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business
strategic management 5th
Strategic Management 7th Edition Richard Lynch - Solutions
2 What lessons, if any, can other firms in mature industries learn from the world brewing industry?
1 What strategies are the major brewing companies adopting? Why?
5 This book has highlighted ‘customer-driven quality, innovation and the learning mechanism’ as being particularly important in the development of strategic management. Are there other areas that you would wish to select and, if so, what are they and why would you select them?
4 Examine the Tesco strategic decision to close its Fresh & Easy stores using the various strategic processes explored in this text – prescriptive, learning-based, knowledge, etc. – to plot the way the decision was derived and comment on the usefulness of each process.
3 Using an example with which you are familiar, develop a business model to summarise its strategy. What are the strengths and weaknesses of the model that you have formulated?
2 Is it possible to have rival companies with exceptionally effective business models against which to compare performance?
1 Use the book’s prescriptive model to analyse the business model at Novartis.
• focus on longer-term strategy issues including purpose, value added and sustainable competitive advantage.
• evaluate their role and usefulness in implementing business strategy;
• outline the main strengths and weaknesses of business models;
• identify the different parts of a business model and show how they combine together;
• define a business model and distinguish it from a strategy;
10 ‘The adoption of a global perspective should not be viewed as the same as a strategy of global products and brands. Rather, for most companies, such a perspective implies consideration of a broad range of strategic options of which standardisation is merely one.’ (Susan Douglas and Yoram
9 What are the problems with using alliances and joint ventures in international strategy development? How might they be overcome? \
8 Does the ‘transnational organisation’ offer a solution to the difficulties facing major companies when they organise their international operations?
7 ‘Whether to globalize and how to globalize have become two of the most burning strategy issues for managers around the world.’ (George Yip) Comment critically on the usefulness of such generalisations in the development of international business strategy.
6 How useful is Porter’s diamond of national competitive advantage in the development of a company’s business strategy?
5 Name two trade blocks and show how each of them influences the development of international strategy. In particular, identify any factors that are unique to each trade block.
4 How do the major institutions of world trade influence strategy development?
3 Do theories of international trade help to explain why and how companies like MTV, General Motors and Tate & Lyle have developed internationally?
2 What different international expansion strategies are implied by international, multinational and global approaches to strategy development? Give examples to support your explanation.
1 If international expansion is the most important strategic trend of the twenty-first century, should every organisation, even the smallest, develop international strategies? If so, what strategies might be adopted by (a) a mediumsized engineering company based primarily in one part of the
• outline the main development routes and methods for global expansion.
• understand the main organisational structures needed to operate global strategy successfully;
• explore the main benefits and problems of globalisation strategies and comment critically on theories of globalisation;
• explain the importance of trade blocks and their relationship with the development of strategic management;
• identify the main institutions involved in international trade and investment and their influence on strategic management;
• outline the main theories of international trade and explain their relevance to strategic management;
• explain what is meant by globalisation and distinguish it from international expansion;
9 ‘To launch, sustain and implement a comprehensive strategy for reform requires certain conditions and these are seldom satisfied in the real world of public management reform.’ This is the view of Pollitt and Bouckaert – see Section 18.4 . Are they being too gloomy about the prospects for
8 The chief executive of a not-for-profit charity serving those who are terminally ill has become worried by declining levels of income, believing the organisation has lost out to others that have a stronger public presence, and has turned to you for advice. What would you recommend?
7 Why is it difficult to apply Porter’s market-based concepts in public sector strategy? Do they have any relevance at all in a city-based fire and rescue service?
6 Undertake a stakeholder power analysis for a public sector organisation of your choice: it could be a voluntary organisation like a student society or club. What are the implications of your analysis for the development of strategy in that organisation?
5 Winston S Churchill commented: ‘ Democracy is the worst form of government except for all the others ’ (see Section 18.3 ). Is this correct? What are the implications for public sector strategy?
4 If you were asked to make the European Union’s Galileo satellite project more responsive to public pressures, what would you do? In answering this question, you should take into account the existing structure of the institution.
