New Features
New 19th ed. Features
In this 19th edition (1-5-27 pub. date), we have updated 30 percent of the chapter material and provided virtually all new examples. For your convenience, the number of chapters and the sequence of the chapters stays the same, as do each chapter’s learning objectives (LO). However, we are excited to let you know there are two new, overarching features that accompany the 19th edition, making this text a compelling choice for both students and professors.
The two extraordinary new features of this edition are as follows:
- New “Ecosystem” Links Chapter Concepts with Cases
- New “Student Engagement Questions” (288) Spur Classroom Participation and Interaction
1.New “Ecosystem”
a. A new Concepts Connections Table at the end of all cases reveals key concepts covered in each case, enabling students to quickly identify where to explore related concepts in the text.
b. A new expansive Concepts-by-Cases Matrix in the Preface reveals which cases best apply which concepts. This matrix is a comprehensive roadmap for instructors and students, reinforcing the integration between cases and core content.
c. Numerous strategy concepts are covered in each case, with a common set of concepts, such as vision/mission and organizational structure, included in all cases.
d. The 27 new cases are designed to facilitate student engagement, and also easy application of strategy concepts.
e. A comprehensive Case Instructor’s Manual (CIM) provides a detailed strategic plan for each case company, to showcase application of chapter concepts.
f. One brand new mini-case at the end of each chapter (two for Chapter 4) applies concepts.
2. New “Student Engagement Questions”
a. Student engagement questions (3 to 8) are provided with each chapter capsule: (Exemplary Strategist Capsule and a Technology (AI), Ethics, or Global capsule).
b. Student engagement questions (3 to 8) are provided with each chapter’s brand new Mini-Case.
c. Student engagement questions (3 to 8) are provided with each of the 27 Cases (15 fully updated and 12 brand new).
d. New and improved Assurance of Learning (AOL) exercises (4 to 7) at the end of each chapter feature enhanced student engagement questions (3 to 6).
e. Supporting ancillaries provide excellent answers to all student engagement questions.
f. MyLab questions are provided for both the Chapters (2 per Learning Objective) and Cases (7 per case).
g. Videos and current strategy news venues are provided via MyLab, on a regular basis, to facilitate student engagement with current events as they occur
h. More than a hundred new excellent, current examples are provided throughout the chapters.
i. New/updated/improved concepts are provided throughout the chapters, especially coverage of artificial intelligence (AI)
j. There are about 288 new student engagement questions, as follows:
Exemplary Strategist Capsules, 11 total, avg. 3 Questions each = 33
AI/Global/Ethics Capsules, 11 total, avg. 3 Questions each = 33
Mini-Case, 12 total, avg. 5 Questions per Case = 60
27 Cases, avg. 6 Questions per Case at end = 162
Rough Subtotal # Questions 288
Plus More Questions
End-of-Chapter Issues/Questions for Review and Discussion. 330
End-of-Chapter AOL Exercises with Questions 120
Rough Grand Total # Questions. 738
New Cohesion Case on Apple Inc. (2026)
Students apply strategy concepts to Apple Inc. through 25 new, innovative Assurance-of-Learning (AOL) Exercises provided at the end of chapters. Apple is one of the most successful, well-known, and best-managed global companies in the world. The Cohesion Case concept is unique to the David text and is very effective for students learning strategy concepts as the chapters unfold, readying them for case analysis in the course.
Time-Tested Key Feature – Students Gain Employable Skills as They Learn “How to Do Strategic Planning”
Using this text, students learn “how to do strategic planning.” This is a time-tested distinguishing feature of the David text. This is an immense benefit for students because employers appreciate employees understanding and being able to apply strategic planning concepts, tools, and techniques. Students learn how to develop excellent vision and mission statements, how to perform SWOT and portfolio analysis, how to develop projected financial statements, how to value a firm to be acquired, how to create a balanced scorecard, and more and more such skills.
Nearly all students using this text gain experience with the free, Excel-based, strategic planning template at the www.strategyclub.com author website. Many students showcase on their resumes proficiency using 1) Excel and 2) A Template Commonly Used by Businesses for Doing Strategic Planning. Having employable skills matters to potential employers, as students seek meaningful jobs.
As professors of strategic management ourselves, we three authors know that imparting concrete skills and competencies to students enhances their chances for securing an excellent job upon graduation and advancing in their career. This is a primary part of our mission as authors and professors. Recall at the end of every chapter there is an AOL exercise that focuses on developing students’ employability skills. The David approach is “learning by doing.”
The Association to Advance Collegiate Schools of Business (AACSB) International increasingly advocates a more skills-oriented, practical approach in business books, which this text provides, rather than a theory-based approach. This textbook is globally considered to be the most practical, skills-oriented strategic management textbook on the market. All chapters unfold from a widely used integrative model of strategic planning, so students learn the “process of doing strategic planning,” rather than focusing on seminal theories in strategy.
The David Approach Is Unique
In addition to offering outstanding coverage of vital strategy tools, matrices, and techniques actually being used by companies and organizations to do strategic planning, this 19th edition offers more coverage on topics such as ethics, social responsibility, and sustainability than any other strategic management textbook, including topics such as bribery, workplace romance, devising codes of ethics, taking a position (or not) on social issues, and preserving wildlife—topics that other textbooks do not mention, even though companies continually face strategic decisions in these areas.
This textbook also offers more coverage of global and international issues than any other strategic management textbook, including topics such as how business culture, taxes, tariffs, political stability, and economic conditions vary across countries—all framed from a strategic planning perspective.
This text meets all AACSB International guidelines for the strategic management course at both the graduate and undergraduate levels, and previous editions have been used at more than 500 colleges and universities globally. This textbook is trusted across five continents to provide students (and managers) the latest skills and concepts needed to effectively formulate and efficiently implement a strategic plan—a game plan, if you will—that can lead to sustainable competitive advantages for any type of business.