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strategic management
Strategic Management Awareness And Change 5th Edition John L. Thompson , Frank Martin - Solutions
=+6. Can the necessary resources (other than people) that are going to be required be secured?
=+5. Are there ways in which the product(s) and/or service(s) could be improved?
=+4. Do these managers have the freedom to manage?
=+3. Does the organization have the people it is going to need, people who truly understand the business at an operational level?
=+2. What are the key core activities in the business?
=+1. Is there some part of the business worth rescuing?
=+2. What future changes/additions would you recommend?
=+1. Clearly when strategic leaders fail, their replacement by someone capable of turning around the business can be justified. But Belinda Earl was successful. In whose interests is a management buy-in along the lines described here?
=+3. Hornby is one of the few survivors in the UK toy industry, but it has experienced some dramatic changes in strategy and ownership. Hornby was acquired by Lines in 1964; in 1971 Lines was in liquidation. Dunbee-Combex-Marx then bought Hornby, but DCM itself collapsed in 1981. At this stage
=+2. What has happened to the jewellery retail group Signet since Gerald Ratner was forced to resign after his infamous quote that Ratner’s crystal glass decanters were priced as cheaply as they were because they were ‘total crap’? In the event, were his comments a ‘minor blip’ or a much
=+You will realize that several of these organizations are used as examples in different parts of the book.Datastream http://www.dstm.com
=+Look up the financial data on these companies, and based on your findings, decide how valuable you believe the Z-score might be.
=+■ House of Fraser■ Debenhams (Minicase 14.8)■ Vodafone■ Eurotunnel.
=+The companies listed below are considered vulnerable to acquisition or even failure which might happen because their share price is low in comparison with the book value of their assets (House of Fraser and Debenhams) or because of the level of their debts (Vodafone and Eurotunnel).
=+1. In the 1980s, Z-scores provided by Datastream suggested that the following companies (amongst others) were in decline:■ Rover Group (then British Leyland)■ British Aluminium■ Renold (chainmakers)■ Acrow (cranemakers)■ Dunlop■ Lucas■ Tube Investments.
=+ what is the future for specialist clothing retailers such as Arcadia and its longestablished brands?
=+1. Given the fact that in June 2000 rival C&A announced it was also closing all of its highstreet stores, and the ability of relative newcomers such as Gap and Matalan to grow rapidly,
=+■ describe a number of retrenchment and turnaround strategies
=+■ identify the four possible outcomes of strategic change when companies are in difficulties
=+4 Abrakebabra is Ireland’s premier fast food chain. It has grown through franchising, but in the early days it struggled to get the franchising arrangements correct. Can you ascertain why? How ‘international’ could this business be?Abrakebabra http://www.abrakebabra.com
=+3. Sony is renowned as an innovative company within the consumer electronics industry, and its success has depended substantially on televisions, videos and hi-fi equipment. In recent years Sony has followed a strategy of globalization and diversification, arguably in related product areas. The
=+■ concentric diversification■ conglomerate diversification.
=+■ innovation■ horizontal integration■ vertical integration
=+■ market development■ product development
=+ If you can, think of an example of each one from your own experience:
=+1. Revisiting Chapter 11, for each of the following strategic alternatives, list why you think an organization might select this particular strategy as a means of international growth. What would they expect to gain, and where are the problems and limitations?
=+■ discuss the thinking behind divestment strategies and the implementation issues involved
=+■ explain which strategies are important during a recession
=+ Although there is a wealthy benefactor, he could change his mind if the club doesn’t win trophies?
=+2. How different is the situation at Chelsea – a club which is also gambling on success by investing over £100 million on players from around the world?
=+■ calculate a Z-score, a possible predictor of corporate failure
=+■ describe the most likely causes of decline
=+■ identify the main symptoms of failure
=+■ explain what is meant by corporate decline and failure
=+■ summarize the possible strategies for individual competitors in declining industries
=+■ What has happened to the company since 1982?
=+■ What are Hornby’s current products and strategies?
=+■ How successful has the MBO been?
=+■ explain a simple stage model of international development
=+■ appreciate how franchising has been behind the growth of a number of well-known international brands
=+■ explain and debate the key issues behind management buy-outs and buy-ins
=+V1. Do you believe VW has a cohesive, global strategy?
=+■ evaluate the value and relevance of different market entry strategies in an international context
=+■ discuss the important considerations in international strategies
=+■ appreciate why internationalism is essential for many organizations
=+■ explain what is meant by a global strategy
=+■ show how the issues covered in Chapters 11 and 12 can be applied at an international level
=+ 2. What suggestions do you have for future developments?
