Cases for contemporary strategy analysis:
Gespeichert in:
| Späterer Titel: | Cases in contemporary strategy analysis |
|---|---|
| Hauptverfasser: | , |
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Cambridge, Mass. [u.a.]
Blackwell
1996
|
| Ausgabe: | 1. publ. |
| Schriftenreihe: | Blackwell business
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Erg. zu: Grant, Robert M.: Contemporary strategy analysis |
| Beschreibung: | XXXIV, 380 S. graph. Darst. |
| ISBN: | 1557869294 |
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Datensatz im Suchindex
| _version_ | 1804125624197971968 |
|---|---|
| adam_text | vi
CONTENTS
5. A Note on the U.S. Cable TV Industry (Douglas Reid and Paul W. Beamish) 71
toZTco^nkmT ^ a rec°mmendation ** client regarding an acquisition offer
lory ructr and ^^ ^ U S mMc aSSetS The ™« ™*°*° the
History, structure, and competition in the U.S. cable industry.
Kerry S. McLellan, condensed with the assistance of j. Michael Geringer) 97
GaXin^XS
including: rapid pr^TZT C°mpetltlve strugSle invo1^ a broad range of issues
opdo^sJ^^^y^ mternanonal threats and opportunities, diversification
decide on a TpoL t0 P G eimr°nmental concerns In P^icular, Kimberly Clark must
i response to 1 G s most recent product introduction.
? MCUnit)lityi1B3anCOrPOratiOn (A) (PaU W Beami5h Barbara L Marcolin ^ Kerry S.
^S^^^™^ a h°ldln? C°m^ for ^ ^P ient banks in the
in response to .^^^^^.Mjorre n^
demands In this reorJn^ pr°blems threats of regulatory control, and changing market
Systems, wLti^^Jfi^H1 ^ ^ ^ ** ^^ °Peratl°nS ^
outsourcingasanalternlrw;;:^111^^ resâ„¢u/ing He was seriously considering
the simple economics beh nd!n t ^ ^^lnformation s^stems ^e case explores
operation. Hierarchical, independent organization into a centrally managed
ThistlTrir 011 ( Um3ntra Gh°Sha Char °tte BUt 6r) ™
systems lndPcZmitrentrk!erCOrPOratieCUltUre management vaI^s, structure, information
ity and market responsiveness7?u mg in remarkable new Pro^ct development capabil
eness. But can these capabilities be extended overseas?
I ,^1T(David Ager Alan Andron and D ™id ¦ l—» «!
in iy^3, Labatt Breweries of To a ¦ ,
Ice Beer achieved an estimated , «?** ke Beer in C™^ In four months, Labatt
history of new beer introduction, ^ r Canadian beer market, unprecedented in the
of Labatt Breweries must decide U u â„¢ * ^ the Canadian launch, the President
must decide how best to introduce Labatt Ice Beer into the U.S. beer market.
The c!sTiLttlesathy DaVidS°n * m8 ^ ^ ^
marktt^nd^S^erfor^St^ a,relatively Weak industry P^r to turn around its
and adopting a strategy which utilize, reC°gmZing itS critical resources and capabilities,
its weaknesses in sizefLandal ^ Strengths tO maximum ef^t, while guarding against
Clal res°urces, cost position, and technology.
CONTENTS vii
11. SCOTCH BRITE (3M) (Paul W. Beamish) 185
The 3M operating committee is meeting in world headquarters in St. Paul, Minnesota, to
consider a proposal to rationalize the North American production and distribution of
SCOTCH BRITE hand scouring pads. Two 3M plants, one in the U.S. and one in Canada,
are competing for a regional product mandate.
12. Logitech (Adrian B. Ryans and Brock Smith) 195
Logitech was one of three companies that dominated the global market for pointing devices
for computers. While Logitech had captured a large share of the original equipment manufacturer
(OEM) mouse market, Microsoft was the clear leader in terms of industry standards and dollar
share of the retail market. KYE, with a strong presence in Europe, was poised to compete
aggressively in North America. Faced with the intensifying competition and eroding margin,
Logitech was considering the introduction of an innovative line of ergonomic mice, which
promised to change the competitive dynamics of the industry.
