Cases to accompany contemporary strategy analysis:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Malden, Mass. [u.a.]
Blackwell
2008
|
| Ausgabe: | 6. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis Klappentext |
| Beschreibung: | Erg. zu: Grant, Robert M.: Contemporary strategy analysis, 5. ed. |
| Beschreibung: | XIV, 347 S. Ill., graph. Darst. |
| ISBN: | 9781405163101 |
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Datensatz im Suchindex
| _version_ | 1804136447155896320 |
|---|---|
| adam_text | CONTENTS
Preface
xi
Acknowledgments
xiii
1.
Madonna
1
Madonna Ciccone has been one of the world s leading female entertainers for more
than 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
10
In February
1999
Ng Kwan Cheong took over as the seventh CEO of Laura Ashley Hold¬
ings since the death of its founder in
1985.
During this period, the company s perform¬
ance had been mostly downhill. Cheong faced a critical situation: despite several years
of cost cutting and restructuring, sales were declining and operating losses were mount¬
ing. 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. The case tests your ability to diagnose the sources of a company s perform¬
ance problems and use that diagnosis as the basis for a turnaround plan.
3.
The US Airline Industry in
2007 26
The period
2005-7
saw a remarkable revival in the fortunes of the US airline industry.
Was the return to profitability a temporary blip, or was a fundamental shift in economics
of the industry taking place? The case calls for an analysis of the reasons for the intense
price competition and appalling profit record of the industry for most of the past
30
years, the reasons for the recent upturn, and the prospects for the future.
4.
Ford and the World Automobile Industry in
2007 40
Ford Motor Company is experiencing one of the most difficult periods of its
1
00-year his¬
tory. In
2006
it posted a
$12.7
billion loss, raising questions about survival. Ford s ability
to survive the next five years depends critically on the state of the world automobile
industry. The case asks you to advise Ford s new CEO, Alan Mulally, in predicting com¬
petition and profitability in the industry based on an analysis of changes in industry struc¬
ture
-
the numbers of competitors, demand growth, investment in new capacity, product
differentiation, and a number of other factors. The case shows how internationalization
and maturity in an industry can combine to create intensely competitive conditions that
make it difficult for companies to cover their cost of capital. The case also raises the issue
of why it is that some companies (Toyota, BMW) are much more profitable than others
(Ford, GM, Volkswagen, Fiat)
-
this calls for an analysis of key success factors in the
industry.
CONTENTS
5. Wal-Mart Stores
Inc.,
2007 57
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
industry as discount retailing, what is the basis of Wal-Mart s competitive advantage?
Understanding 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
capabilities be sufficient to sustain Wal-Mart s competitive advantage into the future?
6.
Manchester United: The Glazer Takeover
77
In June
2005,
US businessman Malcolm Glazer acquired Manchester United pic. Man¬
chester United became a private company and Glazer s six children were appointed to
the board. The takeover was strongly opposed by the club s loyal fans: Glazer lacked
interest in or knowledge of football; it would saddle the club with
€540
million of
debt, and offered no solution to the flagging performance of the team. The case probes
the interaction between financial and team performance in professional sport, and
addresses the determinants of team-based capabilities.
7.
Eastman Kodak: Meeting the Digital Challenge
99
Eastman Kodak faces the challenge of adjusting to the transformation of technology
in the photographic imaging industry. Kodak has staked its future on being a leader in
digital imaging. Yet, despite massive investment and a string of acquisitions and strategic
alliances, Kodak s ability to establish competitive advantage within the digital imaging
sector and to generate satisfactory returns from its investments remains 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.
8.
Organizational Restructuring within the Royal Dutch Shell Group
121
During
2000,
the Royal Dutch Shell Group of companies is emerging from one of the
most ambitious and far-reaching reorganizations of its
93
-year history. However, despite
reducing complexity and creating worldwide business sectors, central direction remains
weaker than in most other major energy companies and the autonomy of Shell s national
operating companies limits the potential for global coordination. Has enough been done
to create an organizational structure that will allow Shell to compete effectively in a
rapidly consolidating oil and gas industry? The case addresses the basics of organiza¬
tional design and key issues regarding the reconciliation of coordination and flexibility
in large, complex corporations.
9.
