Concepts in strategic management and business policy: achieving sustainability
Gespeichert in:
| Hauptverfasser: | , |
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| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Boston u.a.
Pearson Prentice Hall
2010
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| Ausgabe: | 12. ed., internat. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Bis zur 11. Aufl. u.d.T.: Wheelen, Thomas L.: Strategic management and business policy. - Literaturangaben |
| Beschreibung: | 463 S. Ill., graph. Darst. |
| ISBN: | 9780135097564 0135097568 |
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Datensatz im Suchindex
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| adam_text | Titel: Concepts in strategic management and business policy
Autor: Wheelen, Thomas L.
Jahr: 2010
Brief Contents
: Introduction to Strategic Management and Business Policy 49
chapter 1 Basic Concepts of Strategic Management 50
chapter 2 Corporate Governance 90
CHAPTER 3 Social Responsibility and Ethics in Strategic Management 118
PART TWO Scanning the Environment 141
CHAPTER 4 Environmental Scanning and Industry Analysis 142
chapter 5 Internal Scanning: Organizational Analysis 184
PART THREE Strategy Formulation 221
CHAPTER 6 Strategy Formulation: Situation Analysis and Business Strategy 222
chapter 7 Strategy Formulation:Corporate Strategy 252
chapter 8 Strategy Formulation: Functional Strategy and Strategic Choice 284
PART FOUR Strategy Implementation and Control 317
chapter 9 Strategy Implementation: Organizing for Action 318
CHAPTER 10 Strategy Implementation: Staffing and Directing 348
CHAPTER 11 Evaluation and Control 376
PART FIVE Introduction to Case Analysis 411
CHAPTER 12 Suggestions for Case Analysis 412
PART SIX WEB CHAPTERS Other Strategic Issues
WEB CHAPTER A Strategic Issues in Managing Technology and Innovation
WEB CHAPTER B Strategic Issues in Entrepreneurial Ventures and Small Businesses
WEB CHAPTER C Strategic Issues in Not-For-Profit Organizations
GLOSSARY 441
NAME INDEX 453
SUBJECT INDEX 459
Contents
Preface 29
; i ON; Introduction to Strategic Management and Business Policy 49
CHAPTER 1 Basic Concepts of Strategic Management 50
1.1 The Study of Strategic Management 53
Phases of Strategic Management 53
Benefits of Strategic Management 54
1.2 Globalization and Environmental Sustainability: Challenges to Strategic
Management 55
Impact of Globalization 56
Impact of Environmental Sustainability 56
Global Issue: REGIONAL TRADE ASSOCIATIONS REPLACE NATIONAL TRADE BARRIERS 57
; ¦...-.•...,. ; PROJECTED EFFECTS OF CLIMATE CHANGE 60
1.3 Theories of Organizational Adaptation 60
1.4 Creating a Learning Organization 61
1 5 Basic Model of Strategic Management 62
Environmental Scanning 64
Strategy Formulation 65
v;. !!..¦ DO YOU HAVE A GOOD MISSION STATEMENT? 66
Strategy Implementation 69
Evaluation and Control 70
Feedback/Learning Process 71
1.6 Initiation of Strategy: Triggering Events 71
is TRIGGERING EVENT AT UNILEVER 72
1.7 Strategic Decision Making 73
What Makes a Decision Strategic 73
Mintzberg s Modes of Strategic Decision Making 73
Strategic Decision-Making Process: Aid to Better Decisions 75
1.8 The Strategic Audit: Aid to Strategic Decision-Making 76
1.9 End of Chapter Summary 77
APPENDIX 1 .A Strategic Audit of a Corporation 82
CHAPTER 2 Corporate Governance 90
2,1 Role of the Board of Directors 93
Responsibilities of the Board 93
Members of a Board of Directors 96
Struts HmhHdtt 2.1: AGENCY THEORY VERSUS STEWARDSHIP THEORY IN CORPORATE
GOVERNANCE 98
Nomination and Election of Board Members 101
Organization of the Board 102
Impact of the Sarbanes-Oxley Act on U.S. Corporate Governance 103
Global Issue: CORPORATE GOVERNANCE IMPROVEMENTS THROUGHOUT THE WORLD 104
Trends in Corporate Governance 105
2.2 The Role of Top Management 106
Responsibilities of Top Management 106
Environmental Susu«inahil ; Issue: CONFLICT AT THE BODY SHOP 107
2.3 End of Chapter Summary 110
CHAPTER 3 Social Responsibility and Ethics in Strategic Management 118
3.1 Social Responsibilities of Strategic Decision Makers 120
Responsibilities of a Business Firm 120
Sustainability: More Than Environmental? 123
Corporate Stakeholders 123
ln mmmcnLd SmUMiMiny Iwte: THE DOW JONES SUSTAINABILITY INDEX 124
Struttyv Highlight 3.1: JOHNSON JOHNSON CREDO 126
3.2 Ethical Decision Making 127
Some Reasons for Unethical Behavior 127
Sii-uey Hiuhligiii 3 2: UNETHICAL PRACTICES AT ENRON AND WORLDCOM EXPOSED BY
WHISTLE-BLOWERS 128
