Demystifying Strategy How To Become A Strategic Thinker 1st Edition Dr Tony Grundy - Solutions

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Given its strategic challenges, do you agree that for Tesla a flatter organisation was the right way to go? During 2018, the Silicon Valley electric car company Tesla was struggling to produce enough of its first mass-market electric car, the Model 3. The company had 500,000 customer reservations
In the terms of Section 9.2, what kind of structure did Tesla have? During 2018, the Silicon Valley electric car company Tesla was struggling to produce enough of its first mass-market electric car, the Model 3. The company had 500,000 customer reservations for the new car, but was not yet reaching
How has Rovio evolved through the stages of entrepreneurial growth? At what stage of the entrepreneurial life cycle (see Section 8.2) is Rovio currently?Do you agree that the coIntroduction Rovio Entertainment Ltd are pioneers in mobile games and are most famous for their Angry Birds characters. In
How has Rovio changed its business model over time?What are the advantages and disadvantages of a freemium business model?Introduction Rovio Entertainment Ltd are pioneers in mobile games and are most famous for their Angry Birds characters. In the game, players use a slingshot to catapult
Rovio has shifted its products between games, activity parks, movies, licensing etc., how has it handled different steps in the entrepreneurial process? Introduction Rovio Entertainment Ltd are pioneers in mobile games and are most famous for their Angry Birds characters. In the game, players use a
What contributed to Rovio identifying its business opportunity? Introduction Rovio Entertainment Ltd are pioneers in mobile games and are most famous for their Angry Birds characters. In the game, players use a slingshot to catapult colourful birds at their enemies (the egg-stealing pigs), with the
Can you identify other technology platform companies and their ecosystem partners? In the world of connected devices including smartphones, tablets, wearables and storage, British-based and Japanese SoftBank-owned semiconductor company ARM Holdings has an 85–90 per cent market share worldwide.
How can ARM attract and manage so many ecosystem partners? In the world of connected devices including smartphones, tablets, wearables and storage, British-based and Japanese SoftBank-owned semiconductor company ARM Holdings has an 85–90 per cent market share worldwide. Their success is often
Are there any unmet needs in your community, at college or elsewhere, that could be turned into a business opportunity? In 2003, Golderg and Ting were engineering students at the prestigious Columbia University, New York. Goldberg was president of his class and hearing lots of complaints about lack
What do you learn from the experience of Goldberg and Ting which could be useful to launching a new enterprise? In 2003, Golderg and Ting were engineering students at the prestigious Columbia University, New York. Goldberg was president of his class and hearing lots of complaints about lack of
How would you form a venture team if you set up your own start-up? Hewlett Packard The entrepreneurial team William Hewlett and David Packard, founders of the famous computing and printer company HP, are oft-quoted examples of the garage stereotype. But digging beneath the stereotype soon reveals a
Based on the experiences of HP, Apple and Facebook what elements of skills and expertise do you think a new venture requires?Hewlett Packard The entrepreneurial team William Hewlett and David Packard, founders of the famous computing and printer company HP, are oft-quoted examples of the garage
4 With the creation of EssilorLuxottica, what would you recommend for GrandVision’s future strategy? Seeing opportunities Most wearers of prescription eyewear and sunglasses are aware of the large retail brands on their high street and, increasingly online, as well as many of the brand names that
3 How do you think that GrandVision adds or destroys value for its portfolio? Seeing opportunities Most wearers of prescription eyewear and sunglasses are aware of the large retail brands on their high street and, increasingly online, as well as many of the brand names that they sell. What many are
2 How does GrandVision compete in its market? Seeing opportunities Most wearers of prescription eyewear and sunglasses are aware of the large retail brands on their high street and, increasingly online, as well as many of the brand names that they sell. What many are less aware of is the giant
1 With reference to Ansoff’s matrix, show how Luxottica and GrandVision have evolved over time. What can you conclude from each? Seeing opportunities Most wearers of prescription eyewear and sunglasses are aware of the large retail brands on their high street and, increasingly online, as well as
2 Despite its success, why was Chipotle spun-off? Chipotle Mexican Grill had always done things rather differently to the rest of the restaurant industry. Its outlets were not in the busiest locations, it spent lots on food, rarely added to the menu, didn’t serve breakfast, do drivethroughs,
1 What parenting advantages did McDonald’s perceive it might bring to Chipotle? Chipotle Mexican Grill had always done things rather differently to the rest of the restaurant industry. Its outlets were not in the busiest locations, it spent lots on food, rarely added to the menu, didn’t serve
2 Were there alternative strategies open to TomTom post 2008? Dutch manufacturer TomTom’s fortunes dived in 2008 with sales down 36 per cent to €959m (2014) and profits down 71 per cent to €25.4m (2014). From its peak of $15bn, multinational TomTom’s market value was just €2.3bn by 2015.
