Cases in contemporary strategy analysis:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Oxford
Blackwell
1999
|
| Ausgabe: | 2. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XIII, 392 S. graph. Darst. |
| ISBN: | 0631213600 0631213597 |
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Datensatz im Suchindex
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|---|---|
| adam_text | Contents
Preface x
Acknowledgments xii
1 Coral Divers Resort (Kent E. Neupert and Paul W. Beamish) 1
Coral Divers Resort is a small diving resort in the Bahamas dealing with
declining financial performance. Forced to address the questions of what
its strategy is and whether it needs to change its competitive position, the
manager must consider strategy options and address the external and
internal factors relevant to selecting between the options.
2 Laura Ashley Holdings plc: The Crisis of 1998
(Robert M. Grant) 22
In 1998, Victoria Z. Egan took over as the sixth CEO since the death
of Laura Ashley in 1985. Despite a succession of restructurings and
strategy redirections since 1990, the company continued on a downhill
trajectory. Egan must determine the seriousness of the present situation,
the sources of Laura Ashley s problems, and what it would take to turn
the company around.
3 Daimler Chrysler and the World Automobile Industry
(Robert M. Grant) 41
Internationalization and maturity in the world automobile industry have
been associated with increasing competition and declining profitability.
rt Contents | |
Against the backdrop of the largest auto merger in history, Daimler
Chrysler, this case examines the sources of increasing price competition
and declining profitability and looks ahead to the future of the industry.
4 The Telecommunications Industry in China in 1998
(Kent E. Neupert, Clara Chak, Henry Fu, Lui Sai Lung,
Alex Ng, Polly Poon, and Ken Yeung) 67
Although the number of subscribers to both fixed line and cellular
telecommunications services in China had grown substantially,
penetration rates in 1998 remained relatively low compared to other
Asian and international markets. With the development of traditional
services and enlarging of network size, many new value added services,
such as email, facsimile store and forward, and Internet service, had
been introduced to and welcomed by subscribers, resulting in a high
growth rate. These changes indicated a tremendous potential for further
development in telecommunications in China. How the domestic and
foreign companies maneuvered the industry forces would determine
their success or failure in the market.
5 Eastman Kodak: Meeting the Digital Challenge
(Scott Duncan, Jean Gibbons, Scott Haenni, Adam Laux,
Cynthia Varner, and Robert M. Grant) 90
Eastman Kodak faced a dilemma as technology was changing within
its core photographic market from chemical imaging to digital imaging.
The company CEO, George Fisher, had staked the company s future
on the critical decision to be an imaging company rather than a
chemical/pharmaceutical company. However, it was still unclear how the
market for digital imaging products would develop, and whether Kodak
could build the capabilities needed to establish leadership against
competitors such as Fuji, Hewlett Packard, Canon, and Casio.
6 Organizational Restructuring within the Royal Dutch/Shell
Group (Robert M. Grant) 113
In 1998, the Royal Dutch/Shell Group of companies was emerging
from one of the most ambitious and far reaching organizational
restructurings of its 91 year history. However, Shell remained a highly
complex organization where lines of responsibility and authority were
diffused, central direction remained weak, and a highly decentralized
organization coexisted with a large corporate bureaucracy. Had enough
been done to squeeze excess costs out of Shell and to turn its sprawling
multinational empire into an enterprise capable of deploying its huge
resources with speed and clear direction?
Contents vU |
7 Harley Davidson, Inc., July 1998 (Robert M. Grant) 138
As Harley Davidson celebrated its 95th anniversary in 1998, its
performance results were spectacular. Despite substantial investments in
growth and development, gross margins had widened to 34.3 percent
and net income had increased by 12.6 percent. However, the world
seemed to be moving into a new era of economic uncertainty. Looking
ahead into the future, what were the threats Harley Davidson faced and
how might its strategy be amended to strengthen its position against
mighty rivals such as Honda and BMW?
8 Steinway Sons (Suresh Kotha and Roger Dunbar) 167
Steinway is a long established craft based producer of quality pianos.
The company is faced with increasing competition from Japanese
piano manufacturers who are introducing both product and process
innovation into the piano industry. Steinway must consider preserving
its reputation and its traditional production methods, the possibilities for
new product introduction, and its strategy towards the growing Chinese
piano market.
9 Amazon.com (Suresh Kotha and Enter Dooley) 197
In just two years, Amazon CEO Bezos quietly built a fast growing
business by transforming the traditional book retailing format for
the World Wide Web and changing the way consumers buy products
and services. His web site has become an underground sensation for
thousands of book lovers around the world who peruse its vast electronic
library, read on line reviews, and order books. This case describes how
Bezos has managed to build a rapidly growing business on the Internet
and the challenges he faces as other firms attempt to imitate his model of
competition.
