Cases in contemporary strategy analysis:
Madonna -- Laura Ashley Holdings PLC -- U.S. Airline industry in 2002 -- Daimler Chrysler and the world automobile industry -- WalMart-- Eastman Kodak.
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Malden, Mass. [u.a.]
Blackwell
2003
|
| Ausgabe: | 3. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Zusammenfassung: | Madonna -- Laura Ashley Holdings PLC -- U.S. Airline industry in 2002 -- Daimler Chrysler and the world automobile industry -- WalMart-- Eastman Kodak. |
| Beschreibung: | Includes bibliographical references and index |
| Beschreibung: | XI, 369 S. Ill. |
| ISBN: | 1405111801 |
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Datensatz im Suchindex
| _version_ | 1804129603911942144 |
|---|---|
| adam_text | Contents
Preface ix
Acknowledgments xi
1 Madonna (Robert M. Grant) 1
Madonna Ciccone has been one of the world s leading female entertainers for two decades.
Madonna shows an inexhaustible capacity to defy changes in style and her own aging by
continually reinventing herself. What can we learn from Madonna s remarkable career
about the nature of strategy and the foundations of success?
2 Laura Ashley Holdings pic: The Battle for Survival (Robert M. Grant) 11
In February 1999 Ng Kwan Cheong took over as the seventh CEO of Laura Ashley Holdings
since the death of its founder in 1985. During this period, the company s performance had
been mostly downhill. Cheong faced a critical situation: despite several years of cost cutting
and restructuring, sales were declining and operating losses were mounting. Cheong must
determine the sources of Laura Ashley s problems, and determine what can be done to stem
the losses and protect the interests of Laura Ashley s long suffering shareholders.
3 The US Airline Industry in 2002 (Robert M. Grant) 28
During 2002, the US airline industry was still struggling with the aftermath of the terror¬
ist hijackings of September 11, 2001. But, as the airlines return to greater normalcy, their
attention shifts to the longer term problems of the industry. Since deregulation in 19 7 8, the
airlines have been the least profitable of any major industry sector in the US. Given the struc¬
ture of the industry and the characteristics of the product, is the airline doomed to price
wars and low profits, or are there strategies that offer the airline companies opportunities
for improving their dismal financial performance?
V ;
CONTENTS I
4 DaimlerChrysler and the World Automobile Industry (Robert M. Grant) 46
DaimlerChrysler s ability to improve its financial performance depends critically upon the
future of the world automobile industry. Internationalization and maturity in the world
automobile industry have been associated with increasing competition and declining prof¬
itability. The industry s structure continues to change: against a backdrop of weak demand
and excess capacity, the industry is consolidating rapidly. Why has the industry been so
unprofitable in recent years and what will be the effects of current changes in industry struc¬
ture on competition and profitability?
5 Wal Mart Stores, Inc., May 2002 (Robert M. Grant) 71
From its humble origins in Bentonville, Arkansas, Wal Mart has grown to be the world s
largest retailer and the world s biggest corporation (in revenue). In so competitive an indus¬
try as discount retailing, what is the basis of Wal Mart s competitive advantage? Under¬
standing the basis of Wal Mart s success requires careful analysis of the resources and
capabilities that Wal Mart has built over time. Will these strengths in resources and capa¬
bilities be sufficient to sustain Wal Mart s competitive advantage into the future?
6 Eastman Kodak: Meeting the Digital Challenge (Robert M. Grant) 98
Eastman Kodak faced a dilemma as technology was changing within its core photographic
market from chemical imaging to digital imaging. The company had staked its future on
being a leader in digital imaging. Yet, despite massive investment and a string of acquisi¬
tions and strategic alliances, Kodak s ability to establish competitive advantage within the
digital imaging sector and to generate satisfactory returns from its investments remained in
doubt. The case describes Kodak s digital imaging strategy and explores the challenges of
developing new organizational capabilities in a competitive, fast moving sector.
