Strategic Management Awareness And Change 5th Edition John L. Thompson , Frank Martin - Solutions

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What are some examples of primary and support activities that enable Nucor, a $36 billion steel manufacturer, to achieve a low-cost strategy? (Fill in the following table.) How Does Nucor Create Value for the Value-Chain Activity Yes/No Customer? Primary: Inbound logistics Operations Outbound
Pfizer, a leading healthcare firm with $81 billion in revenues, is often rated as one of Fortune’s “Most Admired Firms.” It is also considered an excellent place to work and has generated high return to shareholders. Clearly, Pfizer values its human capital. Using the Internet and/or library
Caterpillar is a leading firm in the construction and mining equipment industry with extensive global operations. It has approximately 108,000 employees, and its revenues were $51 billion in 2021. In addition to its manufacturing and logistics operations, Caterpillar is well known for its superb
=+What happened in each of these cases?
=+5. In the text, Enron, Tyco and Martha Stewart are cited as recent cases of corporate excess.
=+4. How has the General Electric succession issue been resolved?General Electric http://www.ge.com
=+What can you conclude about his style of leadership? Is he an entrepreneur?Amstrad http://www.amstrad.com
=+1988 Entered satellite dish market 1991 Entered laptop computer market.Research the growth and success of Amstrad in the consumer electronics and microcomputers markets and assess what has happened to Alan Sugar in the past 10 years since his company entered the laptop computer market.
=+3. The following facts relate to Sir Alan Sugar, founder of Amstrad, and one of Britain’s richest businessmen.1947 Born Hackney, East London 1963 Left school 1966 Began selling car aerials from a van 1968 Founded Amstrad to sell plastic covers for record players. Involvement in televisions,
=+2. Please examine Figure 10.4. Can you attach a particular entrepreneur to each one of the six key leader styles?
=+1. What has happened to David Bruce recently?
=+4. Apply Figure 10.4 (alternative styles of leadership)to any strategic leader whom you are in a position to evaluate.
=+3. Where do the entrepreneur and the visionary leader overlap and where are they different?
=+(c) Do you think David Bruce’s approach of starting off a venture and then leaving to start something else confirms that he is a habitual entrepreneur?
=+(b) Why do you think Bruce’s brewery ventures have been successful?
=+(a) Do you think David Bruce’s approach to growth and change was appropriate for the business he first began? Do you see it as opportunistic or incremental or planned?
=+1. Using the Volvo case (Minicase 10.7) as a background, discuss why effective leadership involves both strategy creation and strategy implementation. From your experience and reading, which other well-known strategic leaders do you believe are strong on(a) creation(b) implementation(c) both?2.
=+3. Can you think of any other companies where a dominant family influence has finally left a huge gap?
=+2. Are the situations at Sainsbury’s and Boots broadly similar or fundamentally different?
=+1. Which of the two scenarios presented in the case for the future of Sainsbury’s do you believe is more realistic?
=+2. What do you think his strengths and his failings might have been?
=+1. Do you think that those who criticize Gyllenhammar for being an overambitious and individualistic strategic leader are being altogether fair?
=+1. What has happened to Jim McColl and Clyde Blowers in recent years?
=+3. What exactly did the European Competition authorities decide and what has developed since the announcement in March 2004?
=+2. Does it make sense for Bill Gates to adopt his revised role?
=+1. What are the strategic issues that confront Microsoft today?
=+2. What are the dangers in their approach?
=+1. Why do you think many large organizations ignore the potential of initiatives such as this?
=+2. What were you minded to do about it?
=+1. Have you ever had an idea and a dream like Jack’s? If so, how did you feel?
=+2. Why do you think it has been successful?
=+1. Is ‘The Richer Way’ a key to sustained competitive advantage?
=+2. Can you identify other retail chains that might benefit from the ‘Philip Green touch’?
=+1. Use the Internet to help determine why Philip Green has been as successful as he has. How have the fortunes of all the businesses he has owned in recent years fared under his leadership?
=+2. Is this necessarily a disadvantage?(Additional questions on David Bruce are?
=+1. Following the growth of the chain and its associated changes of ownership, can an individual ‘Firkin’ pub be the same as the original that David Bruce opened back in the 1980s?
=+3. Does the fact that he lives in a large house and owns both a corporate jet and a helicopter contradict any of his stated beliefs?
=+2. Is Tom Farmer a visionary leader, an entrepreneur or both?
=+1. Why is Kwik-Fit so successful?
=+■ What policies are necessary and appropriate for guiding and directing decision-making?
=+■ What structures and mechanisms are required to ensure that managers in different business areas and different functions integrate and plan how they can help each other? In other words, planning synergies through effective organizational teamworking.
=+■ To what extent should managers and other employees be empowered to take more responsibility?
=+■ How might planning systems be used to direct and co-ordinate the various parts of the organization?
=+■ What is the appropriate role for the corporate headquarters?
=+■ How much power and responsibility should be delegated and decentralized?
