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xviii PREFACE

issues and concerns. Every case company in this edition does business globally,
providing students ample opportunity to evaluate and consider international
aspects of doing business.
• A new boxed insert at the beginning of each chapter showcases a company that has
done exceptionally well in the 2008–2010 global economic recession and reveals their
strategy.
• Hundreds of new examples abound in every chapter.
• A new cohesion case on McDonald’s Corporation (2010); this is one of the most
successful, well-known, and best managed global companies in the world; students
apply strategy concepts to McDonald’s at the end of each chapter through new
Assurance of Learning Exercises.
• Thirty-two new tables in the chapters to better capture key strategic-management
concepts.
• A revised comprehensive strategic management model to reflect the new chapters.
• Extensive new narrative on strategic management theory and concepts in every
chapter to illustrate the new business world order.
• On average, 15 new review questions at the end of each chapter.
• Forty-eight new Assurance of Learning Exercises at the end of chapters that apply
chapter concepts; the exercises prepare students for strategic-management case
analysis.
• Twenty-four new color photographs bring the edition to life and illustrate
companies/concepts.
• All new current readings at the end of each chapter; new research and theories of
seminal thinkers in strategy development, such as Ansoff, Chandler, Porter,
Hamel, Prahalad, Mintzberg, and Barney are provided in the chapters; practical
aspects of strategic management, however, are still center stage and the trademark
of this text below.
• Twenty-nine new cases—grouped by industry; great mix of profit/nonprofit,
large/small, and manufacturing/service organizations; all the cases have a
2009–2010 time setting; all the cases are “comprehensive” in the sense that each
focuses on multiple business functions, rather than addressing one particular busi-
ness problem or issue; all the cases are undisguised and feature real organizations
in real industries using real names and real places (nothing is fictitious in any
case); all the cases feature an organization “undergoing strategic change,” thus
offering students up-to-date issues to evaluate and consider; all the cases are
written in a lively, concise writing style that captures the reader’s interest and
establishes a time setting, usually in the opening paragraph; all the cases provide
excellent quantitative information such as numbers, ratios, percentages, dollar val-
ues, graphs, statistics, and maps so students can prepare a more specific, rational,
and defensible strategic plan for the organization; all the cases provide excellent
information about the industry and competitors.
This edition continues to offer many special time-tested features and content that have
made this text so successful for over 20 years. Historical trademarks of this text that are
strengthened in this edition are described below.

Chapters: Time-Tested Features
• This text meets AACSB-International guidelines that support a practitioner orien-
tation rather than a theory/research approach. It offers a skills-oriented approach
to developing a vision and mission statement; performing an external audit; con-
ducting an internal assessment; and formulating, implementing, and evaluating
strategies.
• The author’s writing style is concise, conversational, interesting, logical, lively, and
supported by numerous current examples throughout.