Fundamentals Of Strategy 5th Edition Richard Whittington, Patrick Regner, Duncan Angwin, Gerry Johnson, Kevan Scholes - Solutions

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➔Use a range of different techniques for evaluating strategic options.
➔Employ three success criteria for evaluating strategic options: suitability, acceptability and feasibility.
➔Identify the methods by which strategies can be pursued: organic development, mergers and acquisitions and strategic alliances.
3 Now that Lenovo is international, what type of generic international strategy should it pursue– simple export, multidomestic, complex export or global?
2 In the light of the CAGE framework and the MacMillan et al. Competitor Retaliation framework (Exhibit 8.5), comment on Lenovo’s entry into the American market.
1 What national sources of competitive advantage might Lenovo draw from its Chinese base? What disadvantages derive from its Chinese base?
➔Assess the relative merits of different market entry modes, including joint ventures, licensing and foreign direct investment.
➔Rank markets for entry or expansion, taking into account attractiveness, cultural and other forms of distance and competitor retaliation threats.
➔Distinguish between four main types of international strategy.
➔Identify sources of competitive advantage in international strategy, both through global sourcing and exploitation of local factors embodied in Porter’s Diamond.
➔Assess the internationalisation potential of different markets, sensitive to variations over time.
4 What were the main issues facing the Virgin Group at the end of the case and how should they be tackled?
3 How does the Virgin Group, as a corporate parent, add value to its businesses?
2 Are there any relationships of a strategic nature between businesses within the Virgin portfolio?
1 What is the corporate rationale of Virgin as a group of companies?
➔Analyse portfolios of business units and judge which to invest in and which to divest.
➔Analyse the ways in which a corporate parent can add or destroy value for its portfolio of business units.
➔Distinguish between different diversification strategies (related and unrelated) and identify conditions under which they work best.
➔Recognise when diversification is an effective strategy for growth.
➔Identify alternative directions for strategy, including market penetration or consolidation, product development, market development and diversification.
3 What might threaten the sustainability of her success?
2 Why has she experienced sustained success over the past two decades?
1 Describe and explain the strategy being followed by Madonna in terms of the explanation of competitive strategy given in Chapter 6.
➔Explain the relationship between competition and collaboration.
➔Assess the extent to which these are likely to provide sustainable competitive advantage.
➔Explain bases of achieving competitive advantage in terms of ‘routes’ on the strategy clock.
4 Why did the changes made from 1998 to 2001 fail to overcome the problems?
3 Why did it suffer the downturn in the 1990s?
2 Why was M&S so successful for so long?
1 Analyse the organisational culture of M&S in the 1990s.
➔Recognise the importance of strategists questioning the taken-for-granted aspects of a culture.
➔Analyse the influence of an organisation’s culture on its strategy using the cultural web.
➔Identify organisations that have experienced strategic drift and recognise the symptoms of strategic drift.
4 If you were a shareholder of a company and wished to persuade top management to join the(PRODUCT) RED initiative, how might you do this? (Use stakeholder analysis as a means of considering this.)
3 In your view is (PRODUCT) RED an appropriate corporate activity?
2 What views might shareholders of Gap have of its involvement in (PRODUCT) RED?
1 What is the rationale of:(a) The founders of (PRODUCT) RED?(b) Dan Henkle and Gap?(c) The author of the article in The Times?
➔Consider appropriate ways to express the strategic purpose of an organisation in terms of statements of values, vision, mission or objectives.
➔Consider the various stakeholders who may influence an organisation and the expectations they have.
➔Identify differences in the corporate social responsibility stances taken by organisations and how ethical issues relate to strategic purpose.
➔Understand differences in governance structures across the world and the advantages and disadvantages of these.
➔Identify the components of the governance chain of an organisation.
3 Using the concepts of sustainability and dynamic capabilities, how would you manage this capability (create new resources and competences, invest/divest in others, extend others), given:(a) New entrants in the marketplace?(b) The changing nature of eBay?
2 What are the capabilities that have provided eBay with competitive advantage and why?
1 Analyse eBay’s strategic capability using an analytical framework(s) from the chapter.
➔Diagnose strategic capability by means of value chain analysis, benchmarking and SWOT analysis.
➔Analyse how strategic capabilities might provide sustainable competitive advantage on the basis of their value, rarity, inimitability and non-substitutability.
➔Recognise the role of continual improvement in cost efficiency as a strategic capability.
➔Distinguish elements of strategic capability in organisations: resources, competences, core competences and dynamic capabilities.
2 For the four breweries outlined above (or breweries of your own choice) explain:(a) how these trends will impact differently on these different companies; and(b) the relative strengths and weaknesses of each company.
1 Using the data from the case (and any other sources available), carry out for the European brewing industry (i) a PESTEL analysis and(ii) a five forces analysis. What do you conclude?
➔Identify strategic groups, market segments and critical success factors, and use them in order to recognise strategic gaps and opportunities in the market.