=+■ Should it be split into individual businesses or divisions?
=+■ Should the organization be relatively flat and informal or have several layers of management and more formality?
=+2. Why do you think Wal-Mart has been able to grow into the world’s largest retailer in a relatively short space of time? Is there a ‘secret formula’ which is hard to copy, and is it reflected in Wal-Mart’s strategy creation?
=+1. In terms of leadership styles and characteristics, how would you describe Sam Walton?
=+■ describe the conditions for making an organization intrapreneurial.
=+■ explain visionary leadership, entrepreneurship and intrapreneurship
=+■ discuss a number of critical leadership issues such as finite shelf-lives and succession
=+■ differentiate between a number of different leader styles
=+■ identify factors which contribute towards effective strategic leadership
=+■ explain how a strategic leader is responsible for the meta-strategy which embraces creation and implementation
=+■ define the term strategic leadership
=+Can you identify additional strategic issues to those listed in the text? What alternative strategies might be considered to improve the fortunes of Eurotunnel?
=+5. Overall, has the Channel Tunnel been a success or a failure?
=+4. Case 9.4 mentions that Unilever launched Persil Power in the early 1990s but had to withdraw it when it was shown to damage clothes that were washed repeatedly. Did the company make serious errors of judgement, or was it out-manoeuvred by the aggressive response of its leading rival in this
=+Boston Consulting Group http://www.bcg.com Honda http://www.honda.com California Management Review http://www.haas.berkeley.edu/news/cmr/
=+3. In 1975 the Boston Consulting Group wrote a report for the British government concerning the penetration of Honda motorcycles in the USA. They concluded that the success was the result of meticulous staff work and planning.Pascale (1984) disagrees and argues that the success was entirely due
=+2. Compare and contrast the fortunes of Abbey National with the Royal Bank of Scotland. Just how strong is RBS and how balanced is the portfolio?What could go wrong?Royal Bank of Scotland http://www.rbs.co.uk Abbey National http://www.abbey.com
=+(c) As far as you are able, draw up a directional policy matrix for the products and services of the organization. (Use your own judgement in assigning weights to the various factors for assessing industry attractiveness and competitive position.)
=+(b) What would be the opportunities and concerns from greater utilization of the other modes?
=+ Why do you think it is the preferred mode? How successful is it?
=+(a) Ascertain how the planning, entrepreneurial and emergent modes might apply currently to strategic change in the organization. Which mode is predominant?
=+1. For an organization of your choice, ideally one with which you are familiar:
=+What do you feel McDonald’s competitive strategy for the Big Mac should be?
=+4. In the context of the Boston matrix, is the Big Mac a cash cow?
=+ Where are the weaknesses?
=+3. A manufacturer of industrial products is structured around five separate strategic business units (SBUs).Use the data below to construct a Boston matrix and assess how balanced the portfolio seems.Where are the strengths?
=+ What should they plan, how and when?
=+2. Who should plan?
=+1. Mintzberg has distinguished between ‘grass-roots’strategies (which can take root anywhere in the organization but eventually proliferate once they become more widely adopted) and ‘hothouse’strategies which are deliberately grown and cultured. What do you think he means?
=+3. Do you agree with the decision to split the business into two?
=+2. Can you identify any problems or risks in Unilever’s strategy of focusing on just 400 of its previous 1600 brands?
=+1. In the light of its new product prioritization, do the acquisitions of Ben and Jerry’s and Bestfoods make strategic sense?
=+2. How has Starbucks developed and changed its business model as new competitors have entered the attractive market?
=+1. How would you summarize the opportunity that Starbucks has identified and exploited?
=+1. From your own experiences, what changes have you noticed in the service and the range of services offered by your bank?
=+■ Where can we go realistically?
=+■ Where do we want to go?
=+■ How might competitive advantage be gained and sustained?
=+■ How are competitors likely to behave?
=+■ What are the future needs of customers?
=+■ What is the future direction of competition?
=+2. Is it more or less significant than visionary ideas and emergent strategy?
=+1. What role did planning play in the beginning of the FedEx story and how do you think it is utilized now?
=+■ explain the idea of spheres of influence.
=+■ discuss how corporate planning would be used in the public sector
=+■ assess the contribution of a number of planning techniques
=+■ discuss what is involved in a contemporary approach to planning
=+■ explain the concept of the planning gap
=+discuss who should be involved in planning
=+■ describe a number of approaches to corporate planning and, in relation to these,
=+■ distinguish between planning as a cerebral activity carried out by all managers and systematic strategic (or corporate) planning
=+ How much have the strategies changed as Stelios has striven to make these various businesses profitable?
=+1. Use the Internet to look at all Stelios’ businesses –other than easyJet – and consider where he might have made a visionary impact. What do you think are the main contributions planning might make to the business?
=+What have you learned about strategy creation from your own experiences in either a business or other context?
=+2. Thinking about any project or sporting event you have been involved with, how relevant are the introductory comments on professional football?

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