Strategic Management 7th Edition Richard Lynch - Solutions

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2 Choose a particular sector of the economy.
1 Divide the class into small groups of 5 or 6.
6 Choose three countries belonging to different cultural clusters. Comment on their differences in their attitude to the following:• risk or uncertainty• time• authority or power• age• goal achievement• the individual or community
5 Write down the most important but most unexpected events which have had the most influence on your personal life. How far could these events have been predicted?
4 Imagine you are modelling the business landscape of a specific part of the world in which you are interested.This world consists of different industries and different countries. How would this landscape look?Note the frequency of mountain chains and peaks, the frequency of plains and valleys and
3 ‘Knowledge is power.’ Choose an important issue such as hormone replacement therapy or genetically modified crops and answer the following questions. In what sense is the statement true? What implications does it have for the business world if it is true? What are the ethical issues involved
2 List all the different sources of information which you can use in developing your view of the general environment in which you operate as an individual.• What are the most useful of these sources?• What are the most accurate in indicating future trends?• How has the
1 Define the following terms: the general environment, and its segments, political, economic, technical, social and technical, the competitive environment, the business landscape, a cultural cluster, a macro-invention, a micro-invention.
5. What is the relevance of government strategy to the choices made by automobile manufacturers?
4. What implications do the different possible futures have for the strategy to be pursued by the automobile manufacturers?
3. Using the steps of the analysis described in Chapter 4, carry out a scenario-building exercise on the future of the motorcar.
2. How will these features have an impact on the choice of vehicle made by consumers?
1. What are the main features of the external environment influencing the strategy of automobile manufacturers in designing new vehicles?
3 Take a particular industry and a project in that industry and refine the scenario building to take account of the specifics of the project and the industry in order to evaluate the consequences of deflation.
2 Set up a scenario-building exercise on the general movement of prices in future world markets, not just local markets such as Japan. Under what conditions would a deflationary outcome be likely to occur?This requires a careful analysis of relevant forces for change, predetermined elements and
1 It is possible to set up scenario-building exercises in many different areas of interest. There are several examples given throughout the book. The object of this project is familiarize the reader with the procedures for implementing scenario building.
6 Imagine that you are either the lead underwriter of a Lloyd’s syndicate or a name backing that syndicate. How might scenario building have assisted you in anticipating the problems of the late 1980s and the early 1990s (see the Strategy in Action in Chapter 14)?
5 Consider the industry in which you work or have had experience. What are the risks to which you would be exposed if and when you create a new enterprise or business unit in that industry? How might you classify these risks?
4 In an industry of rapid change and intense competition, it may not be possible to predict outcomes with any precision. Choose one such industry and indicate how it is possible to develop a strategy without the availability of accurate forecasts.
3 Indicate how you might set about establishing an information strategy. What factors will determine the level of commitment of resources by an organization in converting information into knowledge relevant to strategy making? Who might do the relevant reading of the environment? Should they be
2 In what ways does ignorance or, more specifically, the lack of certain knowledge of the future influence the process of strategy making and the content of any strategy?
1 Define the following terms – reading the environment, scanning, monitoring, prediction, foresight, forecasting, assessing, uncertainty, risk, scenario building and scenario planning.
5. Why should strategic planning be a must in this industry?What would be the particular aims of such planning?
4. How are the following industries related to each other –tourism, the airline business, airliner manufacture, jet engine production? Does the growth of one of them drive the growth of the others, or is there a third factor which drives the growth of all?
3. What are the factors likely to determine the demand for mega-liners in 10 or 20 years time?
2. What would be the influence on both the manufacture and the operation of civil airliners if one manufacturer was to cease production and the industry was to become a monopoly in the near future?
1. Why has the industry manufacturing civil aircraft become a duopoly?
2 An airline might be considered as a potential transnational player. What kind of strategy would be necessary to turn an existing airline into such a transnational player? Choose an example of an airline which has successfully pursued the appropriate strategy.
1 Choose an enterprise in a specific industry or sector of the economy. What is needed, in terms of strategic inputs, to make that enterprise a successful global, indeed transnational, player?
6 E-commerce is one important element of the globalization revolution which is occurring. However, so far e-commerce is more effective ‘business-tobusiness’than ‘business-to-customer’. Why is this?Compare www.ford.com, www.gm.com and www.vw.com with www.amazon.com, www.federated-fds.com,
5 The world does not have a fully homogeneous culture. Differences of culture have a strong influence on the pattern of tastes in different countries and the nature of products and services consumed in different countries. Such differences therefore influence the nature of international marketing.
4 One of the major constraints on global involvement by an enterprise is home country bias.i Consider the different aspects of such a constraint.In turn, consider what the constraints are on different kinds of international transactions which involve entering an international environment:exporting;
3 Define the following terms: multilateralism, regionalism, bilateralism, multidomestic strategy, global enterprise, transnational strategy, ethnocentric philosophy, polycentric philosophy, geocentric philosophy.