Harley-Davidson, Inc., January
2007 146
Harley-Davidson s operational and financial performance during the
25
years since a
management buyout has been spectacular. Harley is a splendid example of a company
that has derived industry-beating performance from a close fit between its strategy, its
resources and capabilities, and its external environment. However, maintaining its com¬
bination of high growth and high profitability into the future will be a challenge. If Harley
is to maintain its superior performance against powerful rivals such as Honda and BMW,
it must examine carefully the sources of cost and differentiation advantage in its indus¬
try and develop strategies that will broaden and deepen its differentiation advantages
while addressing the problems of high costs that derive from its comparatively modest
scale.
CONTENTS
10. Raisio Group
and the Benecol
Launch
163
Raisio,
a long-established grain-milling and vegetable oil company, has become the darling
of the Helsinki stock market as a result of an innovatory food ingredient, stanol ester,
which reduces cholesterol levels in the human body. Its margarine Benecol, which in¬
cludes stanol ester, has become a runaway success in Finland. The question presented by
the [A] case is: how should Raisio exploit its innovation on the world market? The [B]
case takes up the story two years later when Raisio s global partnership with Johnson &c
Johnson is encountering difficulties and Raisio is now meeting competition from Unilever.
The case addresses the problems of managing innovation when the market for the new
product is evolving quickly.
11.
Rivalry in Video Games
185
In
2006,
the battle for the latest generation of video game consoles (the seventh since
the industry s inception in the early
1970s)
began in earnest. Since the exit of Sega, the
industry comprised three players: Sony, Microsoft, and Nintendo. Despite Sony s huge
installed base from its earlier PS2, the market was more open than it had been for many
years. Microsoft had a first-mover advantage in the new generation, while Nintendo
relied on its reputation and its innovative controller for its Wii machine. The case pro¬
vides a history of competition in the industry and requires an analysis of key success
factors in this winner-take-all industry. However, the dynamics of competition are chang¬
ing
-
the balance of power between hardware and software suppliers has shifted, online
game playing has grown, and video game consoles are becoming multifunctional home
entertainment devices. These changes have important implications for network effects
and the basis of competitive advantage. Given the changing dynamics of competition and
the differential strengths and weaknesses of the three players, what strategies should
Sony, Microsoft, and Nintendo deploy in their quest for market leadership?
12.
Eni SpA: Building an International Energy Major
202
Eni s metamorphosis from a widely diversified, inefficient, state-owned corporation to a
highly profitable, shareholder-owned, international energy major is a fascinating tale of
corporate transformation led by two exceptional CEOs: Franco
Bernabé
and
Vittorio
Mincato. Yet, despite Eni s outstanding operational and financial performance, it faces
important questions of corporate strategy. Which businesses should it include within its
corporate portfolio? How should it allocate its investment budget between them? What
geographical scope is appropriate for the company? What is the scope for managing link¬
ages between Eni s different businesses? Answering these questions requires analysis
of the determinants of profitability in the oil and gas sector, and an assessment of Eni s
resources and capabilities relative to other integrated energy majors.
13.
Birds Eye and the UK Frozen Food Industry
233
During the
1950s
and
1960s,
Unilever subsidiary Birds Eye Foods used a strategy of
vertical integration to develop and dominate the British frozen food 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 developed, 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 competitive advantages that Birds Eye had derived from vertical integration were
transformed into disadvantages. The case requires analysis of Birds Eye s vertical inte¬
gration decisions during the industry s early stages, and the reasons for the declining
benefits of vertical integration as the industry grew in size and complexity.
CONTENTS
14.
Outback Steakhouse: Going
International 245
During the early
1990s,
Outback Steakhouses became one of America s most successful
restaurant chains as a result of a strategy that was unusual, but fitted well with Outback s
targeted niche and its resources and capabilities. In
1994,
the prospect of market satura¬
tion in the US and awareness of opportunities overseas has encouraged Outback to ex¬
plore international expansion. To what extent is the Outback restaurant concept, strategy,
and business system suited to overseas markets; to what extent can Outback recreate its
US-based resource and capability strengths overseas, and
-
given the answers to these
questions
-
what sort of international strategy makes sense for Outback? The case offers
an overview of the fundamental considerations relevant to the decisions of whether and
how to expand internationally.
15.
