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strategic management
Strategic Management Awareness And Change 5th Edition John L. Thompson , Frank Martin - Solutions
=+1. Whose approach do you believe is the better one? Why?
=+■ what acceptable minimum and maximum sizes are for proposed diversifications in relation to present activities
=+■ how the acquiring company should restructure itself in order to absorb the new purchase, and what implications this will have for existing businesses and people
=+5. What learning potential is there? Can the new business enhance synergy and improve our existing businesses and the organization as a whole? This assumes, of course, that the organization is able to exploit the learning potential.
=+■ summarize the stages involved in designing an effective acquisition strategy
=+■ explain why acquisitions often fail to bring the desired level of benefits
=+■ discuss the risks involved in this strategic alternative
=+■ list why organizations might seek to diversify, often by acquisition
=+■ discuss the extent of diversification in various countries, highlighting how the extent of diversification has changed in recent years
=+■ debate the issues involved in the key focus–diversify dilemma
=+■ identify the typical growth patterns of large companies
=+(c) How limited do you feel this analysis is?
=+■ explain why strategic alliances and joint ventures might be preferred to acquisition or takeover as a strategic means of growth
=+■ describe alternative forms of strategic alliances and joint ventures, giving examples of each
=+4. Is there a downside risk? In particular, might existing businesses be affected in any detrimental way?
=+3. Can we beat the competition and become a strong player?
=+2. What strategic resources are required in the possible new areas? What are the implications of this?
=+1. What can we do better than our competitors? This, of course, is the area around which to focus and build.
=+2. Where do you think the problems and difficulties might lie?
=+■ appreciate the potential value of franchising and licensing in supporting growth.
=+■ discuss the key issues involved in implementing such strategies effectively
=+(b) On the data available what would you advise the firm to do?
=+Has the co-operation approach been more sensible and realistic than a series of cross-border mergers?
=+5. Using actual examples as your base point, could the high-technology things we currently take for granted (such as mobile phones, personal computers and the Internet) have been developed to the stage they have if companies had worked in isolation?
=+(a) For each alternative calculate the net present value, the internal rate of return and the payback.
=+what should it not seek to do?
=+■ Are the current objectives of the organization appropriate?
=+3. If so, why?
=+1. Should all three companies remain focused?
=+3. Do you think you would be better off or worse off?
=+■ Are the strategies created previously, and which are currently being implemented to achieve these objectives, still appropriate?
=+■ Do current results confirm or refute previous assumptions about the feasibility of achieving the objectives and the ability of the chosen strategies to achieve the desired results?
=+■ What should the organization seek to do and
=+■ What can the organization do and what can it not do?
=+■ What constitutes a good strategic choice?
=+David Jones has clearly been successful – and he remained as strategic leader. But: could a case be made for ensuring that he had a ‘partner’ with a greater willingness to take risks and who would deliberately seek to stretch the organization more?
=+What strategies would be appropriate, desirable and feasible for utilizing these resources effectively?
=+Had the diversification into mail order and the acquisition of Combined English Stores been appropriate and feasible?
=+12.5 which looks at the alternative strategic approaches of Ford and General Motors.
=+1. What would you do if you were the strategic leader of Peugeot-Citroën? In answering this question you might also like to read Minicase
=+5. What impact might the new Dyson washing machine have? (See Minicases 5.1.and Box 11.2.)
=+■ explain the role of judgement in strategic choice.
=+■ summarize a number of alternative theories of decision-making and explain why subjectivity can sometimes result in poor decisions
=+■ explain the contribution to this evaluation of techniques described earlier in the book
=+■ discuss why there might be a trade-off between these factors
=+■ define the key criteria for evaluating the appropriateness, feasibility and desirability of a particular strategic alternative
=+■ show how organizations pursue different strategic alternatives and means at various times in their development
=+■ explain how selected strategies might be implemented through internal or external growth
=+■ define and discuss innovation and show how it is essential for sustaining competitiveness
=+1. Can Lego realsitically anticipate further growth and prosperity if it relies on its focused strategy or will it become increasingly vulnerable to competitive threats?
=+ What would you recommend?
=+4. Can you see any parallels with motor cars?
=+3. Has Electrolux found an ideal compromise?
=+2. Are the preference differences too great to overcome?