➔Use five forces analysis in order to define the attractiveness of industries and sectors for investment and to identify their potential for change.
➔Identify key drivers in this macro-environment and use these key drivers to construct alternative scenarios with regard to environmental change.
➔Analyse the broad macro-environment of organisations in terms of political, economic, social, technological, environmental (green) and legal factors (PESTEL).
5 What are the main issues about strategy into action that might determine the success or failure of Electrolux’s strategies? (Refer to section 1.3.3.)
4 Think about strategic choices for the company in relation to the issues raised in section 1.3.2.
3 Identify the main factors about the strategic position of Electrolux. List these separately under environment, capability and expectations(see section 1.3.1). In your opinion which are the most important factors?
2 What levels of strategy can you identify at Electrolux? (Refer to section 1.2.2.)
1 Refer to section 1.2.1 and explain why the issues facing Electrolux were strategic. Try to find examples of all of the items cited in that section.
➔Understand the fundamental elements of the Exploring Corporate Strategy strategic management model: strategic position, strategic choices and strategy in action.
➔Understand the basic vocabulary of strategy, as used in different contexts;
➔Understand how strategic priorities vary by level: corporate, business and operational;
➔Understand the characteristics of strategic decisions and what is meant by strategy and strategic management, distinguishing them from operational management;
Converting good strategic thinking into action can be a challenge: examine how Airbnb has achieved this by considering the elements seen in Section 1.3.3. A unicorn is a mythical animal that is very rare, difficult to tame, and often referred to by the US venture capital industry to describe a
Following on from the previous questions and making use of Section 1.3.2, what alternative strategies do you see for Airbnb? A unicorn is a mythical animal that is very rare, difficult to tame, and often referred to by the US venture capital industry to describe a start-up company whose valuation
Using the headings of environment, strategic capability, strategic purpose and culture seen in Section 1.3.1, identify key positioning issues for Airbnb and consider their relative importance. A unicorn is a mythical animal that is very rare, difficult to tame, and often referred to by the US
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 its future strategic direction? A unicorn is a mythical animal that is very rare, difficult to tame, and often referred to by the US
Sticking to the 35-word limit suggested by Collis and Rukstad in Section 1.2.3, what strategy statement would you propose for Airbnb? A unicorn is a mythical animal that is very rare, difficult to tame, and often referred to by the US venture capital industry to describe a start-up company whose
Identify key issues for an organisation’s strategy using the Exploring Strategy Framework.
Distinguish between corporate, business and functional strategies.
4 How would you explain IKEA’s business model in terms of value creation, configuration and capture? By the time of his death IKEA was the world’s largest home furnishings company with some 10,000 products in 422 stores in 50 markets. For the year ending 31 August 20182 revenue had grown to
3 Explain how IKEA tries to ensure that their ‘hybrid’strategy remains sustainable and does not become‘stuck-in-the-middle’. By the time of his death IKEA was the world’s largest home furnishings company with some 10,000 products in 422 stores in 50 markets. For the year ending 31 August
2 Identify how IKEA have achieved differentiation from their competitors. By the time of his death IKEA was the world’s largest home furnishings company with some 10,000 products in 422 stores in 50 markets. For the year ending 31 August 20182 revenue had grown to €38.8bn (an increase of 4.5
1 Identify where (in their value system) and how IKEA have achieved cost leadership. By the time of his death IKEA was the world’s largest home furnishings company with some 10,000 products in 422 stores in 50 markets. For the year ending 31 August 20182 revenue had grown to €38.8bn (an
2 If you were the head of a traditional taxi company: how could you change your business model to compete with Uber?With an estimated market value of between $60 and100bn Uber has been predicted to become the world’s dominant transportation company without owning a single vehicle.After its start
1 In terms of Figure 6.4, what are Uber’s value creation, value configuration and value capture components? With an estimated market value of between $60 and100bn Uber has been predicted to become the world’s dominant transportation company without owning a single vehicle.After its start in San
2 How sustainable is Volvo’s luxury bus strategy? The Indian bus market has long been dominated by two subsidiaries of major Indian conglomerates: Tata Motors and Ashok Leyland. They made simple coaches on a design that had hardly changed for decades. On top of a basic truck chassis, the two
1 Rank the elements of Passey’s strategy for Volvo in order of importance. Could any have been dispensed with? The Indian bus market has long been dominated by two subsidiaries of major Indian conglomerates: Tata Motors and Ashok Leyland. They made simple coaches on a design that had hardly
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 low-cost strategy in this area? Mutual funds are managed by investment companies that raise money from multiple customers and invest the
1 What type of competitive strategy, low-cost, differentiation, focus or hybrid would you suggest as a way of competing with Vanguard? Mutual funds are managed by investment companies that raise money from multiple customers and invest the money in a group of assets (stocks, bonds, money market