Global Issue: HOW RULE-BASED AND RELATIONSHIP-BASED GOVERNANCE SYSTEMS
AFFECT ETHICAL BEHAVIOR 129
Encouraging Ethical Behavior 131
3.3 End of Chapter Summary 134
Ending Case for Part One: BLOOD BANANAS 138
PART TWO Scanning the Environment 141
CHAPTER 4 Environmental Scanning and Industry Analysis 142
4.1 Environmental Scanning 146
Identifying External Environmental Variables 146
In-. .i..imu m;if Sns!-.iui;iliil:i% t -lio: MEASURING AND SHRINKING YOUR PERSONAL
CARBON FOOTPRINT 148
Global Issue: IDENTIFYING POTENTIAL MARKETS IN DEVELOPING NATIONS 155
Identifying External Strategic Factors 156
4.2 Industry Analysis: Analyzing the Task Environment 157
Porter s Approach to Industry Analysis 158
Industry Evolution 162
Categorizing International Industries 162
International Risk Assessment 163
Strategic Groups 163
Strategic Types 165
Hypercompetition 165
Using Key Success Factors to Create an Industry Matrix 166
Siiakji liiylihjh! i i MICROSOFT IN A HYPERCOMPETITIVE INDUSTRY 166
4.3 Competitive Intelligence 168
Sources of Competitive Intelligence 169
Sm.w : 11:,!;;! „¦ i ;:. EVALUATING COMPETITIVE INTELLIGENCE 170
Monitoring Competitors for Strategic Planning 170
4.4 Forecasting 171
Danger of Assumptions 171
Useful Forecasting Techniques 172
4.5 The Strategic Audit: A Checklist for Environmental Scanning 173
4.6 Synthesis of External Factors—EFAS 174
4.7 End of Chapter Summary 175
APPENDIX 4. A Competitive Analysis Techniques 181
CHAPTER 5 Internal Scanning: Organizational Analysis 184
5.1 A Resource-Based Approach to Organizational Analysis 186
Core and Distinctive Competencies 186
Using Resources to Gain Competitive Advantage 187
Determining the Sustainability of an Advantage 188
5.2 Business Models 190
5.3 Value-Chain Analysis 191
Sirate- I lidthdit 5 1: A NEW BUSINESS MODEL AT SMARTYPIG 192
Industry Value-Chain Analysis 193
Corporate Value-Chain Analysis 194
5.4 Scanning Functional Resources and Capabilities 195
Basic Organizational Structures 195
Corporate Culture: The Company Way 197
Global Issue: MANAGING CORPORATE CULTURE FOR GLOBAL COMPETITIVE
ADVANTAGE: ABB VERSUS MATSUSHITA 198
Strategic Marketing Issues 199
Strategic Financial Issues 201
Strategic Research and Development (R D) Issues 202
Strategic Operations Issues 204
Strategic Human Resource (HRM) Issues 206
iHMivmmcniil MWfiinuhiiil} !- .te: USING ENERGY EFFICIENCY FOR COMPETITIVE
ADVANTAGE AND QUALITY OF WORK LIFE 209
Strategic Information Systems/Technology Issues 210
5.5 The Strategic Audit: A Checklist for Organizational Analysis 211
5.6 Synthesis of Internal Factors 212
5.7 End of Chapter Summary 213
Ending Case for Part Two: BOEING BETS THE COMPANY 218
PART THREE Strategy Formulation 221
CHAPTER 6 Strategy Formulation: Situation Analysis and Business Strategy 222
6.1 Situational Analysis: SWOT Analysis 224
Generating a Strategic Factors Analysis Summary (SFAS) Matrix 224
Finding a Propitious Niche 225
Global Issue: SAB DEFENDS ITS PROPITIOUS NICHE 229
8.2 Review of Mission and Objectives 229
63 Generating Alternative Strategies by Using a TOWS Matrix 230
6.4 Business Strategies 231
Porter s Competitive Strategies 231
t iMioniiKiiiii SuM^nn! i!il I ,m« -: PATAGONIA USES SUSTAINABILITY AS
DIFFERENTIATION COMPETITIVE STRATEGY 235
Cooperative Strategies 243
6.5 End of Chapter Summary 247
CHAPTER 7 Strategy Formulation: Corporate Strategy 252
7.1 Corporate Strategy 254
7.2 Directional Strategy 254
Growth Strategies 255
v:, ..H i v TRANSACTION COST ECONOMICS ANALYZES VERTICAL GROWTH
STRATEGY 258
Global Issue: COMPANIES LOOK TO INTERNATIONAL MARKETS FOR HORIZONTAL
GROWTH 260
*¦•¦¦¦¦•¦ ;¦¦¦¦¦ H. ¦¦¦¦¦ SCREENING CRITERIA FOR CONCENTRIC DIVERSIFICATION 263
Controversies in Directional Growth Strategies 264
Stability Strategies 265
Retrenchment Strategies 266
7.3 Portfolio Analysis 268
BCG Growth-Share Matrix 269
! ,:,, :.:¦!,!!%,;,.,,, i v GENERAL MOTORS AND THE ELECTRIC CAR 270
GE Business Screen 271
Advantages and Limitations of Portfolio Analysis 273
Managing a Strategic Alliance Portfolio 273
7.4 Corporate Parenting 274
Developing a Corporate Parenting Strategy 275
Horizontal Strategy and Multipoint Competition 276
7.5 End of Chapter Summary 277
CHAPTER 8 Strategy Formulation: Functional Strategy and Strategic Choice 284
8.1 Functional Strategy 286
Marketing Strategy 286
Financial Strategy 287
Research and Development (R D) Strategy 289
Operations Strategy 290
Global Issue: INTERNATIONAL DIFFERENCES ALTER WHIRLPOOL S OPERATIONS
STRATEGY 291
Purchasing Strategy 292
i ;r : n : : h: i-¦;. OPERATIONS NEED FRESH WATER AND LOTS OF IT!
