Exploring Strategy Text and Cases 11th Edition Gerry Johnson, Richard Whittington, Patrick RegnÈr, Kevan Scholes, Duncan Angwin - Solutions

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What are our competitors’ strengths and weaknesses, and how do we compare against these?
Where are the biggest areas of market growth, and what is driving these?
How is the competitive nature of the industry changing and what are the CSFs?
What opportunities do we have in this context?
What do the deep-dive techniques tell us about their attractiveness?
What are our capability gaps and what internal strategic options do we need to consider?
How attractive are these on the strategic option grid?
What further questions do we now need to address and what data might we need to collect?
Who might be the best person to ask to get this data?
If we don’t know, who is the best person to ask as to who we should talk to?
Has someone, somewhere, actually got this data already?
If we now know what to do, what is the most efficient and effective way of getting that data out?
If we were to set about collecting data in a certain way, then given that process and those questions, what sorts of answers are likely to come out?
What were the key strategic projects that delivered it?
What were their key interdependencies?
How well were these managed?
For one project that didn’t quite work out as planned, why was this (fishbone analysis)?
For that project that didn’t quite work out as planned, how could this be project managed in a better way?
For a project or decision in your own company, what would an outline business case look like using the above headings?
What value is being targeted and how might that be improved with the cunning plan?
What do the value and cost driver tools reveal, and the value-over-time curve?
What are the most critical assumptions (using the uncertainty grid) and what might be their impact in broad terms on the numbers?
What are the issues that it should focus on?
What are the likely dilemmas and options?
What are the really key strategic questions it should address?
Who might get involved in providing input to it?
How would a workshop be useful?
What would its likely value be?
What systems of change does this involve thinking about?
How might these behave in future?
What specific transitional events might occur that prove to be tipping points, eg an economic slowdown, the entry of a new form of competitor to the market, a sudden surge of market growth or reversal in this, the appointment of a new CEO from outside the organization etc?
How might change develop as a dynamic – using the uncertainty tunnel?
What might the ‘end game’ look like?
What are its key drivers and possible dynamics?
What are the possible strategies?
Under what conditions do any of these line up to give the necessary and sufficient conditions for success?
What triggers do you see as needing to be there to take advantage of that?
How are you going to position the contingent nature of any plan to key stakeholders and accommodate for this in the management process, eg in budgets and in communication and expectations management?
What types of value does it generate?
For each segment of value, what are the conditions under which it will crystallize?
If you were to lose that value, what would you pay to get it back (its ‘regret’ value)?
What other clues do you get about how to value it from the valuation recipes that I have mentioned above?
What are the objectives of our doing X?
What are the benefits that you see?
What are the options we have for achieving these objectives?
What do you see as the problem and what are the causes?
What do you think might be the opportunity costs of doing that?
What do you think a successful outcome will depend on?
How uncertain are those things?
Can we get sufficient stakeholder support to make it happen?
How much time do you think it might take?
What are the hidden costs?
Who might be for it and against it?
What are the options for how we will do it?
Do you think there is a risk of spreading ourselves too thinly?
Who besides myself might be well placed to do it?
Is it a really important part of our strategy?
How complex do you see this and is this really a ‘project’?
What is your feeling on its scope?
What are the main constraints as you see them?
What might be the ‘one big thing we forgot?’
Do you think we need a ‘cunning plan’ for this?
How much time input will it absorb from you as we get into it?
Do you suspect there might be change management issues at all?
Do you think it will get sufficient attention and priority at this time?
In the unlikely event that we begin to get bogged down in this, for instance when XYZ is going on, what do you think we might have to do to dig our way out of that?
Where there are problems or difficulties, why do these exist?
What are the key options?
What is your cunning plan?
Is that ‘what you really-really want?’
What’s the ‘one big thing that you have forgotten?’
The existing business’s position (eg from the strategy audit etc)?
The changing nature of your markets and of the competition?
The options that it has available?
The barriers to implementation and change?
The form of strategy most suitable for the business: deliberate, emergent, detergent, contingent etc?