13. Rosenbluth International Mexico (Sara Allan, John Kamauff, Miguel Leon Garza, and
Gary Loveman) 209
Following a recent acquisition, a small Mexican owned travel agency, Bancomer Travel Services,
must be transformed into a branch office of Rosenbluth International (RI), which was known
worldwide for its exceptional customer service and expertise in corporate travel management.
The success of RI s agencies was linked to the company s unique set of service philosophies
and values.
14. Cast North America (Sid L. Huff and Kathleen Ryans) 229
Cast North America, a large international shipping company with major operations centers in
Montreal and Antwerp, Belgium, and head office in Bermuda, provides Blue Bow container
shipping services to North American and European firms. While providing door to door service,
the company keeps track of the thousands of documents daily through a sophisticated interna¬
tional telecommunications network, which includes land circuits, undersea cable circuits, and
satellite links. Its sophisticated private international communications network is viewed as a
strategic resource which provides a critical competitive advantage. The case describes Cast s
network evolution and differences between North American and European telecommunications
situations, and highlights key decisions regarding network expansion that the company must
make in the near future.
15. Quadra Logic Technologies Inc (A) (Terry Deutscher and Ingrid Taggart) 245
The Executive Vice President of Quadra Logic Technologies (QLT) was thinking over the firm s
latest opportunity to commercialize a product. The small company s research group had come
up with a drug which, when combined with laser technology, could be used in the treatment
of cancer. QLT must decide how to market the new product, whether to go it alone or with
someone else, or whether they should wait to introduce the product.
Contents
A. Case Analysis xv
1. Prince Edward Island Preserve Co. (Paul W. Beamish) 1
Prince Edward Island Preserve Co. is a producer and marketer of specialty food products. In
August 1991, company president Bruce McNaughton was contemplating future expansion.
Two cities were of particular interest: Toronto and Tokyo. At issue was whether consumers
in both markets should be pursued, and if so, how. The choices available for achieving further
growth included mail order, distributors, and company controlled stores.
2. Coral Divers Resort (Kent E. Neupert and Paul W. Beamish) 15
Coral Divers Resort is a scuba diving resort in the Caribbean. Revenues have flattened in recent
years and are down in 1995. To remedy the decline, the resort is considering a shift in strategy
to focus its orientation. In determining what to do, the manager of Coral Divers Resort must
consider the resources and capabilities required to shift from their current market to a new
market focus.
3. Wal*Mart Stores, Inc. (S. P. Bradley and S. Foley) 37
This case focuses on the successful evolution of Wal*Mart s remarkably successful discount
operations and describes the company s more recent attempts to diversify into other businesses.
The company has entered the warehouse industry with its Sam s Clubs and the grocery business
with its Supercenters, a combination supermarket and grocery store. Wal*Mart experienced a
drop in the value of its stock price in early 1993, which it has not made up.
4. A Note on the Malaysian Pewter Industry (R. Azimah Ainuddin and Paul W. Beamish) 61
This note illustrates an industry that is losing its competitive advantages due to globalization.
The industry in Malaysia had enjoyed the benefits of large tin resources (the major raw material
in pewter) as well as a cheap labor force; consequently it had become one of the major players
in the world pewter industry. This result is evidenced by Royal Selangor International, a
Malaysian pewter company that had taken advantage of the country s resources to become one
of the leading pewter companies in the world.
viii
CONTENTS
16. Sharp Corporation: Technology Strategy (D. J. Collis and T. Noda) 257
This case explores the evolution of the corporate strategy of Sharp Corporation, Japan. Sharp
Corporation a second tier assemble of TV sets and home appliances, gradually and consistently
mproved Performance by developing expertise in electronic device technologies such as special
zed ICs and LCDs and used these technologies to develop innovative end products. As a result,
the company was regarded as a world leader in opto electronics and was becoming a premier
comprehensive electronics company.