1 Explain the ways in which relatedness informed TomTom’s post-2008 strategy. Dutch manufacturer TomTom’s fortunes dived in 2008 with sales down 36 per cent to €959m (2014) and profits down 71 per cent to €25.4m (2014). From its peak of $15bn, multinational TomTom’s market value was just
2 How has Tesco’s corporate strategy changed over time? Starting in 1919 when Jack Cohen sold surplus groceries on an East London stall, Tesco has grown to become the UK’s largest grocer with 440,000 employees, 6,800 stores in 10 countries, revenues of £64.5bn and profits of £1.6bn. However,
1 Using the Ansoff matrix, plot Tesco’s growth over time.What do you notice about the pattern of expansion? Starting in 1919 when Jack Cohen sold surplus groceries on an East London stall, Tesco has grown to become the UK’s largest grocer with 440,000 employees, 6,800 stores in 10 countries,
1 Distinguish between different diversification strategies(related, unrelated and conglomerate diversification) and evaluate diversification drivers.
3 What is the importance of the Samwers brothers?What would happen if they left or sold the company?Rocket Internet has continued to produce successful start-ups. Zalando, which initially mimicked the online shoe retailing business in the USA by Zappos, now part of Amazon, has expanded into
2 Based on your initial analysis and answers to question 1, carry out a VRIO analysis for Rocket Internet. What do you conclude? To what extent does Rocket Internet have resources and capabilities with sustained competitive advantage?Rocket Internet has continued to produce successful start-ups.
1 Based on the data from the case (and any other sources available) use the frameworks from the chapter and analyse the resources and capabilities of Rocket Internet:a What are its resources and capabilities?b What are its threshold, distinctive and dynamic resources and capabilities?Rocket
3 Identify the benefits and dangers (other than those identified in the text) of a SWOT analysis such as that in the illustration.
2 How readily do you think executives of Pharmcare identify the strengths and weaknesses of competitors?
1 What does the SWOT analysis tell us about the competitive position of Pharmcare within the industry as a whole?
3 If you were the new Groupon CEO what resources and capabilities would you build on to give the company a sustainable competitive advantage? Chicago-based Groupon was launched in 2008 by Andrew Mason with the idea to email subscribers daily deals of heavily discounted coupons for local
2 Andrew Mason admits that Groupon has thousands of copycats, yet his assessment is that imitating Groupon is difficult. Why do you think that investors disagreed? Chicago-based Groupon was launched in 2008 by Andrew Mason with the idea to email subscribers daily deals of heavily discounted coupons
1 Assess the bases of Groupon’s resources and capabilities using the VRIO criteria (Figure 4.2 and Table 4.2). Chicago-based Groupon was launched in 2008 by Andrew Mason with the idea to email subscribers daily deals of heavily discounted coupons for local restaurants, theatres, spas, etc. Via
3 Imagine you are the general manager of an organisation of your choice and undertake the same exercise as in questions 1 and 2 above. The Australian Red Cross To achieve the vision of improving the lives of vulnerable people the Australian Red Cross emphasises the crucial role of capabilities in
2 To what extent and why might these resources and capabilities be the basis of sustained competitive advantage? The Australian Red Cross To achieve the vision of improving the lives of vulnerable people the Australian Red Cross emphasises the crucial role of capabilities in its strategic plan.
