all AACSB guidelines for the business policy and strategic management course at both the graduate and undergraduate level. Previous editions of this text have been used at more than five hundred colleges and universities. Prentice Hall maintains a separate web site for this text at prenhall/davidsm. The author maintains the Strategic Management Club Online Web site at strategyclub. Membership is free to both professors and students.

Although structure of David's Strategic Management parallels the last, dramatic improvements have been made in readability, currentness, and coverage. In keeping with the mission "to become the most current, well-written business policy textbook on the market," every page has undergone rethinking and rewriting to streamline, update, and improve the caliber of presentation. A net result of this activity is that every chapter is shorter in length, and there are now nine chapters instead of ten. New concepts and practices in strategic management are presented in a style that is clear, focused, and relevant. TIME-TESTED FEATURES

This edition continues many of the time-tested features and content that have made this text so successful over the last decade. Trademarks of this text strengthened in this edition are as follows:

The 2000 timeframe for cases offers the most current set in any business policy text on the market. The cases focus on well-known firms in the news making strategic changes. All cases are undisguised and most are exclusively written for this text to reflect current strategic-management problems and practices. The cases feature a great mix of small business, international, and not-for-profit firms organized conveniently by industry. All cases have been class tested to ensure that they are interesting, challenging, and effective for illustrating strategic-management concepts. Almost all cases provide complete financial information about the firm and an organizational chart. Customized inclusion of cases to comprise a tailored text is available to meet the special needs of some professors. A split-paperback version including only cases is available. An outstanding ancillary package, including a comprehensive Instructor's Manual and an elaborate Case Instructor's Manual. An extensive transparency package, color case videos, PowerPoint diskettes, and computerized test bank come free with adoption. A special matrix provided here in preface compares all cases in the text on important criteria such as topics covered, size of firm, complexity of case, etc. NEW TO THIS EDITION

In addition to the special time-tested trademarks described above, this edition includes some exciting new features designed to position this text as the clear leader and best choice for teaching business policy and strategic management.

Changes in the Cases Thirteen brand-new, year-2000 cases focusing on companies in the news appear exclusively for the first time in this text. The cases are:

First Union Corporation
Wachovia Corporation
Lockheed Martin Corporation
Compaq Computer Corporation
Dell Computer Corporation
Research in Motion
M. D. Anderson Biomedical Services Department
Quorum Health Group
Reader's Digest Association
Reebok International

Twenty-eight fully updated cases from the last edition are included as follows:

The Limited
Wal-Mart Stores
Target Corporation
Mandalay Resort Group
Harrah's Entertainment
The Audubon Institute
Riverbanks Zoological Park and Botanical Garden
The Classic Car Club of America
Greyhound Lines
Carnival Corporation
Southwest Airlines Co.
Central United Methodist Church
Elkins Lake Baptist Church
Winnebago Industries
Avon Products
Pilgrim's Pride Corporation
H. J. Heinz Company
Hershey Foods Corporation
The Boeing Company
Apple Computer
Stryker Corporation
Playboy Enterprises

The new mix of forty-one cases includes a nice balance of twenty-one service companies and twenty manufacturing companies The new mix of cases includes four purely e-commerce cases to support the new e-commerce theme. The cases are AOL, E*Trade, eBay, and Amazon. The new mix of cases includes eight small-business cases and six not-for-profit cases. The new mix of cases include thirty-two "international" companies. ANCILLARY MATERIALS