Euro Disney: From Dream to Nightmare
253
Euro Disneyland was Disney s biggest and riskiest project since the EPCOT Center a
decade earlier. What considerations explained the complex mode of entry that Disney
adopted for Euro Disney? 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. Diagnosing the reasons
for Euro Disney s dismal performance has important implications both for the future
management of the park and for Disney s plans to build another theme park in Asia.
The case requires analysis of two complex sets of questions: first, the choice of foreign
market entry mode; second, adaptation to a different national culture.
16.
Richard Branson and the Virgin Group of Companies in
2007 279
Richard Branson s Virgin Group of companies has continued to diversify into an ever-
widening set of industries
-
wireless telephony, a US domestic airline, health clubs,
biofuels, even space travel. Despite the success of the airlines and mobile phone busi¬
nesses, several businesses were making losses. As the Virgin empire goes larger and
more complex, and Branson himself grows older and less directly involved, he needs to
consider the corporate 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 diversification? Are
changes needed in the financial and management structure of the group?
17.
Jack Welch and the General Electric Management System
298
Jack Welch is regarded as one of the most successful corporate leaders of the past half
century. His two decades at the helm of GE featured a restructuring of GE s business
portfolio, transformation of GE s organization structure and management systems, and
the generation of billions of dollars of shareholder wealth. The case describes Welch s
corporate strategy and management style, and seeks to understand why GE has been so
successful as a conglomerate company in an era when highly diversified companies have
been deeply unfashionable. The case also asks whether the management system and leader¬
ship style initiated by Welch are applicable to other large, multibusiness corporations.
18.
Jeff Immelt at General Electric,
2001-2006 313
Between
2001
and
2006,
Jeffrey Immelt formulated a new vision and a new corporate
strategy for GE based on growth through innovation and customer focus. The new strat¬
egy and Immelt s own management style called for major changes in GE s organizational
structure and management systems. The case describes Immelt s initiatives during his first
CONTENTS
six years as CEO and sheds light on the complex task of creating value through manag¬
ing the linkages between different businesses within a large diversified corporation.
19.
AES Corporation: Rewriting the Rules of Management
329
Under the leadership of its founders Roger
Sant
and Dennis Bakke, AES was like no other
company in the electricity generation industry. It was committed to social responsibil¬
ity and providing fun for employees. Its radical management system was described
as empowerment gone mad. During
2002,
external events
-
Enron, the California
power crisis, falling wholesale prices, and political and economic difficulties in Latin
America, Pakistan, and Eastern Europe
-
brought AES to the brink of collapse. CEO
Bakke was ousted and AES reverted to a more traditional management style. The case
raises questions over the potential for radical new approaches to strategic management
-
in particular, the limits of decentralization and self-organization. Does the durability
of traditional approaches to management and the failure of most experiments in radical
organizational innovation reflect the superiority of conventional hierarchies, or are they
the result of pressures for conformity exercised by the financial markets and the business
sector in general? Given growing demands for social and environmental responsibility,
the need for creativity, and individuals quests for meaning in their lives, is there scope
for new approaches to strategy, organization, and leadership?
This popular casebook is now available in a more compact and updated edition. In response to
requests from instructors and students for cases that require less reading time, all the cases
are shorter than those in previous editions. Written to accompany the textbook, Contemporary
Strategy Analysis, Sixth Edition, each case is designed to enable students to apply particular
concepts and techniques of strategy analysis.
The cases on the US Airline Industry, Ford and the World Auto Industry, Wal-Mart,
Harley-Davidson, and Richard Branson and the Virgin Group have been updated to
2007.
These contemporary global cases allow students unparalleled insight into the determinants
of competition; the basis of competitive advantage; the challenges of developing new
organizational capabilities; the design of strategies for exploiting innovation; and the
opportunities and pitfalls of internationalization.
Used alongside Contemporary Strategy Analysis, or as a stand-alone resource, the cases allow
today s students and executives to apply key strategy concepts and frameworks to top-level
decision making at companies that face critical strategic challenges. Full teaching notes to the
cases are provided at www.blackwellpublishing.com/grant.
ROBERT M. GRANT is Professor of Management at Georgetown University and
Bocconi
University. He is on the editorial boards of Strategic Management Journal, Long Range
Planning, and Strategy and Leadership. In
2006
he won the Strategic Management Society
decade award for his SMJ article on knowledge and the firm.