17. IKEA (Canada) Ltd. 1986 (condensed) (Paul W. Beamish) 283
!eJndtm thC I1^ SCarS Catal°gUe C°ntained a twenty page section called Elements. This
section bore a striking resemblance to the format of an IKEA catalog and the furniture being
offered was similar to IKEA s knocked down self assembly product line. The head of IKEA s
tf ^WMI!^A0PrtSnf W°ndered h°W SCriOUS SearS was about its new initiative and what
it anything, IKEA should do in response.
18. British Airways pic. (D. B. Lanning, J. N. Fry, and R. E. White) 293
falttiiTA1 °f 1, 4 .eTtiVeS at British Airways (BA) were reviewing their investment in
bacts li bA K* T? tlOnS f°r BA S ^ leadership strategy. Following many set
secure at IdT 25 Percent of USA s equity for U.S. million in early 1993 to
Zhs kTr w7TKArtneru *** tO ^ StrUCtUre in the United States Now sixteen
rTa onsht A « u™ PtO Me M S °Ptions varied from Bering the marketing
relationship and writing off the investment to injecting further cash.
Hltbu^1 1 4 (Ge°r8e C RUbenS°n Frank M ShiPPer and ^ M
iTctn^Tow ert; a ^^^ C°mpanJ ^ haS tran^med itself from a simple
nalmarkTrTH 7 ^ ^^ inte ated Pou1^ comP^ in *e U.S. Its
andTu Id La H § q ty;un ^^ ^ Frank Perdue used to differentiate his product
a L onZo ^^T * ** ^ ^^ the fam can conâ„¢ adequate growth
^s^^^ror whether k must become nationai and intemLJ and
201 sta^nto^irl MCXiCO (PaU ^ BeamlSh C B J°hnSton CaV e Duncan, and
^ir/of WmfamN?6 r^ °f IntematI°nal OperationS for Neilson International, a
o P p 1Co 3sl M °n 7 • WaS aSS6SSing a reCeM Pr°P°sal from Sabritas, a division
mriT^tl^T0 ^ )Omt Ventme tO l3Unch NdlsOn S brands in the Mexican
Za valuaS^^ esls Al! T ^ ^ ***** mafketS includingthe U S ^ ^
SiTZL^Z 8 ll Wa?°W CVldent ^th6y had world class P^ucts to offer
C o S branX PetltT ^ fâ„¢^ ^ bdng COnStrained by ^ed resources,
a ford But a ^2^ ^ ^ ^^ market P^tratio/than Neilson could
CONTENTS ix
21. Imasco Limited: The Roy Rogers Acquisition (Joseph N. Fry and Kent E. Neupert) 339
In 1990, the chairman and CEO of Imasco Limited was reviewing an acquisition proposal from
one of its operating units, Hardee s Food Systems, to purchase the Roy Rogers Restaurant
chain. While he was inclined to support the proposal, he wanted to carefully weigh its broader
impact for Imasco as a whole. The probable price of million represented a substantial
commitment of funds, at a time of slowing growth in the U.S. fast food business.
22. Grupo Industrial Saltillo, S.A. (Ronald J. Salazar and Kenneth J. Rediker) 359
Grupo Industrial Saltillo, S.A. de C.V. (GISSA), is a Mexican conglomerate which was started
as and remains a family owned company. In 1991, the dynamic economic and political context
poses several questions that influence the future of GISSA. Can GISSA achieve its growth and
quality aspirations given its closely held status and the current state of Mexican markets? How
diversified can GISSA remain if NAFTA is established and new competitors enter GISSA s
markets? What relative emphasis should GISSA give to its production for domestic markets
and export markets? What outsiders or partners, if any, should GISSA seek to help prepare
for increased competition? These and other challenges confront GISSA as the del Bosque family
considers how to survive in an economy on the brink of massive change.