2 Using the Focus on Theory – benefits and losses of globalization – list the following elements of globalization:causes, characteristics, consequences.
1 If a global world is defined by the final state to which globalization is headed, what might be the nature of that final state?
5. What strategies should Qantas adopt domestically and internationally? Should it adopt a strategy of significant growth?
4. What should be the strategy adopted by Swiss International Airlines? What assumptions concerning the future are relevant to the formulation of such a strategy?
3. Why did Qantas deal with the shock of September 11, 2001 much better than Swissair?
2. Identify the three different strategies adopted by, or imposed upon, Swissair during the last decade.
1. How have Swissair and Qantas participated in the transition from a regulated to a deregulated industry?
3 How far might such empowerment encourage the ability to innovate? What might it mean for the promotion of intrapreneurship?
2 What meaning does the notion of the domain of an individual staff member have in the context of the formulation and implementation of a strategy? What role might staff at different levels of the organization play in that strategy making? What might empowerment mean for the making of a strategy?
1 Consider an organization which you know well. The scope for individual decision making has implications for strategy making. How might this organization empower its staff members within their individual strategic domains?
6 Classify the following industries, breaking the industry into parts if necessary, in the three ways described in the chapter and then evaluate their suitability for the exercise of strategic planning on the basis of these classifications. 1 Pharmaceuticals 2 Electricity generation 3 Sports
5 Answer the following questions:i What should be the relationship between a business plan or business model and a strategic plan?ii Why does the former exist in much larger numbers than the latter?
4 Answer the following question on planning. What do you understand by the term planning? What are the problems associated with planning of any kind?What are the usual arguments put in favour and those put against the use of planning?How and why does a large multinational organization find itself
3 Take any example of strategic thinking discussed in this chapter. How far does it share Liedtka’s attributes of strategic thinking?
2 Give ten examples of implicit strategic thinking which have radically reshaped the world of business in the recent past. Divide the examples into those which involve the application of a single idea and those in which the creative originality results from the combination of several ideas put
1 Give definitions of the following terms: strategic thinking, strategic management, strategic planning, entrepreneurship, intrapreneurship, vision, mission statement, strategic intent, strategic activities or action, strategic orientation and strategic domain.
5. How far do you think that IKEA can look into the future in framing its strategic management?
4. Has IKEA chosen a strategy of cost/price leadership or one of product differentiation?
3. How has IKEA managed to creatively combine the benefits of mass consumption and mass production with the desire for style and modernity of product?
2. Is there a limit to this expansion? Does IKEA’s history illustrate the nature of such a limit?
1. How has IKEA succeeded in expanding across the world using a standard range of products and a standard strategy in the home furniture and furnishings industry, in which divergent cultural influences are likely to be at their strongest?
Using the case studies in Chapters 2 and 3, indicate the important stakeholder groups and how stakeholder interests and power appear to influence the strategy adopted.
What stakeholder groups does the board of directors represent? Consider the composition of the board of any company and indicate from the information available to you the likely role of each director and the criteria upon which board membership is based.
Use the relevant websites to find the following mission or vision statements. How far do they suggest that the strategic intent of the organization is to satisfy the customer stakeholder group?Qantas Swissair Lloyd’s Royal Dutch Shell BRL Hardy Southcorp Beringer Blass Nissan Renault
Using the IKEA case study in Chapter 2, indicate which aspect in that case, if any, fits the interpretation of each of the various schools defined in the text above.Relevant aspect Design Planning Positioning Entrepreneurship Organizational culture Political process Learning Transformation
Under what specific circumstances do you think that each of the four main strategic approaches has validity in describing the nature of the strategymaking process? List the approaches and describe in detail the relevant circumstances which make each of these approaches an accurate description of
Define the following terms: vertical thinking, lateral thinking, a convergent problem, a divergent problem, bounded rationality, satisficing, a metatheory, an eclectic theory, a stakeholder, complementing, the cultural web, the paradigm, strategic drift and a paradigm shift.
3 How would you recommend, if at all, that Toyota responds to the ambition of VW to become the world’s largest car company?
2 What are the main competitive advantages of the leading car companies? Some strategists have argued that such advantages are now so common amongst all the leading companies that they no longer distinguish one company from another: do you agree?
1 What were the main factors leading to uncertainty in the world car industry? What are the implications for the prescriptive strategies of the leading car companies? Is it possible to pursue prescriptive strategies in such circumstances?
3 What lessons can other companies learn from recent strategies? How important is luck in strategy development?
2 What is your view of Google’s innovation record? Was it ethical to push the boundaries of the legal system in order to innovate?