New cases include:
•
Manchester United and the Glazer takeover
•
Raisio Group and the launch of Benecol Margarine
•
Outback Steakhouse: Going International
•
Jeff lmmelt at General Electric,
2001-2006
|
| adam_txt |
CONTENTS
Preface
xi
Acknowledgments
xiii
1.
Madonna
1
Madonna Ciccone has been one of the world's leading female entertainers for more
than 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
10
In February
1999
Ng Kwan Cheong took over as the seventh CEO of Laura Ashley Hold¬
ings since the death of its founder in
1985.
During this period, the company's perform¬
ance had been mostly downhill. Cheong faced a critical situation: despite several years
of cost cutting and restructuring, sales were declining and operating losses were mount¬
ing. 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. The case tests your ability to diagnose the sources of a company's perform¬
ance problems and use that diagnosis as the basis for a turnaround plan.
3.
The US Airline Industry in
2007 26
The period
2005-7
saw a remarkable revival in the fortunes of the US airline industry.
Was the return to profitability a temporary blip, or was a fundamental shift in economics
of the industry taking place? The case calls for an analysis of the reasons for the intense
price competition and appalling profit record of the industry for most of the past
30
years, the reasons for the recent upturn, and the prospects for the future.
4.
Ford and the World Automobile Industry in
2007 40
Ford Motor Company is experiencing one of the most difficult periods of its
1
00-year his¬
tory. In
2006
it posted a
$12.7
billion loss, raising questions about survival. Ford's ability
to survive the next five years depends critically on the state of the world automobile
industry. The case asks you to advise Ford's new CEO, Alan Mulally, in predicting com¬
petition and profitability in the industry based on an analysis of changes in industry struc¬
ture
-
the numbers of competitors, demand growth, investment in new capacity, product
differentiation, and a number of other factors. The case shows how internationalization
and maturity in an industry can combine to create intensely competitive conditions that
make it difficult for companies to cover their cost of capital. The case also raises the issue
of why it is that some companies (Toyota, BMW) are much more profitable than others
(Ford, GM, Volkswagen, Fiat)
-
this calls for an analysis of key success factors in the
industry.
CONTENTS
5. Wal-Mart Stores
Inc.,
2007 57
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
industry as discount retailing, what is the basis of Wal-Mart's competitive advantage?
Understanding 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
capabilities be sufficient to sustain Wal-Mart's competitive advantage into the future?
6.
Manchester United: The Glazer Takeover
77
In June
2005,
US businessman Malcolm Glazer acquired Manchester United pic. Man¬
chester United became a private company and Glazer's six children were appointed to
the board. The takeover was strongly opposed by the club's loyal fans: Glazer lacked
interest in or knowledge of football; it would saddle the club with
€540
million of
debt, and offered no solution to the flagging performance of the team. The case probes
the interaction between financial and team performance in professional sport, and
addresses the determinants of team-based capabilities.
7.
Eastman Kodak: Meeting the Digital Challenge
99
Eastman Kodak faces the challenge of adjusting to the transformation of technology
in the photographic imaging industry. Kodak has staked its future on being a leader in
digital imaging. Yet, despite massive investment and a string of acquisitions and strategic
alliances, Kodak's ability to establish competitive advantage within the digital imaging
sector and to generate satisfactory returns from its investments remains 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.
8.
Organizational Restructuring within the Royal Dutch Shell Group
121
During
2000,
the Royal Dutch Shell Group of companies is emerging from one of the
most ambitious and far-reaching reorganizations of its
93
-year history. However, despite
reducing complexity and creating worldwide business sectors, central direction remains
weaker than in most other major energy companies and the autonomy of Shell's national
operating companies limits the potential for global coordination. Has enough been done
to create an organizational structure that will allow Shell to compete effectively in a
rapidly consolidating oil and gas industry? The case addresses the basics of organiza¬
tional design and key issues regarding the reconciliation of coordination and flexibility
in large, complex corporations.
9.