293
Logistics Strategy 294
Human Resource Management (HRM) Strategy 294
Information Technology Strategy 295
8.2 The Sourcing Decision: Location of Functions 295
8.3 Strategies to Avoid 298
8.4 Strategic Choice: Selecting the Best Strategy 299
Constructing Corporate Scenarios 299
Process of Strategic Choice 305
8.5 Developing Policies 306
8.8 End of Chapter Summary 307
Ending Case for Part Three: KMART AND SEARS: STILL STUCK IN THE MIDDLE? 314
PART FOUR Strategy Implementation and Control 317
CHAPTER 9 Strategy Implementation: Organizing for Action 318
9.1 Strategy Implementation 320
9.2 Who Implements Strategy? 321
9.3 What Must Be Done? 321
Developing Programs, Budgets, and Procedures 322
By. ;roi)!iKfUui yjMuiiwhilin --i^: FORD S SOYBEAN SEAT FOAM PROGRAM 322
Sutuegv Highlight 9.1: THE TOP TEN EXCUSES FOR BAD SERVICE 325
Achieving Synergy 326
9.4 How Is Strategy to Be Implemented? Organizing for Action 326
Structure Follows Strategy 327
Stages of Corporate Development 328
Organizational Life Cycle 331
Advanced Types of Organizational Structures 333
Reengineering and Strategy Implementation 336
Six Sigma 337
Designing Jobs to Implement Strategy 338
Su;iks Highlight 4.2: DESIGNING JOBS WITH THE JOB CHARACTERISTICS MODEL 339
9,5 International Issues in Strategy Implementation 339
International Strategic Alliances 340
Stages of International Development 341
Global Issue: MULTIPLE HEADQUARTERS: A SIXTH STAGE OF INTERNATIONAL
DEVELOPMENT? 342
Centralization Versus Decentralization 342
9.8 End of Chapter Summary 344
CHAPTER 10 Strategy Implementation: Staffing and Directing 348
10.1 Staffing 350
Staffing Follows Strategy 351
Selection and Management Development 353
Strategy Highlight 10.1: HOW HEWLETT-PACKARD IDENTIFIES POTENTIAL
EXECUTIVES 354
Problems in Retrenchment 356
International Issues in Staffing 357
10.2 Leading 359
Managing Corporate Culture 359
I :-,:-: ABBOTT LABORATORIES NEW PROCEDURES
FOR GREENER COMPANY CARS 360
Action Planning 364
Management By Objectives 366
Total Quality Management 366
International Considerations in Leading 367
Global Issue: CULTURAL DIFFERENCES CREATE IMPLEMENTATION PROBLEMS
IN MERGER 369
103 End of Chapter Summary 370
CHAPTER 1 1 Evaluation and Control 376
11.1 Evaluation and Control in Strategic Management 378
11.2 Measuring Performance 380
Appropriate Measures 380
Types of Controls 380
Activity-Based Costing 382
Enterprise Risk Management 383
Primary Measures of Corporate Performance 383
I. . , • » ! i , HOW GLOBAL WARMING COULD AFFECT CORPORATE
VALUATION 388
Primary Measures of Divisional and Functional Performance 390
International Measurement Issues 392
Global Issue: COUNTERFEIT GOODS AND PIRATED SOFTWARE: A GLOBAL PROBLEM 394
11.3 Strategic Information Systems 395
Enterprise Resource Planning (ERP) 395
Radio Frequency Identification (RFID) 396
Divisional and Functional IS Support 396
.1,4 Problems in Measuring Performance 396
Short-term Orientation 397
Goal Displacement 398
11.5 Guidelines for Proper Control 399
nu.h.l ll,;;h:iyhi II i SOME RULES OF THUMB IN STRATEGY 399
11.6 Strategic Incentive Management 400
11.7 End of Chapter Summary 402
Ending Case for Part Four: HEWLETT-PACKARD BUYS EDS 408
PART FIVE Introduction to Case Analysis 411
CHAPTER 12 Suggestions for Case Analysis 412
12.1 The Case Method 413
12.2 Researching the Case Situation 414
12.3 Financial Analysis: A Place to Begin 414
Analyzing Financial Statements 417
tinv ironmemal Susiuinabiiin Issue: IMPACT OF CARBON TRADING 418
Global Issue: FINANCIAL STATEMENTS OF MULTINATIONAL CORPORATIONS:
NOT ALWAYS WHAT THEY SEEM 419
Common-Size Statements 419
Z-value and Index of Sustainable Growth 419
Useful Economic Measures 420
12.4 Format for Case Analysis: The Strategic Audit 421
12.5 End of Chapter Summary 423
APPENDIX 12.A Resources for Case Research 425
APPENDIX 12.B Suggested Case Analysis Methodology Using the Strategic Audit 428
APPENDIX 12.C Example of a Student-Written Strategic Audit 431
Ending Case for Part Five: IN THE GARDEN 439
GLOSSARY 441
NAME INDEX 453
SUBJECT INDEX 459
PART SIX WEB CHAPTERS Other Strategic Issues
WEB CHAPTER A. Strategic Issues in Managing Technology and Innovation
1 The Role of Management
Strai.ee Highlight I: EXAMPLES OF INNOVATION EMPHASIS IN MISSION STATEMENTS
2 Environmental Scanning
External Scanning
Internal Scanning
3 Strategy Formulation
Product vs. Process R D
Technology Sourcing
Impact of Technological Competence
Global Issue: USE OF INTELLECTUAL PROPERTY AT HUAWEI TECHNOLOGIES
Categories of Innovation
Product Portfolio
4 Strategy Implementation
Developing an Innovative Entrepreneurial Culture
Organizing for Innovation: Corporate Entrepreneurship
MMk iSihh i! : HOW WO7TO DEVELOP AN INNOVATIVE ORGANIZATION
5 Evaluation and Control
Evaluation and Control Techniques
Evaluation and Control Measures
6 End of Chapter Summary
WEB CHAPTER B. Strategic Issues in Entrepreneurial Ventures and Small Businesses
1 Importance of Small Business and Entrepreneurial Ventures
Global Issue: ENTREPRENEURSHIP: SOME COUNTRIES ARE MORE SUPPORTIVE
THAN OTHERS
Definition of Small-Business Firms and Entrepreneurial Ventures
The Entrepreneur as Strategist
2 Use of Strategic Planning and Strategic Management
Degree of Formality
Usefulness of the Strategic Management Model
Usefulness of the Strategic Decision-Making Process
3 Issues in Corporate Governance
Boards of Directors and Advisory Boards
Impact of the Sarbanes-Oxley Act
4 Issues in Environmental Scanning and Strategy Formulation
Sources of Innovation
Factors Affecting a New Venture s Success
SirLik•- HiLhlid!! !¦ SUGGESTIONS FOR LOCATING AN OPPORTUNITY
AND FORMULATING A BUSINESS STRATEGY
5 Issues in Strategy Implementation
Substages of Small Business Development
Transfer of Power and Wealth in Family Businesses
6 Issues in Evaluation and Control
7 End of Chapter Summary
WEB CHAPTER C, Strategic Issues in Not-For-Profit Organizations
1 Why Not-for-Profit?
Global Issue: WHICH IS BEST FOR SOCIETY: BUSINESS OR NOT-FOR-PROFIT?
2 Importance of Revenue Source
Sources of Not-for-Profit Revenue
Patterns of Influence on Strategic Decision Making
Usefulness of Strategic Management Concepts and Techniques
3 Impact of Constraints on Strategic Management
Impact on Strategy Formulation
Impact on Strategy Implementation
Impact on Evaluation and Control
4 Not-for-Profit Strategies
Strategic Piggybacking
Stmiegy Highlight i: RESOURCES NEEDED FOR SUCCESSFUL STRATEGIC
PIGGYBACKING
Mergers
Strategic Alliances
5 End of Chapter Summary
List of cases available in the concepts and cases version of Strategic Management and
Business Policy: Achieving Sustainability 0-13-702915-2
PART SEVEN Cases in Strategic Management
SECTION A Corporate Governance and Social Responsibility
CASE 1 The Recalcitrant Director at Byte Products, Inc.: Corporate Legality versus
Corporate Responsibility
(Contributors: Dan R. Dalton, Richard A. Cosier, and Cathy A. Enz)
A plant location decision forces a confrontation between the board of directors and the CEO regarding
an issue in social responsibility and ethics.