7 Organizational Restructuring within the Royal Dutch/Shell Group
(RobertM. Grant) 122
During 2000, the Royal Dutch/Shell Group of companies was emerging from one of the
most ambitious and far reaching reorganizations of its 91 year history. However, despite
reducing complexity and creating worldwide business sectors, central direction remained
weaker than in most other major energy companies and Shell s national operating compa¬
nies retained considerable autonomy. The new structure was helping to squeeze costs,
control capital expenditure, and refocus strategy; but has enough been done to create an
organizational structure that would allow Shell to compete effectively in an increasingly tur¬
bulent industry environment?
8 Harley Davidson, Inc. January 2001 (Robert M. Grant) 148
Harley Davidson had begun the twenty first century in spectacular style with strong
revenue and profit growth. However, despite expectations that 2001 would be another
record year, CEO Jeff Bluestein knew that Harley Davidson could not afford to be compla
1 CONTENTS |
cent. If Harley was to maintain its superior performance against powerful rivals such as
Honda and BMW, it would need to carefully examine the sources of its competitive advan¬
tage and implement strategies that would broaden and deepen these competitive advantages
in order to meet the challenges of a changing market and competitive environment.
9 Online Broking Strategies: Merrill Lynch, Charles Schwab, and E*Trade
(Anjali Bakhru and Ann Brown) 175
The advent of the internet resulted in established brokerage firms being challenged by a host
of online upstarts riding on the back of the late 1990s technology boom. By 2001, the game
has changed declining trading volumes are putting pressure on the whole industry and
on the online brokers especially. How should E*Trade (an online broker), Schwab (a discount
broker), and Merrill Lynch (a full service broker) adjust to the new market conditions, and
which business model is likely to be most successful in the future?
10 EMI and the a Scanner [A] and [B] (ChristopherA. Bartlett) 195
EMI, a British music and electronics company, has developed a revolutionary medical
imaging technology. What is the best strategy for exploiting this innovation? The subsequent
[B] case revisits EMI five years after the successful introduction of its CT scanner. EMI faces
competition on all sides, including the imminent entry of General Electric. Can EMI sustain
its competitive advantage as the industry evolves? How can it best respond to the changing
circumstances in the market for CT scanners?
11 Rivalry in Video Games (Robert M. Grant} 221
Since its beginnings in the 1970s, the world video games industry has evolved through four
periods of market domination. Atari s early leadership was overturned by Nintendo, then
by Sega, and finally by Sony. In this winner take all industry, what strategies have allowed
different hardware manufacturers to achieve market leadership? In 2002, the industry was
entering a new period of uncertainty. After several years of leadership by Sony, the indus¬
try had now become a three way race with Ninendo and Microsoft introducing technologi¬
cally advanced new products. What strategies could best exploit hardware software
complementarities, the presence of network externalities, and the opportunities made avail¬
able by new technology?
12 Birds Eye and the UK Frozen Food Industry (RobertM. Grant) 243
During the 1950s and 1960s, Unilever subsidiary, Birds Eye Foods, used a strategy of verti¬
cal integration to develop and dominate the British frozen foods industry. Birds Eye invested
heavily in a national network of cold stores and refrigerated trucks, while securing supplies
of fresh produce through contracts with growers and fishing boats. As the industry devel¬
oped, Birds Eye lost market share to competitors that concentrated on a few stages of the
value chain, outsourcing most other activities. As the industry evolved, the compet¬
itive advantages that Birds Eye had derived from vertical integration were transformed into
disadvantages.
vjj
CONTENTS I
13 Euro Disney: From Dream to Nightmare, 1987 94 (RobertM. Gmn0 256
Walt Disney s decision to build a European theme park was its biggest and riskiest project
since the Epcot Center a decade earlier. What considerations explained the complex mode of
entry that Disney adopted for EuroDisney? Unlike Tokyo Disneyland in which Disney held
no equity stake and the US parks that were wholly owned, Disney held minority ownership
in Euro Disney as well as licensing and management contracts. However, despite the careful
planning of the project, huge losses at Euro Disney were forcing Disney to reassess its
strategy.
14 Richard Branson and the Virgin Group of Companies in 2002
(RobertU. Grant) 285
During 1998 2002, Richard Branson s Virgin group of companies had continued to diver¬
sify into an ever widening set of industries wireless telephony, financial services, an Aus¬
tralian airline, soft drinks, and internet sales of cars, motorcycles, and wine. At the same
time, many of his larger business were making losses, and cash flow was strongly negative.