Harley-Davidson, Inc., January
2007 146
Harley-Davidson's operational and financial performance during the
25
years since a
management buyout has been spectacular. Harley is a splendid example of a company
that has derived industry-beating performance from a close fit between its strategy, its
resources and capabilities, and its external environment. However, maintaining its com¬
bination of high growth and high profitability into the future will be a challenge. If Harley
is to maintain its superior performance against powerful rivals such as Honda and BMW,
it must examine carefully the sources of cost and differentiation advantage in its indus¬
try and develop strategies that will broaden and deepen its differentiation advantages
while addressing the problems of high costs that derive from its comparatively modest
scale.
CONTENTS
10. Raisio Group
and the Benecol
Launch
163
Raisio,
a long-established grain-milling and vegetable oil company, has become the darling
of the Helsinki stock market as a result of an innovatory food ingredient, stanol ester,
which reduces cholesterol levels in the human body. Its margarine Benecol, which in¬
cludes stanol ester, has become a runaway success in Finland. The question presented by
the [A] case is: how should Raisio exploit its innovation on the world market? The [B]
case takes up the story two years later when Raisio's global partnership with Johnson &c
Johnson is encountering difficulties and Raisio is now meeting competition from Unilever.
The case addresses the problems of managing innovation when the market for the new
product is evolving quickly.
11.
Rivalry in Video Games
185
In
2006,
the battle for the latest generation of video game consoles (the seventh since
the industry's inception in the early
1970s)
began in earnest. Since the exit of Sega, the
industry comprised three players: Sony, Microsoft, and Nintendo. Despite Sony's huge
installed base from its earlier PS2, the market was more open than it had been for many
years. Microsoft had a first-mover advantage in the new generation, while Nintendo
relied on its reputation and its innovative controller for its Wii machine. The case pro¬
vides a history of competition in the industry and requires an analysis of key success
factors in this winner-take-all industry. However, the dynamics of competition are chang¬
ing
-
the balance of power between hardware and software suppliers has shifted, online
game playing has grown, and video game consoles are becoming multifunctional home
entertainment devices. These changes have important implications for network effects
and the basis of competitive advantage. Given the changing dynamics of competition and
the differential strengths and weaknesses of the three players, what strategies should
Sony, Microsoft, and Nintendo deploy in their quest for market leadership?
12.
Eni SpA: Building an International Energy Major
202
Eni's metamorphosis from a widely diversified, inefficient, state-owned corporation to a
highly profitable, shareholder-owned, international energy major is a fascinating tale of
corporate transformation led by two exceptional CEOs: Franco
Bernabé
and
Vittorio
Mincato. Yet, despite Eni's outstanding operational and financial performance, it faces
important questions of corporate strategy. Which businesses should it include within its
corporate portfolio? How should it allocate its investment budget between them? What
geographical scope is appropriate for the company? What is the scope for managing link¬
ages between Eni's different businesses? Answering these questions requires analysis
of the determinants of profitability in the oil and gas sector, and an assessment of Eni's
resources and capabilities relative to other integrated energy majors.
13.
Birds Eye and the UK Frozen Food Industry
233
During the
1950s
and
1960s,
Unilever subsidiary Birds Eye Foods used a strategy of
vertical integration to develop and dominate the British frozen food 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 developed, 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 competitive advantages that Birds Eye had derived from vertical integration were
transformed into disadvantages. The case requires analysis of Birds Eye's vertical inte¬
gration decisions during the industry's early stages, and the reasons for the declining
benefits of vertical integration as the industry grew in size and complexity.
CONTENTS
14.
Outback Steakhouse: Going
International 245
During the early
1990s,
Outback Steakhouses became one of America's most successful
restaurant chains as a result of a strategy that was unusual, but fitted well with Outback's
targeted niche and its resources and capabilities. In
1994,
the prospect of market satura¬
tion in the US and awareness of opportunities overseas has encouraged Outback to ex¬
plore international expansion. To what extent is the Outback restaurant concept, strategy,
and business system suited to overseas markets; to what extent can Outback recreate its
US-based resource and capability strengths overseas, and
-
given the answers to these
questions
-
what sort of international strategy makes sense for Outback? The case offers
an overview of the fundamental considerations relevant to the decisions of whether and
how to expand internationally.
15.
Euro Disney: From Dream to Nightmare
253
Euro Disneyland was Disney's biggest and riskiest project since the EPCOT Center a
decade earlier. What considerations explained the complex mode of entry that Disney
adopted for Euro Disney? 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. Diagnosing the reasons
for Euro Disney's dismal performance has important implications both for the future
management of the park and for Disney's plans to build another theme park in Asia.