The influence of stakeholders on this?
How the strategy process is currently, and should be, conducted?
The effectiveness and value added of particular tools – particularly in the context of your own organization?
What you might be advised to stop doing strategically?
Applying the tools to more everyday issues?
What your own strengths and weaknesses are – cognitively, emotionally and behaviourally, and how you can become a more effective strategic thinker, facilitator and influencer in the future, and on the need to invest the time in this?
1. What strategy statement would you propose for the Glastonbury Festival?2. Carry out a ‘three horizons’ analysis of the Glastonbury Festival, in terms of both existing activities and possible future ones. How might this analysis affect their future strategic direction?3. Using the headings of
1. What motives (strategic, financial and managerial) of corporate strategy can be identified in:a. the three principal M&A events identified in the case – the acquisition of Cadbury PLC, the demerger of Kraft and Mondelēz and the divestment of the Mondelēz coffee business into the equity
1. How does Tesla Motor€™s strategy fit with the various strategy definitions in Figure 1.1?2. What seems to account for Tesla€™s success?Figure 1.1 '..the determination of the long-run goals and objectives of an enterprise and the adoption of courses of action and the
1. Construct short strategy statements covering the goals, scope and advantage of Samsung and the Southampton University. How much do the different private- and public-sector contexts matter?2. Construct a strategy statement for your own organisation (university, sports club or employer). What
If IKEA chose not to build on sustainable competitive advantage, how could they build on many transient advantages?
1. Besides the public sector, can you think of other business situations where war games could be useful?2. War games could possibly play a role when preparing for strategic change at a university. What stakeholders or players would be relevant and what would their interests be?
1. Rank the elements of Passey’s strategy for Volvo in order of importance. Could any have been dispensed with?2. How sustainable is Volvo’s luxury bus strategy?
1. What type of competitive strategy, low-cost, differentiation, focus or hybrid, would you suggest as a way of competing with Vanguard?2. Using webcam chats is one approach to lower costs in financial advisory services as indicated above. What other ways could there be to lower costs to support a
1. How could you use the design lens, the experience lens and the variety lens to account for the development of the mobile phone business within Nokia?2. How could you use the design lens and the experience lens to explain Stephen Elop€™s adoption of the Microsoft operating system?3.
1. Which scenario would companies like Google and Facebook most desire and which would they most fear?2. What are the implications of these scenarios for industries outside information technology, for example publishing and hotels?
1. Using the concept of ‘varieties of capitalism’, in which countries would you expect Uber to be most successful and in which less so?2. What are the costs and benefits of Uber’s aggressive approach to growth?
1. Identify at least one important hub and one important broker in the Unit 8200 network.2. If you were a foreign cyber-security company, what would you do to access Israel’s expertise?
In the light of this analysis, what strategic options would you advise a Western oil producer such as Shell or BP to consider?
1 Sticking to the 35-word limit suggested by Collis and Rukstad in Section 1.2.3, what strategy statement would you propose for Airbnb?2 Carry out a ‘three-horizons’ analysis (Section 1.2.1) of Airbnb, in terms of both existing activities and possible future ones. How might this analysis affect
1. Is it possible for a government owned business to operate strategically and in an entrepreneurial manner given the political context in which it has to function?2. Is risk taking compatible with public sector accountability regimes?3. Can an entity such as Queensland Rail maintain a truly
1. What is the Influence of history and values on Unilever’s strategy?2. How can we judge Unilever’s performance before 2009?3. Why do you think Unilever decided to hire an outsider?4. Why might Polman stay on with Unilever after the customary retirement age?5. What elements of Unilever’s
a. Explain how the UK government is changing the strategic style for controlling schools.b. Which specific items are devolved and which remain centrally controlled in Academies and Free Schools (compared to ‘traditional’ state schools or private schools). How does this help strategy delivery?
1. In what ways (if any), do you think the strategy development process is different in a small business (as typified by Mormor Magda) from the process in a large organisation (e.g. Apple or Unilever)? Give specific examples to illustrate your answer.2a. In the crowdfunding initiative, it was

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Exploring Strategy Text and Cases 11th Edition Gerry Johnson, Richard Whittington, Patrick RegnÈr, Kevan Scholes, Duncan Angwin - Solutions

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