2 Draw a basic sociogram of Alibaba’s network (see Section 2.2.3 and Figure 2.4): some simplification may be necessary. Explain why Alibaba’s network might be useful. In late 2018, Jack Ma, founder of China’s largest e-commerce company Alibaba, announced shock news: in the coming year, he
1 Carry out a PESTEL analysis of Alibaba at the time of the case. Evaluate the balance of opportunities and threats, using the same kind of figure as in Illustration 2.1. In late 2018, Jack Ma, founder of China’s largest e-commerce company Alibaba, announced shock news: in the coming year, he
2 What are the different implications of these scenarios for an international consulting firm such as Deloitte? Which scenario would it like best; which would it like least? In the first months of the covid-19 crisis, as businesses around the world were coping with sales collapses and emergency
1 What other ‘uncertainties’ might have been considered beyond the two finally considered here (use the headings of political, economic, social, technological, ecological and legal)?In the first months of the covid-19 crisis, as businesses around the world were coping with sales collapses and
2 How do you think the different institutional environments internationally have influenced Juul’s overseas strategy so far and what kinds of countries do you think it should prioritise?Adam Bowen and James Monsees launched their distinctive Juul e-cigarette in 2015. The product’s sleek style
1 Assess the relative importance of formal laws and informal norms for the development of Juul’s strategy in the United States.Adam Bowen and James Monsees launched their distinctive Juul e-cigarette in 2015. The product’s sleek style led to the Juul becoming known as the ‘iPhone of
2 If you were a foreign cybersecurity company, what would you do to access Israel’s expertise? Israel, a nation of just 8 million people, exports more than$6bn worth of cybersecurity products a year, accounting for about 10 per cent of the global cybersecurity market.At the heart of this success
1 Identify at least one important hub and one important broker in the Unit 8200 network. Israel, a nation of just 8 million people, exports more than$6bn worth of cybersecurity products a year, accounting for about 10 per cent of the global cybersecurity market.At the heart of this success is Unit
2. Have the opportunities and threats changed since 2018? How would you update this analysis? During mid-2018, the so-called FANG+ stock market index(including Facebook, Amazon, Netflix and Alphabet/Google) fell by more than 10 per cent. A PESTEL analysis helps to explain why.PESTEL analyses can be
1. Taking one of the FANG companies, what do you think is its greatest macro-environmental threat, and what is its greatest macro-environmental opportunity? During mid-2018, the so-called FANG+ stock market index(including Facebook, Amazon, Netflix and Alphabet/Google) fell by more than 10 per
In terms of Figure 9.6, what type of change is being undertaken in 2018? What kind of leadership style would you suggest is most relevant for this change? Ma Huateng (‘Pony’ Ma) founded Tencent in 1998 as a provider of Internet-enabled instant messaging in China.Twenty years later, Tencent had
How adequate is the 2018 reorganisation to Tencent’s various challenges at that point? What else might be necessary? Ma Huateng (‘Pony’ Ma) founded Tencent in 1998 as a provider of Internet-enabled instant messaging in China.Twenty years later, Tencent had become Asia’s most valuable
Explain the strategic reasons behind each of the reorganisations(2005, 2012 and 2018) undertaken by Tencent. Ma Huateng (‘Pony’ Ma) founded Tencent in 1998 as a provider of Internet-enabled instant messaging in China.Twenty years later, Tencent had become Asia’s most valuable company, active
Returning to Section 9.3, what kind of leadership style might have been required of Balla and Courteille? What kinds of leadership actions would you have expected them to undertake?Founded in 1837, La Redoute has undergone at least two major transformations in its history. Originally it had been a
In terms of Figure 9.6, what type of change did La Redoute undertake with its digital transformation?Founded in 1837, La Redoute has undergone at least two major transformations in its history. Originally it had been a simple wool manufacturer, but in 1928 it launched its first mail-order
Compare the different views of leadership, particularly with regard to knowledge, courage and people. What are the commonalities and differences?Fire fast‘Lessons that will continue to inform my leadership for next year: Hire slow, fire fast. My job is not to spend my time policing people and
Which leaders are more transformational, which more transactional and which situational (see Section 9.4)?Fire fast‘Lessons that will continue to inform my leadership for next year: Hire slow, fire fast. My job is not to spend my time policing people and their work ethic, positive attitude, and
What reforms to these systems would you recommend?What downsides to these reforms might there be? Lloyd Blankfein, Chief Executive of Goldman Sachs, is famous for declaring that his investment bank is ‘doing God’s work’, so important are his bankers’ activities for financing the world
Which control systems did Goldman Sachs’ primarily rely on? (see Section 9.3). How did the systems support the growth strategy and in what respects did they fail with regard to the Malaysian business and more generally? Lloyd Blankfein, Chief Executive of Goldman Sachs, is famous for declaring

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Fundamentals Of Strategy 5th Edition Richard Whittington, Patrick Regner, Duncan Angwin, Gerry Johnson, Kevan Scholes - Solutions

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