The case requires analysis of two complex sets of questions: first, the choice of foreign
market entry mode; second, adaptation to a different national culture.
16.
Richard Branson and the Virgin Group of Companies in
2007 279
Richard Branson's Virgin Group of companies has continued to diversify into an ever-
widening set of industries
-
wireless telephony, a US domestic airline, health clubs,
biofuels, even space travel. Despite the success of the airlines and mobile phone busi¬
nesses, several businesses were making losses. As the Virgin empire goes larger and
more complex, and Branson himself grows older and less directly involved, he needs to
consider the corporate 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 diversification? Are
changes needed in the financial and management structure of the group?
17.
Jack Welch and the General Electric Management System
298
Jack Welch is regarded as one of the most successful corporate leaders of the past half
century. His two decades at the helm of GE featured a restructuring of GE's business
portfolio, transformation of GE's organization structure and management systems, and
the generation of billions of dollars of shareholder wealth. The case describes Welch's
corporate strategy and management style, and seeks to understand why GE has been so
successful as a conglomerate company in an era when highly diversified companies have
been deeply unfashionable. The case also asks whether the management system and leader¬
ship style initiated by Welch are applicable to other large, multibusiness corporations.
18.
Jeff Immelt at General Electric,
2001-2006 313
Between
2001
and
2006,
Jeffrey Immelt formulated a new vision and a new corporate
strategy for GE based on growth through innovation and customer focus. The new strat¬
egy and Immelt's own management style called for major changes in GE's organizational
structure and management systems. The case describes Immelt's initiatives during his first
CONTENTS
six years as CEO and sheds light on the complex task of creating value through manag¬
ing the linkages between different businesses within a large diversified corporation.
19.
AES Corporation: Rewriting the Rules of Management
329
Under the leadership of its founders Roger
Sant
and Dennis Bakke, AES was like no other
company in the electricity generation industry. It was committed to social responsibil¬
ity and providing fun for employees. Its radical management system was described
as "empowerment gone mad." During
2002,
external events
-
Enron, the California
power crisis, falling wholesale prices, and political and economic difficulties in Latin
America, Pakistan, and Eastern Europe
-
brought AES to the brink of collapse. CEO
Bakke was ousted and AES reverted to a more traditional management style. The case
raises questions over the potential for radical new approaches to strategic management
-
in particular, the limits of decentralization and self-organization. Does the durability
of traditional approaches to management and the failure of most experiments in radical
organizational innovation reflect the superiority of conventional hierarchies, or are they
the result of pressures for conformity exercised by the financial markets and the business
sector in general? Given growing demands for social and environmental responsibility,
the need for creativity, and individuals' quests for meaning in their lives, is there scope
for new approaches to strategy, organization, and leadership?
This popular casebook is now available in a more compact and updated edition. In response to
requests from instructors and students for cases that require less reading time, all the cases
are shorter than those in previous editions. Written to accompany the textbook, Contemporary
Strategy Analysis, Sixth Edition, each case is designed to enable students to apply particular
concepts and techniques of strategy analysis.
The cases on the US Airline Industry, Ford and the World Auto Industry, Wal-Mart,
Harley-Davidson, and Richard Branson and the Virgin Group have been updated to
2007.
These contemporary global cases allow students unparalleled insight into the determinants
of competition; the basis of competitive advantage; the challenges of developing new
organizational capabilities; the design of strategies for exploiting innovation; and the
opportunities and pitfalls of internationalization.
Used alongside Contemporary Strategy Analysis, or as a stand-alone resource, the cases allow
today's students and executives to apply key strategy concepts and frameworks to top-level
decision making at companies that face critical strategic challenges. Full teaching notes to the
cases are provided at www.blackwellpublishing.com/grant.
ROBERT M. GRANT is Professor of Management at Georgetown University and
Bocconi
University. He is on the editorial boards of Strategic Management Journal, Long Range
Planning, and Strategy and Leadership. In
2006
he won the Strategic Management Society
"decade award" for his SMJ article on knowledge and the firm.