1 Categorise the range of resources and capabilities highlighted by the executives above in terms of Section 4.2 and Table 4.1. The Australian Red Cross To achieve the vision of improving the lives of vulnerable people the Australian Red Cross emphasises the crucial role of capabilities in its
2 Referring to Section 5.3.1, analyse Uber’s culture under Travis Kalanick in terms of values, beliefs, behaviours and taken-for-granted assumptions (the‘paradigm’). How much has this culture changed and how consistent is it across Uber as a whole? Uber was only founded in 2010, but already
1 If you were a large shareholder in Uber contemplating buying more stock in the Initial Public Offering of 2019, how satisfied would you be with Uber’s governance and what changes would you seek, in particular with regard to the company’s governance chain(Figure 5.5)? Uber was only founded in
2 In what respects did the University of Bath’s culture under Breakwell appear to diverge from that outlined in the 2016–21 strategic plan and what could be done to reduce this apparent divergence? In 2018, Glynis Breakwell stepped down after 17 years as Vice Chancellor (chief executive) of the
1 Identify key elements in the university’s traditional organisational culture either in terms of Schein’s four layers (Figure 5.5) or the cultural web (Figure 5.6). In 2018, Glynis Breakwell stepped down after 17 years as Vice Chancellor (chief executive) of the University of Bath.For a new
2 Explain the relevance of the principal–agent model(Section 5.3) to Oliver’s trust in CEO Paul Hunt? Cheery chef Jamie Oliver left school at 16 with barely any qualifications at all. A quarter of a century later, after a career as a TV chef and restauranteur, he is believed to be worth £250m
1 In which respects does the Jamie Oliver Group exemplify issues relevant to entrepreneurial businesses(see Section 5.2.3)? Cheery chef Jamie Oliver left school at 16 with barely any qualifications at all. A quarter of a century later, after a career as a TV chef and restauranteur, he is believed
2 Adapt the corporate governance chain described in Figure 5.4 to Oxfam GB. What were the weaknesses in this chain? Oxfam International is a confederation of 19 national charities– stretching from Australia to the USA – dedicated to fighting poverty and injustice around the world. It started in
1 Identify Oxfam GB’s various stakeholders along the lines of Figure 5.1 and assess their engagement in terms of the power/attention matrix in Figure 5.2. Oxfam International is a confederation of 19 national charities– stretching from Australia to the USA – dedicated to fighting poverty and
3 Which PESTEL factors are driving changes in the industry? Which factors are becoming more negative or positive for the major advertising agencies?This case is centred on the global advertising industry which faces significant strategic game-changing forces driven by technological innovation, the
2 What strategic group dimensions and strategic groups can you identify? What are the differences between them? This case is centred on the global advertising industry which faces significant strategic game-changing forces driven by technological innovation, the rise of consumer spending in
1 Carry out a five forces analysis of the advertising industry. What are the strengths of the five forces and what underlying factors drive them? What is the industry attractiveness? This case is centred on the global advertising industry which faces significant strategic game-changing forces
2 Based on your analysis: How should Emily handle the different forces? What strategic options should she consider? Emily wants to start a coffee shop and perhaps even try to grow the business into several outlets. She needs to consider the following steps and questions:
1 Help Emily and go through each step above. Answer the questions and make a complete analysis. What is your assessment of the industry? Emily wants to start a coffee shop and perhaps even try to grow the business into several outlets. She needs to consider the following steps and questions:
6. Determine how to position your business in relation to the five forces.Can you:• exploit any of the weak forces?• neutralise any of the strong forces?• exploit industry change in any way?• influence and change the industry structure to your advantage?To cope with the forces Emily could
5. Assess recent and expected future changes for each force.• What are the potential positive/negative changes?How likely are they?• Are new entrants and/or competitors changing the industry structure in any way?For example, Emily needs to consider the proliferation of coffee chains during the
4. Assess the overall industry structure and attractiveness.• How attractive is the industry? Why?• Which are the most important competitive forces?Which control profitability?• Are more profitable competitors better positioned in relation to the five forces?For Emily several of the forces
3. Determine the underlying factors of and total strength of each force.• Which are the main underlying factors for each force?Why?• Which competitive forces are strong? Which are weak?Why?Not all underlying factors on the five force checklists will be equally relevant for Emily. With respect
