Cutting-edge Strategies for Tomorrow’s Leaders
More than a Textbook
This is a strategic management textbook and so much more. This turnkey courseware has a strong focus on the intelligence needed for making management decisions and is a how-to guide for planning and implementation.
This courseware provides in-depth content on the internal and external research strategic managers need to form sound strategies. It details the metrics used to understand when strategic intervention should take place as well as the metrics used to measure the success of strategies that have been implemented.
Corporate-level, business-level, generic, and innovative strategies are each explored, providing students a toolkit of potential strategic responses when making a multitude of management decisions.
Help your students gain insights by exploring the following case studies during your course.
Failed Ford Launch Case Study
Netflix KPIs Case Study
Ring SWOT Analysis Case Study
Starbucks and Innovation Case Study
Strategic Planning Emphasis
This courseware has a strong emphasis on strategic planning, including the role of strategic planning committees, yet it also details contingency planning, annual planning, action planning, and the skills and tools necessary for strategy implementation.
Table of Contents
Chapter 1: Managing Strategically – The Big Picture
Chapter 2: Strategy Playbook
Chapter 3: Assessing Current Performance
Chapter 4: Internal Research for Strategic Decision-making
Chapter 5: Market Intelligence for Strategic Decision-making
Chapter 6: Strategic Planning – Data Review & Synthesis
Chapter 7: Strategic Planning – Strategy Formulation
Chapter 8: Strategy Implementation
Chapter 9: Strategic Innovation
Chapter 10: The Planning & Management Cycle
Key Learning Objectives
Define business strategy and identify its common types, including corporate-level, business-level, generic, and innovative
Define planning and identify its common types, including short-term, long-term, operational, strategic, tactical, and contingency
Establish common key performance indicators and describe their use
Describe the purpose of annual planning and how it fits into an organization's overall planning cycle
Identify appropriate targets and benchmarks for KPIs
Organize key performance indicators using a balanced scorecard framework
Describe common research methods used to inform strategy development
Synthesize data into meaningful categories using tools such as a SWOT analysis
Develop goals using the SMART goals framework
Describe the purpose of an organization’s mission, vision, and values and evaluate each against the current environment
Select an appropriate implementation model based on strategy
Identify firms using incremental, disruptive, architectural, and radical innovation strategies
Provide key strategies for managing through disruption
- Define business strategy and identify its common types, including corporate-level, business-level, generic, and innovative
- Define planning and identify its common types, including short-term, long-term, operational, strategic, tactical, and contingency
- Describe the roles of strategic management
- Establish common key performance indicators and describe their use
- Identify appropriate targets and benchmarks for KPIs
- Organize key performance indicators using a balanced scorecard framework
- Describe common research methods used to inform strategy development
- Synthesize data into meaningful categories using tools such as a SWOT analysis
- Describe the purpose of an organization’s mission, vision, and values and evaluate each against the current environment
- Develop goals using the SMART goals framework
- Select an appropriate implementation model based on strategy
- Identify firms using incremental, disruptive, architectural, and radical innovation strategies
- Describe the purpose of annual planning and how it fits into an organization’s overall planning cycle.
- Provide key strategies for managing through disruption
75+ Educator Resources
1 comprehensive project
1 comprehensive project instructor guide
1 comprehensive project student guide
1 auto-graded midterm exam (50 questions)
1 auto-graded final exam (50 questions)
1 test bank (100 questions)
4 case studies
1 sample syllabus | schedule
Expand Your Definition of Courseware
Keeping Content Current
The media and materials included with the strategic management textbook and courseware make it an in-depth teaching tool. The content is updated yearly so you can be sure you’re teaching up-to-date principles.
Support for Students and Educators
The Stukent Support Team simplifies the learning process for students and educators. Anyone who uses Stukent courseware automatically has access to our support team to answer any courseware and technical-specific inquiries.
Develop Real-world Skills for Your Students
The Strategic Management Simternship will include the knowledge and experience of both educators and industry professionals. The simulation will give students real-world skills they can add to their resumes.
Less Grading more Teaching
The Simternship will be completely auto-graded, so you can spend less time grading and more time helping your students build valuable skills they can use on the job.
About the Author
Steven Stromp is the executive director of market intelligence and strategy at Davenport University headquartered in Grand Rapids, Michigan. In this role, he provides market insights about the higher education landscape to help drive strategic decision-making. He recommends the development of new instructional programs as well as changes to current programming. As a member of the strategic planning coordinating team, Steven leads various functions of the strategic planning council, including moderating planning and strategy sessions.
Throughout his career, Steven has gathered intelligence and provided strategy for a variety of industries, including healthcare, consumer packaged goods, automotive, and higher education. In a former role at Spectrum Health, one of the largest health systems in the nation, he managed projects focused on branding, communication strategy, and new service line development.
In his work for an international research consulting firm, Steven was responsible for managing all phases of research and providing strategic recommendations. Clients he served included Kellogg’s, ConAgra, Bush’s Baked Beans, Miller Brewing Company, General Motors, National Heritage Academies, GE, Tropicana, and others.
Steven teaches courses in strategy, business and marketing research, communications, and marketing. He is also the author of Stukent’s “Market Research Essentials” and “Business Research Essentials.” Steven holds an MBA with a concentration in strategic management.
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