New cases include:
•
Manchester United and the Glazer takeover
•
Raisio Group and the launch of Benecol Margarine
•
Outback Steakhouse: Going International
•
Jeff lmmelt at General Electric,
2001-2006 |
| any_adam_object | 1 |
| any_adam_object_boolean | 1 |
| author | Grant, Robert M. 1948- |
| author_GND | (DE-588)129348325 |
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| author_role | aut |
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| author_variant | r m g rm rmg |
| building | Verbundindex |
| bvnumber | BV022389437 |
| callnumber-first | H - Social Science |
| callnumber-label | HD30 |
| callnumber-raw | HD30.28 |
| callnumber-search | HD30.28 |
| callnumber-sort | HD 230.28 |
| callnumber-subject | HD - Industries, Land Use, Labor |
| classification_rvk | QP 320 QP 360 |
| ctrlnum | (OCoLC)602368112 (DE-599)BVBBV022389437 |
| dewey-full | 658.4/012 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4/012 |
| dewey-search | 658.4/012 |
| dewey-sort | 3658.4 212 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| edition | 6. ed. |
| format | Book |
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| id | DE-604.BV022389437 |
| illustrated | Illustrated |
| index_date | 2024-07-02T17:14:06Z |
| indexdate | 2024-07-09T20:56:32Z |
| institution | BVB |
| isbn | 9781405163101 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-015598291 |
| oclc_num | 602368112 |
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| physical | XIV, 347 S. Ill., graph. Darst. |
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| publisher | Blackwell |
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| spelling | Cases to accompany contemporary strategy analysis Robert M. Grant Contemporary strategy analysis 6. ed. Malden, Mass. [u.a.] Blackwell 2008 XIV, 347 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Erg. zu: Grant, Robert M.: Contemporary strategy analysis, 5. ed. Planification strategique - Cas, Etudes de Planification stratégique - Cas, Études de ram Succes dans les affaires - Cas, Etudes de Decision making Case studies Strategic planning Case studies Unternehmensplanung (DE-588)4078609-2 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-604 Grant, Robert M. 1948- Sonstige (DE-588)129348325 oth Grant, Robert M. 1948- (DE-588)129348325 aut Contemporary strategy analysis Digitalisierung UB Regensburg application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015598291&sequence=000003&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis Digitalisierung UB Regensburg application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015598291&sequence=000004&line_number=0002&func_code=DB_RECORDS&service_type=MEDIA Klappentext |
| spellingShingle | Grant, Robert M. 1948- Cases to accompany contemporary strategy analysis Planification strategique - Cas, Etudes de Planification stratégique - Cas, Études de ram Succes dans les affaires - Cas, Etudes de Decision making Case studies Strategic planning Case studies Unternehmensplanung (DE-588)4078609-2 gnd Strategische Planung (DE-588)4309237-8 gnd |
| subject_GND | (DE-588)4078609-2 (DE-588)4309237-8 (DE-588)4522595-3 |
| title | Cases to accompany contemporary strategy analysis |
| title_alt | Contemporary strategy analysis |
| title_auth | Cases to accompany contemporary strategy analysis |
| title_exact_search | Cases to accompany contemporary strategy analysis |
| title_exact_search_txtP | Cases to accompany contemporary strategy analysis |
| title_full | Cases to accompany contemporary strategy analysis Robert M. Grant |
| title_fullStr | Cases to accompany contemporary strategy analysis Robert M. Grant |
| title_full_unstemmed | Cases to accompany contemporary strategy analysis Robert M. Grant |
| title_short | Cases to accompany contemporary strategy analysis |
| title_sort | cases to accompany contemporary strategy analysis |
| topic | Planification strategique - Cas, Etudes de Planification stratégique - Cas, Études de ram Succes dans les affaires - Cas, Etudes de Decision making Case studies Strategic planning Case studies Unternehmensplanung (DE-588)4078609-2 gnd Strategische Planung (DE-588)4309237-8 gnd |
| topic_facet | Planification strategique - Cas, Etudes de Planification stratégique - Cas, Études de Succes dans les affaires - Cas, Etudes de Decision making Case studies Strategic planning Case studies Unternehmensplanung Strategische Planung Fallstudiensammlung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015598291&sequence=000003&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015598291&sequence=000004&line_number=0002&func_code=DB_RECORDS&service_type=MEDIA |
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