2. Identify the actors of each of the five forces and, if relevant, define different groups within them and the basis for this.Which are the. . .• competitors that face the same competitive forces?(compare point 1 above)• buyers and buyer groups (e.g. end customers vs. intermediaries,
1. Define the industry clearly. Do the actors in the industry face the same buyers, suppliers, entry barriers and substitutes?• Vertical scope: What stages of the industry value chain/system?• Product or service scope: What products or services?Which ones are actually parts of other, separate
2 What other social media networks and apps do you use that you think could beat Facebook? Why? With over 1.75bn users Facebook is not only the largest social network globally, but they control the second, third and seventh largest networks: WhatsApp (1.5bn), Facebook Messenger (1.3bn) and
1 Why is Facebook so powerful? Would you switch to another social network if it had better features even if it was considerably smaller? With over 1.75bn users Facebook is not only the largest social network globally, but they control the second, third and seventh largest networks: WhatsApp
2 How would you evaluate the behaviour of banks trying to keep competition out from an ethical point of view? The high barriers to entry in financial services include structural barriers due to basic industry conditions like economies of scale, network effects and regulation. The latter is
1 Evaluate the strengths of the banking industry’s entry barriers according to Porter’s criteria. The high barriers to entry in financial services include structural barriers due to basic industry conditions like economies of scale, network effects and regulation. The latter is significant in
Define industries and use Porter’s competitive five forces framework to analyse industries or sectors: rivalry, threat of entrants, substitute threats, customer’s power and supplier power
What will the book do for you? LO1
What is entailed in reading it? LO1
What is strategy and why is this important? LO1
How do we discover the strategy guru hidden inside us? LO1
What is going on in the environment around your industry/market: the economy, technology, social trends, regulation etc? LO1
How much competitive pressure is there, and is it changing within your market and its dynamics? LO1
How do customers see your business, what value does it add relative to the competition, and what are the strengths of your customer base? LO1
What is the relative strength of, and threat of, competitors? LO1
What are your distinctive skills and other strategic assets (and weaknesses, too)? LO1
What do you really-really want to achieve out of it? LO1
Working backwards from the future, what steps might you have taken to get there? LO1
How has that exploited not just one but several interrelated and real competitive advantages? LO1
Where these are customer facing, to what extent do they appear irresistible? LO1
How easily and quickly and well can that be imitated by competitors, and how can you discourage that process? LO1
What’s the ‘one big thing’ that you have missed to take the strategy up a final level(the stunning plan)? LO1
Are we in too many businesses? LO1
How do we turn weaknesses into strengths and threats into opportunities? LO1
If we were a new entrant to our industry or a competitor, what would we do here? LO1
How can we attack competitors where they are weak and would find it difficult to respond? LO1
How can we achieve a truly dominant competitive position in this particular market? LO1
What would we do if we had no position in this market at all and were a fresh entrant? LO1
What are our strategic assets and how might we exploit them in new ways, and where? LO1
If we hadn’t got into this market, would we not regret it, and if we were to want to get out of it, how could we do this? LO1
Who are the stakeholders? lop4
Who is the ‘one big stakeholder’ that you have still forgotten? lop4
What is their level of influence? High, medium or low? lop4
What is their attitude? For, neutral, against? lop4
What, given these ratings, is their likely position on the grid? lop4
What pattern emerges? lop4
What influencing strategies can you come up with? lop4
What new positions are likely to emerge? lop4
How might their positions shift over time as the options move through the decisionmaking and implementation processes? lop4
How will you manage these issues and the stakeholders’ agendas through further influencing strategies? lop4
Where is the issue currently, within the buying cycle? lop4
What influencing has been done to date? lop4
Has this been effective or not, and if not, why? lop4
What could now be done to move it forward? lop4
Where are the strategies on that cycle? lop4
What has their trajectory been to date? lop4
Where do you think they might be going in future? lop4
What, if anything, should be done to influence that? lop4

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Demystifying Strategy How To Become A Strategic Thinker 1st Edition Dr Tony Grundy - Solutions

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