CASE 2 The Wallace Group
(Contributor: Laurence J. Stybel)
Managers question the strategic direction of the company and how it is being managed by its
founder and CEO. Company growth has resulted not only in disorganization and confusion among
employees, but in poor overall performance. How should the board deal with the founder of the
company?
CASE 3 Hershey Foods Company: Board of Directors and Stakeholders Conflict
over Sale
(Contributor: Cynthia Clark Williams)
The CEO of the not-for-profit Hershey Trust Company (HTC), which owned 77% voting control of the
for-profit Hershey Foods Company, was facing one of the most challenging decisions of his 25-year
career as a trust officer: whether or not to recommend to his board that the American chocolate-
making icon be sold. Hershey Foods profit margins had been steadily declining against strong
competition from competitors Nestle and Mars, but the firm s new CEO had introduced a turnaround
strategy.
SECTION B Business Ethics
CASE 4 The Audit
(Contributors: GamewellD. Gantt, George A. Johnson and John A. Kilpatrick)
A questionable accounting practice by the company being audited puts a new CPA in a difficult
position. Although the practice is clearly wrong, she is being pressured by her manager to ignore it
because it is common in the industry.
CASE 5 Everyone Does It
(Contributors: Steven M. Cox and Shawana P. Johnson)
When Jim Willis, Marketing VP, learns that the launch date for the company s new satellite will be late
by at least a year, he is told by the company s president to continue using the earlier published date for
the launch. When Jim protests that the use of an incorrect date to market contracts was unethical, he is
told that spacecraft are never launched on time and that it is common industry practice to list
unrealistic launch dates. If a realistic date were used, no one would contract with the company.
SECTION C International Issues in Strategic Management
CASE 6 Li Fung—The Global Value Chain Configurator
(Contributors: Vivek Gupta and A. Neela Radhika)
Li Fung Limited was one of the world s leading textile export traders and the largest textile trader to
the U.S. It faced a number of challenges, such as a slowdown in its revenue and profit growth, heavy-
dependence on the U.S. market, declining market share in Europe, and negligible revenue growth in
the rapidly growing Asian markets. Management wondered how it could utilize a recently-acquired
direct export license from China to strengthen its position in the global export trading market.
Starbucks Coffee Company: The Indian Dilemma
(Contributors: Ruchi Mankad and Joel Sarosh Thadamalla)
Starbucks was the world s largest coffee retailer with over 11,000 stores in 36 countries and over
10,000 employees. The case focuses on India as a potential market for the coffee retailer. The case
presents information on India s societal environment and on India s beverage industry. Profiles are
provided for various existing coffee shop chains in India. The key issue in the case revolves around the
question: Are circumstances right for Starbucks to enter India?
Turkcell: The Only Turk on Wall Street
(Contributor: Sue Greenfeld)
Having more than 60% of the Turkish market for mobile phones, Turkcell was the only Turkish
company listed on the New York Stock Exchange. With three additional Turkish competitors entering
the market and an onerous 66% tax burden, management wondered how it should position the
company for success in the coming years. What strategies will enable Turkcell to become one of the
largest mobile communications operators in Europe?
CASE 9 Guajilote Cooperativo Forestal, Honduras
(Contributors: Nathan Nebbe and J. David Hunger)
This forestry cooperative has the right to harvest, transport, and sell fallen mahogany trees in La
exclusive Muralla National Park of Honduras. Although the cooperative has been successful thus far, it was
facing some serious issues: low prices for its product, illegal logging, deforestation by poor fanners,
and possible world trade restrictions on the sale of mahogany.
SECTION D General Issues in Strategic Management
INDUSTRY ONE: INFORMATION TECHNOLOGY
new
CASE 7
new
CASE 8
CASE 10
exclusive
Apple Computer and Steve P. Jobs (2006):
Pixar Animation and Walt Disney Company
(Contributors: Moustafa H. Abdelsamad, Hitesh [John] Adhia, David B. Croll, Allan N.
Hoffman, Charles E. Michaels Jr., and Thomas L. Wheelen)
Apple, the first company to mass-market a personal computer, had been the darling of Wall Street in
the 1980s, but by the mid-1990s, the company was in serious difficulty. After being expelled from the
company in 1985, Steve Jobs returned as CEO in 1997 to reenergize the firm. The introduction of the
iPod in 2001 catapulted Apple back into the spotlight. How can Apple continue its success and avoid
becoming just another niche company? How dependent is the company on Steve Jobs?
CASE 11 McAfee 2005: Anti-virus and Anti-spy ware
(Contributors: Bethany Sweesy and Alan N. Hoffman)
Founded as McAfee Associates in 1989 to market anti-virus software, McAfee had successfully
competed against market leader Symantec to become a major provider of computer security software.
Microsoft s announcement that it was entering the security business rocked the industry. What strategy
should McAfee pursue to continue as a market leader in the computer security industry?