23. The GE Energy Management Initiative (A) (Julian Birkinshaw and Joseph N. Fry) 373
In August 1992, the Business Development Manager for GE Canada, met with executives from
GE Supply, a U.S. based distribution arm of GE. The purpose of the meeting was to discuss
new business opportunities in energy efficiency, an industry that focused on the reduction of
energy usage through the installation of energy efficient technologies. He had recently gained
pre qualification for GE Canada to bid in a $1 billion program to install energy efficient
technologies in all Federal Government buildings. GE Supply executives were interested in the
program but felt it would be more efficiently run through a division of GE Supply, rather than
as a locally managed Canadian venture.
|
| any_adam_object | 1 |
| author | Neupert, Kent E. Fry, Joseph N. |
| author_facet | Neupert, Kent E. Fry, Joseph N. |
| author_role | aut aut |
| author_sort | Neupert, Kent E. |
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| callnumber-raw | HD30.28.N478 1996 |
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| callnumber-sort | HD 230.28 N478 41996 |
| callnumber-subject | HD - Industries, Land Use, Labor |
| classification_rvk | QP 320 |
| ctrlnum | (OCoLC)33946998 (DE-599)BVBBV011132440 |
| dewey-full | 658.4/012 658.4/01220 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4/012 658.4/012 20 |
| dewey-search | 658.4/012 658.4/012 20 |
| dewey-sort | 3658.4 212 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 1. publ. |
| format | Book |
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| genre | (DE-588)4522595-3 Fallstudiensammlung gnd-content |
| genre_facet | Fallstudiensammlung |
| id | DE-604.BV011132440 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T18:04:31Z |
| institution | BVB |
| isbn | 1557869294 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-007460137 |
| oclc_num | 33946998 |
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| physical | XXXIV, 380 S. graph. Darst. |
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| record_format | marc |
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| spelling | Neupert, Kent E. Verfasser aut Cases for contemporary strategy analysis Kent E. Neupert ; Joseph N. Fry 1. publ. Cambridge, Mass. [u.a.] Blackwell 1996 XXXIV, 380 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Blackwell business Erg. zu: Grant, Robert M.: Contemporary strategy analysis Strategische planning gtt Strategic planning -- Case studies Decision making -- Case studies Unternehmensplanung (DE-588)4078609-2 gnd rswk-swf Strategisches Management (DE-588)4124261-0 gnd rswk-swf Strategische Planung (DE-588)4309237-8 gnd rswk-swf (DE-588)4522595-3 Fallstudiensammlung gnd-content Unternehmensplanung (DE-588)4078609-2 s Strategische Planung (DE-588)4309237-8 s DE-188 Strategisches Management (DE-588)4124261-0 s Fry, Joseph N. Verfasser aut Später u.d.T. Cases in contemporary strategy analysis (DE-604)BV026350116 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=007460137&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Neupert, Kent E. Fry, Joseph N. Cases for contemporary strategy analysis Strategische planning gtt Strategic planning -- Case studies Decision making -- Case studies Unternehmensplanung (DE-588)4078609-2 gnd Strategisches Management (DE-588)4124261-0 gnd Strategische Planung (DE-588)4309237-8 gnd |
| subject_GND | (DE-588)4078609-2 (DE-588)4124261-0 (DE-588)4309237-8 (DE-588)4522595-3 |
| title | Cases for contemporary strategy analysis |
| title_auth | Cases for contemporary strategy analysis |
| title_exact_search | Cases for contemporary strategy analysis |
| title_full | Cases for contemporary strategy analysis Kent E. Neupert ; Joseph N. Fry |
| title_fullStr | Cases for contemporary strategy analysis Kent E. Neupert ; Joseph N. Fry |
| title_full_unstemmed | Cases for contemporary strategy analysis Kent E. Neupert ; Joseph N. Fry |
| title_new | Cases in contemporary strategy analysis |
| title_short | Cases for contemporary strategy analysis |
| title_sort | cases for contemporary strategy analysis |
| topic | Strategische planning gtt Strategic planning -- Case studies Decision making -- Case studies Unternehmensplanung (DE-588)4078609-2 gnd Strategisches Management (DE-588)4124261-0 gnd Strategische Planung (DE-588)4309237-8 gnd |
| topic_facet | Strategische planning Strategic planning -- Case studies Decision making -- Case studies Unternehmensplanung Strategisches Management Strategische Planung Fallstudiensammlung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=007460137&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT neupertkente casesforcontemporarystrategyanalysis AT fryjosephn casesforcontemporarystrategyanalysis |