10 Starbucks Corporation (A) (Melissa Schilling and
Suresh Kotha) 218
Starbucks Corporation is credited with changing the way Americans
view coffee, and its success has attracted the attention of investors
nationwide. It has consistently been one of the fastest growing
companies in the US, with over 1,000 retail outlets in 1996. To
continue to grow at a rapid pace, the firm s senior executives have been
considering international expansion. To explore what changes in
strategy are required and the questions that might arise during
expansion, this case looks at the firm s entry strategy into new markets
and the issues facing the firm in early 1997.
vtii Contents j |
11 Honeywell Inc. and Global Research Development
(Andrew C. Inkpen) 244
After struggling as a manufacturer of mainframe computers, Honeywell
has emerged in the late 1990s as a successful global supplier of control
and monitoring equipment to industrial and residential markets. The
company s wide geographical spread and variety of products and
customers raise complex issues concerning how it manages technology.
12 DuPont Teflon®: China Brand Strategy (Kent E. Neupert) 267
For six years, DuPont had been involved in the Chinese cookware
market, licensing its Teflon® non stick technology to local
manufacturers for use on pots and pans. International sales of Teflon®
coated cookware were strong. However, in spite of their efforts to develop
the domestic cookware market and their Teflon® brand, sales had never
reached expectations. Simon Lin, DuPont Marketing Manager, must
make a recommendation as to whether the company should continue
as it has, pull out of the Chinese market, or try a new strategy. A joint
venture and a vertical integration are among the options considered.
13 Richard Branson and the Virgin Group of Companies in
1998 (Robert M. Grant) 2 78
In 1998, Branson s Virgin Group of companies continued to expand.
Recent ventures included the launch of Virgin Cola in the US, a chain of
health clubs, and a wireless phone service for the UK. Meanwhile, other
Virgin Group businesses, such as the UK cola business, the railroad
operations, and financial services, were having a difficult time. Branson
needs to consider the strategy of his loose knit corporate empire. What is
the logic, if any, that links together this motley collection of business
ventures? Should any of the businesses be divested? What criteria should
be used to guide future ventures? Are there any changes needed in the
financial or management structure of the Virgin companies?
14 Imasco Limited: The Roy Rogers Acquisition
(Kent E. Neupert and Joseph N. Fry) 306
The Chairman and CEO of Imasco Limited was reviewing an acquisition
proposal from its Hardee s operating units to purchase the Roy Rogers
restaurant chain. While he was inclined to support the proposal, he
needed to carefully weigh its broader impact for Imasco as a whole. The
probable price of US million represented a substantial commitment
of funds at a time of slowing growth in the US fast food business.
Contents ix |
15 Seagram and MCA (Andrew C. Inkpen) 327
In 1995, meetings were held between Seagram Company Ltd. and
Matsushita Industrial Electric Company Ltd. to discuss Seagram s
possible acquisition of the entertainment company MCA Inc. Although
Seagram s President and CEO saw huge potential in the entertainment
industry, he was concerned that besides cash Seagram would bring
little to the acquisition of MCA in terms of entertainment assets or
management. Hollywood had a history of treating newcomers
badly. Would Seagram fare any better in the unpredictable world of
entertainment, where relationships in the Hollywood network were just
as important as creativity, technology, and business experience?
16 General Electric: The Jack Welch Era, 1981 1998
(Robert M. Grant) 344
Jack Welch s contribution as CEO of GE was to dismantle much of the
organizational structure and the management systems he had inherited.
In its place Welch created a corporation intended to mesh the strengths
of enormous size and diversity with the agility and entrepreneurial
drive of a series of small enterprises. In the process, Welch reformulated
GE s business portfolio, pioneered global expansion, and pushed GE to
unprecedented levels of profitability and shareholder return. After 16
years of Welch s leadership and two years away from retirement, the
only question remaining for GE employees and the army of GE watchers
in securities companies, business schools, and consulting companies
was: What next?
17 AES Corporation: Rewriting the Rules of Management
(Robert M. Grant) 365
AES was like no other company in the electricity generation industry.
It was committed to social responsibility and providing fun for
employees. Its management system had been described as
empowerment gone mad. Yet the system worked well. It encouraged
amazing loyalty, commitment, and initiative from employees,
entrepreneurial drive at all levels, and unmatched levels of operational
efficiency. However, international expansion and increasing industry
competition presented challenges. Could its unique management
system and organization structure survive increasing growth,
internationalization, and growing competition?
Index 386
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| title | Cases in contemporary strategy analysis |
| title_auth | Cases in contemporary strategy analysis |
| title_exact_search | Cases in contemporary strategy analysis |
| title_full | Cases in contemporary strategy analysis ed. by Robert M. Grant ... |
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| title_full_unstemmed | Cases in contemporary strategy analysis ed. by Robert M. Grant ... |
| title_short | Cases in contemporary strategy analysis |
| title_sort | cases in contemporary strategy analysis |
| topic | Decision making Case studies Strategic planning Case studies Strategisches Management (DE-588)4124261-0 gnd Unternehmensplanung (DE-588)4078609-2 gnd Strategische Planung (DE-588)4309237-8 gnd Unternehmenserfolg (DE-588)4223768-3 gnd |
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