INDUSTRY TWO: INTERNET COMPANIES
CASE 12 Reorganizing Yahoo!
(Contributors: P. Indu and Vivek Gupta)
Yahoo! created the first successful Internet search engine, but by 2004 was losing its identity. Was it a
new search engine, a portal, or a media company ? On December 5, 2006, Yahoo s CEO announced a
reorganization of the company into three groups. It was hoped that a new mission statement and a new
structure would make Yahoo! leaner and more responsive to customers. Would this be enough to turn
around the company?
CASE 13 Google: An Internet Search Service Company
(Contributors: Joseph Teye-Kofi, Robert J. Mockler, and Marc Gartenfeld)
Google, an online company that provided a reliable Internet search engine, was founded in 1998 by
two Stanford Ph.D. students. Google soon replaced Yahoo! as the market leader in Internet search
engines. The issue facing management was how to develop an effective differentiating enterprise-wide
strategy especially for the company s Internet search segment.
INDUSTRY THREE: ENTERTAINMENT, LEISURE, AND TRANSPORTATION
CASE 14 TiVo Inc: TiVo vs. Cable and Satellite DVR: Can TiVo Survive?
(Contributors: Alan N. Hoffman, Rendy Halim, Rangki Son, and Suzanne Wong)
TiVo was founded to create a device capable of recording digitized video on a computer hard drive for
television viewing. Even though revenues had jumped from $96 million in 2003 to $259 million in 2007,
the company had never earned a profit. Despite many alliances, TiVo faced increasing competition
from generic DVRs offered by satellite and cable companies. How long could the company continue to
sell TiVo DVRs when the competition sold generic DVRs at a lower price or gave them away ?
CASE 15 Marvel Entertainment Inc.: Iron Man to the Rescue
(Contributors: EllieA. Fogarty and Joyce P. Vincelette)
new and Marvel Entertainment was known for its comic book characters Captain America, Spider Man, the
exclusive Fantastic Four, the Incredible Hulk, the Avengers, and the X-Men. With its two 2008 self-produced
films, Iron Man and Incredible Hulk, Marvel had expanded out of comic books to becoming a leader in
the entertainment industry. The company was no longer competing against other comic book
publishers like DC Comics, but was now competing against entertainment giants like Walt Disney and
NBC Universal. What should Marvel s management do to ensure the company s future success?
CASE 16 Harley Davidson Inc. 2008: Thriving Through a Recession
(Contributors: Patricia A. Ryan and Thomas L Wheelen)
new and Harley-Davidson is a modem success story of a motorcycle company that turned itself around by
exclusive emphasizing quality manufacturing and image marketing. After consistently growing through the
1990s, sales were showing signs of slowing as the baby boomers continued to age Safety was also
becoming an issue. For the first time in recent history, sales and profits declined in 2008 from 2007.
Analysts wondered how the company would be affected in a recession. How does Harley-Davidson
continue to grow at its past rate ?
CASE 17
new
CASE 18
exclusive
JetBlue Airways: Growing Pains
(Contributors: S. S. George and Shirisha Regani)
JetBlue Airlines had been founded as a value player in the niche between full-service airlines and
low-cost carriers. Competition had recently intensified and several airlines were taking advantage of
bankruptcy protection to recapture market share through price cuts. JetBlue s operating costs were
rising as a result of increasing fuel costs, aircraft maintenance expenses, and senice costs. Has
JetBlue been growing too fast and was growth no longer sustainable?
Carnival Corporation pic (2006):
Twelve Distinct Brands Serving Seven Continents
(Contributors: Michael J. Keeffe, John K. Ross HI, BilU. Middlebrook,
and Thomas L. Wheelen)
With its fun ship, Carnival Cruises changed the way people think of ocean cruises. The cruise had
become more important than the destination. Through acquisition. Carnival expanded its product line
to encompass an entire range of industry offerings. How can Carnival continue to grow in the industry
it now dominates?
INDUSTRY FOUR: MASS MERCHANDISING
CASE 19
exclusive
CASE 20
exclusive
Wal-Mart Stores, Inc.: Under Attack (2006)
(Contributors: James W. Camerius and J. David Hunger)
Wal-Mart s low prices, wide selection, and courteous service generated high sales and profits, but its
stores tended to drive local stores out of business. The union contended that Wal-Mart underpaid its
workers and offered them substandard benefits. Wal-Mart s hard stance with suppliers was portrayed
by others as an abuse of power. Management faced lawsuits alleging discrimination against women
and underage workers operating dangerous machinery. The company had become a lightning rod for
any and all criticism against big business. What should management do?
The Home Depot, Inc. (2006): Executive Leadership
(Contributors: J. David Hunger and Thomas L. Wheelen)
Home Depot is the world s largest home improvement retailer. CEO Bob Nardelli was hired from GE
to replace the founders and to increase sales to the professional market. Nardelli s aggressive
management style contrasted with the company s supportive corporate culture to generate conflict and
employee turnover. With sales at an all-time high and solid earnings per share, why was the financial
community downgrading Home Depot stock and why were the shareholders so upset?