=+■ discuss a number of constraints and outline a selection of possible future influences on international growth?
=+4. Should it expand where it is or disperse itself further?
=+3. Where do you think Tesco should seek to venture next?
=+(c) Whether Apple is now less crisis prone than it was and more in control of the change agenda?
=+(b) Jobs as a strategic leader?
=+(a) The contribution of Steve Jobs?
=+3. Research and update the Apple Computers case.How would you evaluate:
=+To what extent are they constrained by government?
=+2. Analyse the news broadcasts of two rival TV networks, such as the BBC and ITN, or Sky and CNN, and evaluate whether their reporting of industrial and business news is similar or dissimilar. Are they reporting to inform or to persuade about, say, the merits or demerits of government policy?
=+ How politically effective are you? How could you increase your overall power and improve your effectiveness?
=+4. As a manager, what are your personal power bases?
=+How might you measure political effectiveness and the elements within it?
=+3. Describe a manager whom you believe is successful at using organizational politics. On what observations and experiences are you basing your decision?
=+■ describe ways in which managers can improve their political effectiveness in organizations.
=+■ assess the importance of power and how it is used in change situations
=+■ identify a number of different approaches to the planned management of change
=+■ summarize alternative ways of overcoming resistance
=+■ explain why people frequently resist change
=+■ understand that change can be incremental or more discontinuous and transformational
=+■ describe the major forces for change and types of change situation, and draw up a hierarchy of levels of change
=+■ appreciate the dynamics of change and change management and why organizations must be change-oriented if they are to grow and prosper
=+ How do you think both Ford and Bridgestone handled the crisis – effectively or ineffectively?
=+7. Use the Internet to assess the possible long-term damage to Ford Motors when it was discovered (in 2000) that the Bridgestone/Firestone tyres used on its Explorer four-wheel drive vehicles were potentially dangerous and had been the cause of a number of accidents over a period of time.
=+ How have the changes in priority been decided?
=+5. Either by contacting a local councillor or using the Internet, ascertain how planning and budgeting are managed in your local authority. What have been the priority areas in the past? What are the current priorities?
=+Rewarded or sanctioned for success or failure?
=+What feedback is provided? What does the manager do with the feedback? What do you believe is the personal impact of the budget and measures of performance on the manager? Is he or she motivated?
=+What measures of performance are utilized?
=+4. Ascertain the budgeted resources and targets allocated to one manager whom you are able to interview.
=+How do they rate in terms of the principles of good policies discussed in the text?
=+3. For an organization with which you are familiar, ascertain the main stated policies for finance, production, personnel and marketing.How are these policies used? How were they created?
=+‘Conglomerate diversification has now given way to focus strategies – focus is here to stay.’‘Focus strategies cannot generate sufficient growth long-term to satisfy shareholders – diversification will make a comeback.’
=+1. Update the material on any or all of the four conglomerate businesses discussed in Minicase 16.2.Using this and details of the corporate strategies pursued by other large companies with which you are familiar, which of the following two statements do you most agree with?
=+ On what evidence are you drawing this conclusion?
=+4. Are you personally risk averse or perceived as a risk taker?
=+What view if any has best profiled the nature of the modern organization?
=+3. Reflect on the work of Kanter and Handy in the late twentieth century – sections 16.7.1 and 16.7.2 in the text.
=+1. Do you agree that Perrier ‘got the big decisions right’?
=+the situation described in Minicase 16.6, the Concorde crash?
=+2. Are there any comparisons or contrasts with
=+3. Mechanisms for contingency management.
=+2. Crisis planning – decisions about investing in prevention in order to reduce or minimize the risk. Invariably this implies cost increases; and for this and other reasons less is often done than it conceivably could be done.
=+1. Decisions concerning what can go wrong, the probability of it happening, and the impact it will have if it does happen.
=+2. Do you think this amounts to anything more than bad luck?
=+ Had it not happened, would Concorde still be flying today?
=+3. Did this disaster merely accelerate the inevitable?
=+1. What would you have done about the new millennium demand?
=+2. Why? Why not?Follow-up questions when you have read more of the chapter:
=+■ identify the main issues in crisis avoidance and management.
=+■ define risk, identify the risks faced by organizations and discuss how they might be approached and managed
=+■ distinguish between resource allocation issues at corporate and business unit level
=+■ consider organizations at the beginning of the twenty-first century
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