3 ‘The need to improve service quality has been and remains a major pre-occupation for many public sector organisations and those who fund their activities.’ (G Johnson and K Scholes (2001) Exploring Public Sector Strategy , p 250) Take an organisation with which you are familiar and consider
2 What public sector strategy would you expect the following organisations to have? (a) A public library based in a small town. (b) A voluntary group providing volunteers to visit the elderly and house-bound. (c) A prosperous town with 100,000 inhabitants and a range of industrial activities from
1 Take your own country and analyse the extent to which it employs laissez-faire or dirigiste policies in the public sector. How does this compare with other countries?
• develop either a plan to implement the selected strategy or an incremental approach for an emergent strategy.
• outline the development of strategy in the public sector from the perspectives of context, content and process;
• explain how the purpose of a public sector institution can be developed and defined;
• analyse the public sector environment; • analyse the resources of a public sector institution;
• outline the two main public sector models and explain the concept of public value;
• explain why public sector strategy is different and why it is important;
9 Think of a small business opportunity – perhaps one of which you are aware or one that you would like to develop – and consider what steps you might employ to develop it. Use Figures 17.4 and 17.5 to help you in this process.
8 In entrepreneurial markets that are served by the internet, what strategies are available for the smaller business to gain market share and value added (see Cases 17.1 and 17.2 for some possible ideas)? You should consider whether such companies are exploiting all the available strategic
7 Take a market that is still has scope for innovation – such as the provision of new services on the web – and investigate the entrepreneurial strategies that might be available for entering such a market. Identify those strategies, if any, that are more likely to deliver sustainable
6 Commenting upon entrepreneurial activity, Luke Johnson said: ‘I think that a willingness to break the rules [without breaking the law] and punch above your weight is quite important [for entrepreneurs].’ Do you agree with both these opinions? What are the benefits and problems of ‘breaking
5 If you were a banker reviewing a proposal for an entrepreneurial new venture, would you be more impressed by the numbers or by the enthusiasm of the presenters? How would you assess the risks and uncertainty contained in the proposal?
4 Using Exhibit 17.2 as a guide, what personal characteristics do you think are particularly important for entre preneurs? Will entrepreneurs fail if they lack some of these attributes or is this an idealised ‘wish list’ that does not need to be attained in practice?
3 Using the experiential learning circle, how might a small internet company employ such an approach to develop its business further? What are the stages in such a development? What are the problems in using such an approach?
2 Take a small organisation with which you are familiar – perhaps a student society or somewhere you have worked – do you see any opportunities for growth? If so, how might they be analysed from the perspective of its strategic environment and resources? And how might the organisation then use
1 Looking at Lily O’Brien’s Chocolates in Case 17.1 , which of the three theories of entrepreneurial opportunity best explains the way that the business developed? Is it possible that more than one theory can be used to interpret the company?
• outline the stages involved in implementing the entrepreneurial strategic opportunity.
• explain the importance of competitive advantage and ownership in entrepreneurial strategy;
• explore the four main drivers of entrepreneurial strategy – imagination, ideas, invention and innovation;
• identify the main characteristics of entrepreneurs, their risk taking and approaches to identifying opportunities;
• explain the theory and practice involved in developing basic entrepreneurial strategy;
8 If leadership is complex and a balance between different factors, which of the five factors for successful leadership identified in Figure 16.4 comes first and which last? Give reasons for your views. 9 Was Lao Tsu correct in the opinion that, ‘The great leader is he who the people say, “We
7 ‘ Visionary leadership inspires the impossible: fiction becomes truth.’ (Westley and Mintzberg) Does such a bold comment apply to all organisations? Or only some? Why?
6 Using Figure 16.3 on coping with power in organisations, explore how the power balance might be different in the following organisations: a multinational car company, a small computer software company, a privatised telecommunications service company like British Telecom or Deutsche Telekom, a
5 Using the Ford Motor Company as an example, explain how each of the three main leaders – Alex Trotman, Jacques Nasser and Bill Ford – influenced the strategic direction of the company. To what extent did they also influence the organisational culture of the company? Or did it stay much the
4 Using the evidence from the Xerox case, identify the leadership style of Anne Mulcahy. Use this analysis to explore how she went on to alter the culture of the company.