INDUSTRY FIVE: SPECIALTY RETAILING
CASE 21
new
CASE 22
new mid
exclusive
The Future of Gap Inc.
(Contributor: Mirda Verma)
Gap, Inc. offered clothing, accessories, and personal care products under the Gap, Banana Republic,
and Old Navy brands. After a new CEO introduced a turnaround strategy, sales increased briefly, then
fell. Tired of declining sales, the board of directors hired Goldman Sachs to explore strategies ranging
from the sale of its stores to spinning off a single division.
Rocky Mountain Chocolate Factory Inc. (2008): Recipe for Success?
(Contributors: Anne Phan and Joyce P. Vincelette)
Rocky Mountain Chocolate Factory had five company-owned and 329 franchised stores in 38 states,
Canada, and the United Arab Emirates. Even though revenues and net income had increased from
2005 through 2008, they had been increasing at a decreasing rate. A pound of candy purchased from
the factory by the stores had actually dropped 9% in 2008 from 2007. Was the bloom off the rose at
Rocky Mountain Chocolate?
INDUSTRY SIX: MANUFACTURING
CASE 23 Inner-City Paint Corporation (Revised)
(Contributors: Donald F. Kuratko and Norman J. Gierlasinski)
Inner-City Paint makes paint for sale to contractors in the Chicago area. The founder s lack of
management knowledge is creating difficulties for the firm, and the company is in financial difficulty.
Unless something is done soon, it may go out of business.
CASE 24 The Haier Group: U.S. Expansion
(Contributors: YongJun Lu, Robert J. Mockler, and Marc Gartenfeld)
Already a market leader in China, Haier was rapidly expanding into Europe and the Americas. The
Chinese company faced a number of long-term decisions needed to build an American presence. The
main problem for Haier was how to differentiate itself from General Electric, Whirlpool, Maytag, and
Electrolux in major appliances and from Sony, Panasonic, Philips, and LG in electronics to achieve a
winning competitive advantage.
CASE 25 The Carey Plant
(Contributors: Thomas L. Wheelen and J. David Hunger)
The Carey Plant had been a profitable manufacturer of quality machine parts until being acquired by
the Gardner Company. Since its acquisition, the plant has been plagued by labor problems, increasing
exclusive costs, leveling sales, and decreasing profits. Gardner Company s top management is attempting to
improve the plant s performance and better integrate its activities with those of the corporation by-
selecting a new person to manage the plant.
CASE 26 Invacare Corporation (2004)
(Contributors: Walter E. Greene and Jeff Totten)
Invacare had grown from a minor player in home medical equipment to the world s largest
manufacturer of home medical equipment, such as wheelchairs, respiratory equipment, hospital-type
beds, and motorized scooters. Although the company was well positioned to take advantage of an
aging population s growing need for health care, government regulations were making things difficult.
The challenge for Invacare s executive team was how to deal with restrictive government regulations
and an increasingly competitive industry.
INDUSTRY SEVEN: FOOD
CASE 27 Wal-Mart and Vlasic Pickles
new
CASE 28
(Contributor: Karen A. Berger)
A manager of Vlasic Foods International closed a deal with Wal-Mart that resulted in selling more
pickles than Vlasic had ever sold to any one account. The expected profit of 1 to 2 cents per jar was
not sustainable, however, due to unplanned expenses. Vlasic s net income plummeted and the
company faced bankruptcy. Given that Wal-Mart was Vlasic s largest customer, what action should
management take?
Whole Foods Market (2005): Will There Be Enough Organic Food
to Satisfy a Growing Demand?
(Contributors: Patricia Harasta and Alan N. Hoffman)
Whole Food Market was the world s leading retailer of natural and organic foods, with 172 stores in
North America and the United Kingdom. The supply of natural and organic foods was not keeping up
with steadily increasing demand and could become a serious problem for the company. As the industry
attracted more competitors, new prime locations were becoming harder to find. Whole Foods CEO
was uncertain about how to meet the company s aggressive growth targets.
CASE 29
exclusive
CASE 30
SECTION E
MINI CASE 31
MINI CASE 32
MINI CASE 33
MINI CASE 34
Panera Bread Company: Rising Fortunes?
(Contributors: TedRepetti and Joyce P. Vincelette)
Panera Bread was a successful bakery-cafi known for its quality soups and sandwiches. Even though
Panera s revenues and net earnings were rising rapidly, new unit expansion (419 new stores over three
years) had fueled this growth. The growth rate of average annualized unit volumes and year-to year
comparable sales had actually dropped from 9.1% and 12.0%, respectively, in 2000 to only 0.2% and
0.5% in 2003. Growth was slowing. Management was now looking for new growth strategies.