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 busi¬
nesses be divested? What criteria should be used to guide future diversification? Are changes
needed in the financial and management structure of the group?
15 General Electric: Life After Jack (Robert M. Grunt) 312
In summer 2001, Jeffrey Immelt succeeded Jack Welch as chairman and CEO of General
Electric. Following the greatest CEO of the twentieth century at the world s most admired
company was a difficult act to follow, and during his first ten months in the job GE s shares
fell by almost half their value. During two decades as CEO of GE, Welch had transformed
GE s portfolio of businesses, and created the organizational structure, management systems,
and corporate culture that could mesh the benefits of massive size and diversity with the
agility and entrepreneurial drive of much small enterprises. Where was Immelt to go from
here?
16 AES Corporation: Rewriting the Rules of Management (Robert M. Grant) 330
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. During the 1990s it had enjoyed phenomenal
growth and startling shareholder returns. By early 2002, it was reeling from the effects of
Enron, the California power crisis, and overseas difficulties notably in Venezuela, Brazil,
Argentina, and Pakistan. Should AES maintain its commitment to social responsibility, fun,
and employee empowerment, or is a more conventional approach to management needed?
Index 355
— . .— win
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| spelling | Grant, Robert M. 1948- Verfasser (DE-588)129348325 aut Cases in contemporary strategy analysis Robert M. Grant and Kent E. Neupert 3. ed. Malden, Mass. [u.a.] Blackwell 2003 XI, 369 S. Ill. txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references and index Madonna -- Laura Ashley Holdings PLC -- U.S. Airline industry in 2002 -- Daimler Chrysler and the world automobile industry -- WalMart-- Eastman Kodak. Strategisch management gtt Strategische planning gtt Decision making Case studies Strategic planning Case studies Unternehmenserfolg (DE-588)4223768-3 gnd rswk-swf Strategische Planung (DE-588)4309237-8 gnd rswk-swf Strategisches Management (DE-588)4124261-0 gnd rswk-swf Unternehmensplanung (DE-588)4078609-2 gnd rswk-swf (DE-588)4522595-3 Fallstudiensammlung gnd-content Strategisches Management (DE-588)4124261-0 s Unternehmenserfolg (DE-588)4223768-3 s DE-604 Unternehmensplanung (DE-588)4078609-2 s Strategische Planung (DE-588)4309237-8 s 1\p DE-604 Neupert, Kent E. Sonstige oth HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=010036500&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Grant, Robert M. 1948- Cases in contemporary strategy analysis Strategisch management gtt Strategische planning gtt Decision making Case studies Strategic planning Case studies Unternehmenserfolg (DE-588)4223768-3 gnd Strategische Planung (DE-588)4309237-8 gnd Strategisches Management (DE-588)4124261-0 gnd Unternehmensplanung (DE-588)4078609-2 gnd |
| subject_GND | (DE-588)4223768-3 (DE-588)4309237-8 (DE-588)4124261-0 (DE-588)4078609-2 (DE-588)4522595-3 |
| 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 Robert M. Grant and Kent E. Neupert |
| title_fullStr | Cases in contemporary strategy analysis Robert M. Grant and Kent E. Neupert |
| title_full_unstemmed | Cases in contemporary strategy analysis Robert M. Grant and Kent E. Neupert |
| title_short | Cases in contemporary strategy analysis |
| title_sort | cases in contemporary strategy analysis |
| topic | Strategisch management gtt Strategische planning gtt Decision making Case studies Strategic planning Case studies Unternehmenserfolg (DE-588)4223768-3 gnd Strategische Planung (DE-588)4309237-8 gnd Strategisches Management (DE-588)4124261-0 gnd Unternehmensplanung (DE-588)4078609-2 gnd |
| topic_facet | Strategisch management Strategische planning Decision making Case studies Strategic planning Case studies Unternehmenserfolg Strategische Planung Strategisches Management Unternehmensplanung Fallstudiensammlung |
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