3 How does organisational culture link with the leadership of an organisation? Give examples to support your view.
2 Analyse the leadership of the Daimler company from the perspective of contingency theory. Does such a theory provide an adequate explanation for the major changes in strategy described in the case?
1 Take an organisation with which you are familiar and show how the leader has influenced the organisation. To what extent is the leader reflecting the wishes of the members? And to what extent is the leader attempting to move the organisation into new areas that will stretch the people in the
• explain the five main areas of successful strategic leadership.
• outline how leaders influence and cope with power in organisations;
• show how leadership roles change over time;
• explain what makes a good leader;
• outline the main elements of strategic leadership;
10 Leadership may be important for strategic change, but is it essential?
9 Analyse the politics of an organisation with which you are familiar. If you were seeking significant strategic change in the organisation, how would you approach this?
8 Examining Hewlett-Packard in 2001 (see Case 15.2 ), use the change options matrix to determine what areas of change were available. What areas would you select to enact the proposed changes and why?
7 Does the comment in this chapter that the way forward proposed by some emergent strategists often amounts to the need to start earlier mean that emergent approaches have little useful role?
6 Given the problems associated with prescriptive change, why is it important and what can be done to ease the process?
5 ‘The sad fact is that, almost universally, organisations change as little as they must, rather than as much as they should.’ (Rosabeth Moss Kanter) Why is this and what can be done about it?
4 If strategic change is important, why do some people find it difficult to accept and what are the consequences of this for the change process? How can these difficulties be overcome?
3 Identify the pressure points for influencing strategic change in an organisation with which you are familiar.
2 ‘The twin tasks for senior executives are to challenge misconceptions among managers and to foster a working environment which facilitates rather than constrains change.’ (Colin Egan) Discuss.
1 How would you characterise the strategic changes at the three companies in this chapter – fast or slow? How would you describe their strategic management process – as prescriptive or emergent?
• draw up a programme of strategic change appropriate to the strategic task.
• link a strategic change programme with the type of change required;
• analyse the causes of change; • outline the main approaches to managing strategic change;
• understand the nature of strategic change and its implications for strategy developments;
9 ‘A powerful force drives the world toward a converging commonality and that force is technology . . . the globalisation of markets is at hand.’ (Theodore Levitt) Discuss the implications for green strategy and sustainability.
8 Are there any dangers in complying with government policy initiatives on green strategy and sustainability? Are there any circumstances where considerable caution is required?
7 In exploiting green strategy business opportunities, companies can copy existing market demand or find totally new product and services that meet unmet demand. How would you approach the task of making a choice between these two approaches? What evidence would you seek and what strategy process
6 Should companies introduce green strategies regardless of their cost? What are the difficulties of this approach? In view of your answer, what problems do you foresee in practice with regard to green strategy?
5 Compare and contrast the green strategies needed by the following three types of company: a branded breakfast cereal manufacturer, a large retail bank and a national charitable institution of your choice.
4 Take a market with which you are familiar and identify how it needs to change with regard to green strategy and sustainability. What implications does your distinction have for strategic management?
3 On the subject of global warming, the former US Vice President Al Gore commented: ‘We have everything we need to begin solving this crisis with the possible exception of the will to act.’ Some detractors from his book, An Inconvenient Truth, have argued that his evidence and predictions are,
2 To what extent is it worthwhile estimating customer demand when introducing a totally new green strategy product? What are the implications for strategy?
1 Take the global market for solar power and explain the areas of customer analysis you would wish to consider in developing the strategy for a company setting up in this area.
• outline the impact on strategy options, strategy choice and implementation from the perspective of green strategy and sustainability.
• explain the main implications of green strategy for knowledge, technology and innovation;
• identify how the purpose of an organisation changes as it adopts green strategy principles;
• explain the strategy implications of resource-based green strategy;
• define and explain the additional elements involved in analysing the green strategy environment;
• outline the main elements of green strategy and sustainability and explain their importance;
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