Instructor's Resource CD-ROM. Includes improved PowerPoint slides offering professors easy lecture outlines for in-class presentations. Chapter headings and topics are highlighted on up to forty PowerPoint slides per chapter. The Instructor's Manual and Test Item File are also included. Case Instructor's Manual. Provides a comprehensive teacher's note for all forty-one cases. The teachers' notes feature detailed analyses, classroom discussion questions with answers, an external and internal assessment, specific recommendations, strategy implementation material, and an epilogue for each case. Each teachers' note is also provided on a PowerPoint slide for convenience to the professor. Instructor's Manual. Provides lecture notes, teaching tips, answers to all end chapter Experiential Exercises and Review Questions, additional Experiential Exercises not in the text, a glossary with definitions of all end-of-chapter key terms and concepts, sample course syllabi, and a test bank of nearly fifteen hundred questions with answers. Twenty Color Case Video Segments. To accompany the Cohesion Case, a color video prepared by America Online (AOL) is available to adopters free of charge. Shown near the beginning of the course, the AOL video can arouse students' interest in studying the Cohesion Case and completing Experiential Exercises that apply chapter material to this case. In addition, a collection of nineteen other color case video segments is available free of charge. The segments average fifteen minutes each and were professionally prepared by firms used in cases in this text. PHLIP/CW—Prentice Hall. Learning on the Internet Partnership (PHLIP). This is a content-rich, multidisciplinary business education Web site created by professors for professors and their students. PHLIP provides academic support for faculty and students using this text, offering students the Student Study Hall, Current Events, an Interactive Study Guide, and Internet Resources. Instructors can choose from text-specific resources such as the Faculty Lounge, Teaching Archive, Help with Computers, and Internet Skills. The Prentice Hall Companion Web Site. Features an interactive and exciting online student study guide. Students can access multiple-choice, true/false, and Internet-based essay questions that accompany each chapter in the text. Objective questions are scored online, and incorrect answers are keyed to the text for student review. For more information, contact your local sales representative. Standard Web CT—Free to Adoptors. Standard Web CT, an online course from Prentice Hall, features Companion Web Site and Test Item File Content in an easy-to-use system. Developed by educators for educators and their students, this online content and tools feature the most advanced educational technology and instructional design available today. The rich set of materials, communication tools, and course management resources can be easily customized to either enhance a traditional course or create the entire course online. Transparency Masters. Approximately one hundred transparency masters are available with this text. These transparencies feature figures and key topics in the text and are provided as full-color acetates. Printed and Computerized Test Bank. The test bank for this text includes 737 True/False questions, 425 multiple-choice questions, and 202 essay questions for the text chapters. Answers to all objective questions are provided. The test questions given in the Instructor's Manual are also available on computerized test software to facilitate preparing and grading tests. Ancillary Materials Provided to Professors Online at prenhall/davidsm. SPECIAL NOTE TO STUDENTS

Welcome to business policy. This is a challenging and exciting course that will allow you to function is the owner or chief executive officer of different organizations. Your major task in this course will be to make strategic decisions and to justify those decisions through oral and written communication. Strategic decisions determine the future direction and competitive position of an enterprise for a long time. Decisions to expand geographically or to diversify are examples of strategic decisions.

Strategic decision making occurs in all types and sizes of organizations, from General Motors to a small hardware store. Many people's lives and jobs are affected by strategic decisions, so the stakes are very high. An organization's very survival is often at stake. The overall importance of strategic decisions makes this course especially exciting and challenging. You will be called upon in business policy to demonstrate how your strategic decisions could be successfully implemented.

In this course, you can look forward to making strategic decisions both as an individual and as a member of a team. No matter how hard employees work, an organization is in real trouble if strategic decisions are not made effectively. Doing the right things (effectiveness) is more important than doing things right (efficiency). For example, Compaq was prosperous in the mid-1990s, but ineffective strategies led to millions in losses in the late 1990s. Compaq Computer CEO Eckhard Pfeiffer lost his job for lack of an Internet vision Del Jones, "Are Company Chiefs Paying Heed to Web?" USA Today (July 2, 1999), p. 5B.

You will have the opportunity in this course to make actual strategic decisions, perhaps for the first time in your academic career. Do not hesitate to take a stand and defend specific strategies that you determine to be the best. The rationale for your strategic decisions will be more important than the actual decision, because no one knows for sure what the best strategy is for a particular organization at a given point in time. This fact accents the subjective, contingency nature of the strategic-management process.

Use the concepts and tools presented in this text, coupled with your own intuition, to recommend strategies that you can defend as being most appropriate for the organizations that you study. You will also need to integrate knowledge acquired in previous business courses. For this reason, business policy is often called a capstone course; you may want to keep this book for your personal library.

This text is practitioner-oriented and applications-oriented. It presents strategic-management concepts that will enable you to formulate, implement, and evaluate strategies in all kinds of profit and nonprofit organizations. The end-of-chapter Experiential Exercises allow you to apply what you've read in each chapter to the American Online Cohesion Case and to your own university.

Be sure to visit the Strategic Management Club Online Web site at strategyclub. The templates and links there will save you time in performing analyses and will make your work look professional. Work hard in policy this term and have fun. Good luck!

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