1 Do you think Google’s strategy is sustainable over time? What would you do next if you were responsible for Google?
3 What lessons can be drawn from this case on the opportunities presented by new technology in the dynamics of strategy development?
2 Using emergent strategy concepts, what strategies would you now recommend for the digital music streaming companies like Spotify and Deezer? Have they anything to learn from Pandora? If so, what?
1 Why has Apple been so successful in the digital download market? Is it only because of its first-mover advantage or are there other reasons?
5 Looking ahead from 2013, what strategies do you now propose for Dell? Give the reasoning behind your answer.
4 Critically comment upon the Dell strategies undertaken by Michael Dell and his colleagues since 2005. Were there any other strategic options available to the company over this period?
3 Dell does not appear to have been one of the industry’s prime innovators in the years since 2005, unlike Apple and Samsung for example. Does Dell need to change? Or can Dell continue with its current strategy which places less emphasis on innovation and more on moving the company into the new
2 Evaluate critically the sustainable competitive advantages of Dell and explain how these have changed over the last five years. What are the implications of your analysis for the company’s new strategy of moving further into Enterprise Solutions and Services?
1 Analyse how the strategic environment has changed over the last few years and assess the impact of such changes on Dell. To what extent, if at all, has the industry become less predictable? And what impact, if any, have such changes had on Dell?
3 Given that innovation is important in this market, what recommendations would you make for a company engaged in this market place? Does it need to be an innovative leader or an innovative follower? Why and how?
2 What were the changes in the environment that led to the pressures and opportunities on the leading PC companies? Is the environment turbulent? If so, what are the implications for company strategy?
1 The case argues that the PC, mobile and media tablet markets are converging: do you agree? How would you define this market? What are the strategic implications of your definition?
3 What would you recommend to Sony? More restructuring or breakup?
2 What are Sony’s main competitive advantages? How do they impact on the case for continued restructuring versus breakup?
1 Do customers really want convergence in consumer electronics? Both Apple and Sony suggest that they do. But what is the evidence? If customers do not want convergence, what are the implications for Sony?
3 Can other companies learn anything from Mr Dunlap’s approach? Would you ever have employed him?
2 What are the consequences of Mr Dunlap’s approach to the development of strategy? Does he really have a strategy beyond cost cutting?
1 What are the main features of Mr Dunlap’s approach to strategy development?
2 If you were appointed as chief executive at HP, what would you do now?
1 What were the main changes made by Carly Fiorina? Analyse the changes using the models outlined in Chapter 15 and use Case 15.2 as well.
3 Are there any lessons that other companies can draw from Tata Motors’ strategies over recent years? Consider strategies where Tata has done well and others where the company has done badly.
2 What are the implications of your analysis for Tata’s future strategy? Does it continue to pursue all its current areas of growth? Perhaps it needs to be more selective in terms of its growth opportunities? Are there any that you would put first? Are there any that you would drop?
1 From the perspective of Tata Motors, what are the main elements that you would highlight in a strategic environmental analysis? And what are Tata’s main competitive resources and capabilities?
3 If you were a rival company like Volkswagen or Hyundai, what strategies would you adopt in Russia against AvtoVAZ?
2 Identify the risks and rewards for Renault/Nissan and for the Russian government. Would you take these risks if you were the Chief Executive Officer of Renault/Nissan?
1 What are the strategic problems with relying on the growth forecast for the Russian car market? Are there any risks associated with buying a dominant market share of a company like AvtoVAZ? What strategies, if any, are available to overcome such problems and risks.
5 What strategies would you recommend for PSA Peugeot Citroën from 2014 onwards? Give the reasoning behind your answer.
4 Comment critically upon the strategies of PSA Peugeot Citroën over the last four years, including cost cutting, developing upmarket models and moving outside its European base. What are the implications of your answer for the company’s proposed new alliance with General Motors?
3 In a relatively mature industry like the global car industry, to what extent is innovation a prime contributor to the strategies of a well-established companies like PSA Peugeot Citroën? If innovation is important, how can PSA Peugeot Citroën improve further? If it is not important, what other
2 Analyse and then critically evaluate the main sustainable competitive advantages, if any, of PSA Peugeot Citroën. What does your analysis imply for the company’s new strategy of building an alliance with GM?
1 Examine the changes in the strategic environment of the global car industry over the last few years and show how they have influenced the strategies of PSA Peugeot Citroën. Has the company’s strategy managed such changes as well as its European rivals?
4 What strategies are needed for the main European airlines to survive? Can they learn from the budget airlines?
3 What sustainable competitive advantages do the leading European airlines possess?
2 Using the concept of the three major stages of strategic management, identify the possible main elements that might appear in a strategic plan for a low-cost airline.
1 Why is the development of strategic management important for the major European airlines?

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Strategic Management 7th Edition Richard Lynch - Solutions

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