=+1. Can you think of any sensible new product that Flymo might add to its range?
=+2. Should Lego consolidate or continue to seek to grow?
=+■ identify and describe a number of possible strategic alternatives, separated into limited growth, substantive growth and retrenchment clusters
=+■ Does the proposal fit – and strengthen – the existing portfolio of activities?
=+2. A firm has two investment opportunities, each costing £100,000 and each having the expected net cash flows shown in the table below. While the cost of each project is certain, the cash-flow projections for project B are more uncertain than those for A because of additional inherent risks.
=+3. In 1996 Walt Disney Corporation was thought by analysts to be a prospective buyer for EMI Music after its split from the Thorn Rentals part of ThornEMI. Would music have been an appropriate and desirable addition to the Disney portfolio? Do you think that the acquisition of an essentially
=+ How would you use them? What are their limitations?
=+3. Which of the evaluation techniques listed in the chapter (Box 11.4) do you feel are most useful?Why?
=+■ conglomerate diversification.
=+What in fact has happened with EMI Music? Was the actual outcome more appropriate, feasible and desirable for EMI?Walt Disney Company http://www.disney.go.com EMI Group http://www.emigroup.com
=+4. In 1983 Tottenham Hotspur became the first English football club to be listed on the Stock Exchange.Subsequently, the club diversified, acquiring a number of related leisure companies. The intention was to subsidize the football club with profits from the new businesses. Initially this
=+1. Calculate the weighted average cost of capital given the following information:Optimal capital structure 50:50 Debt funding: half is at 10% interest, half at 12%Effective tax rate 30%Risk-free rate 8%Return expected in the stock market 12%Company’s beta 1.2.
=+■ explain how a company might be valued, say for acquisition purposes.
=+■ describe the capital asset pricing model
=+■ calculate the optimal capital structure for a firm and its weighted average cost of capital
=+■ apply a number of different investment appraisal techniques and evaluate their contribution to investment decisions
=+■ discuss the advantages and disadvantages of different sources of investment capital
=+How different was the approach taken some years later by Manchester United? What strategies have made Manchester United the richest football club in the world?
=+divested, and the ownership of Tottenham Hotspur changed hands in 1991. During the 1990s entrepreneur Alan Sugar acquired the club, only to relinquish control when he proved unpopular with many Spurs fans. Since then Tottenham Hotspur has struggled but managed to retain its place in the
=+■ concentric diversification
=+■ vertical integration
=+■ horizontal integration
=+■ Does the option truly help to close the planning gap?
=+■ Is there an opportunity to build and sustain a strong competitive position?Desirability
=+■ Can the implied costs be met?
=+■ Does the organization possess the skills and competencies required? If not, can they be acquired in a relevant timescale?
=+Can the strategic change be implemented successfully – and without any detrimental impact upon present activities?
=+■ Is this an opportunity for stretching the organization’s resources and exploiting core competencies further? Or does it imply diversification?
=+■ What impact would the change have on E–V–R congruence?
=+■ Does it address any targeted opportunities or help redress any critical weaknesses?
=+■ Is the organization comfortable with the risks implied?
=+■ Is this a justifiable (and, in certain cases, the most profitable) use of organizational effort and resources?
=+■ innovation
=+■ product development
=+■ market development
=+■ market penetration
=+■ do nothing; no change
=+1. For each of the following strategic alternatives, list why you think an organization might select this particular strategy, what they would expect to gain, and where the problems and limitations are. If you can, think of an example of each one from your own experience:
=+■ Which stakeholder needs will be met and satisfied?
=+■ Is there potential synergy?
=+■ Is it compatible with the mission of the organization?
=+Scalextric, but production in the UK has been replaced by foreign sourcing to improve the quality without increasing costs – in China over two hours labour can be afforded for every one hour in the UK and this has allowed improvements in finishing and detail. Some models now emit actual steam
=+Can a single store service both the professional and domestic markets effectively or is there a real risk of losing focus?
=+2. Do you agree with Nardelli’s decisions to target professional builders, plumbers and electricians and to diversify into installation services?
=+ Can a single store service both the professional and domestic markets effectively or is there a real risk of losing focus?
=+2. Do you agree with Nardelli’s decisions to target professional builders, plumbers and electricians and to diversify into installation services?
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