Church Dwight Builds a Corporate Portfolio
(Contributor: Roy A. Cook)
Church Dwight, the maker of Arm Hammer baking soda, has used line extension to successfully
market multiple consumer products based on sodium bicarbonate. Searching for a new growth
strategy, the firm had turned to acquisitions. Can management successfully achieve a balancing act
based on finding growth through expanded uses of sodium bicarbonate while assimilating a divergent
group of consumer products into an expanding international footprint?
Mini Cases
Dell, Inc.
(Contributor: J. David Hunger)
Dell was the largest PC vendor in the world, but its chief advantages—direct marketing and power
over suppliers—were losing their punch. The percentage of 2005 PC sales via the phone and Internet
fell in the United States as the sales through U.S. retail stores rose—a channel in which Dell was
absent. By 2006, the once-torrid growth in PC sales had slowed to about 5% a year. How should Dell
adjust to its changing environment?
Six Flags, Inc.: The 2006 Business Turnaround
(Contributor: Patricia A. Ryan)
Known for its fast roller coasters and adventure rides, Six Flags had successfully built a group of
regional theme and water parks in the United States. Nevertheless, the company had not turned a profit
since 1998. Long-term debt had increased to 61% of total assets by 2005. New management was
implementing a retrenchment strategy, but industry analysts were unsure if this would be enough to
save the company.
Lowe s Companies, Inc.
(Contributor: Maryanne M. Rouse)
As the second-largest U.S. big box home improvement retailer (behindHome Depot), Lowe s
competed in a highly fragmented industry. The company had grown with the increase in home
ownership and had no plans to expand internationally. With more than 1,000 stores in 2004, Lowe s
intended to increase its U.S. presence with 150 store openings per year in 2005 and 2006. Were there
limits to Lowe s current growth strategy?
Movie Gallery, Inc.
(Contributor: J. David Hunger)
Movie Gallery was the second-largest North American video retail rental company, specializing in the
rental and sale of movies and video games through its Movie Gallery and Hollywood Entertainment
stores. Growing through acquisitions, the company was heavily in debt. The recent rise of online video
rental services, such as Netflix, was cutting into retail store revenues and reducing the company s cash
flow. With just $135 million in cash at the end of 2005, Movie Gallery s management found itself
facing possible bankruptcy.
SECTION F Web Mini-Cases
Additional Mini-Cases Available on the Companion Web Site at
www.pearsonglobaleditions.com/wheelen
WEB CASE 1 Eli Lily Company
(Contributor: Maryanne M. Rouse)
A leading pharmaceutical company, Eli Lilly produced a wide variety of ethical drugs and animal health
products. Despite an array of new products, the company s profits declined after the firm lost patent
protection for Prozac. The FDA found quality problems at several of the company s manufacturing sites-
resulting in a delay of new product approvals. How should Lily position itself in a very complex industry?
WEB CASE 2 Tech Data Corporation
(Contributor: Maryanne M. Rouse)
Tech Data, a distributor of information technology and logistics management, had rapidly grown
through acquisition to become the second-largest global IT distributor. Sales and profits had been
declining, however, since 2001. As computers become more like a commodity, the increasing emphasis
on direct distribution by manufacturers threatened wholesale distributors like Tech Data.
WEB CASE 3 Stryker Corporation
(Contributor: Maryanne M. Rouse)
Stryker was a leading maker of specialty medical and surgical products, a market expected to show strong
sales growth. Stryker marketed its products directly to hospitals and physicians in the United States and 100
other countries. Given the decline in the number of hospitals due to consolidation and cost containment
efforts by government programs and health care insurers, the industry expected continued downward
pressure on prices. How could Stryker effectively deal with these developments to continue its growth ?
WEB CASE 4 Sykes Enterprises
(Contributor: Maryanne M. Rouse)
Sykes provided outsourced customer relationship management services worldwide in a highly
competitive, fragmented industry. Like its customers, Sykes had recently been closing its call centers in
America and moving to Asia in order to reduce costs. Small towns felt betrayed by the firm s decision
to leave—especially after providing financial incentives to attract the firm. Nevertheless, declining
revenue and net income caused the company s stock to drop to an all-time low.
WEB CASE 5 Pfizer, Inc.
(Contributor: Maryanne M. Rouse)
With its acquisition in 2000 of rival pharmaceutical firm Warner-Lambert for its Lipitor prescription
drug, Pfizer had become the world s largest ethical pharmaceutical company in terms of sales. Already
the leading company in the United States, Pfizer s purchase of Pharmacia in 2002 moved Pfizer from
fourth to first place in Europe. Will large size hurt or help the company s future growth and
profitability in an industry facing increasing scrutiny?
WEB CASE 6 Williams-Sonoma
(Contributor: Maryanne M. Rouse)
Williams-Sonoma was a specialty retailer of home products. Following a related diversification growth
strategy, the company operated 415 Williams-Sonoma, Pottery Barn, and Hold Everything retail stores
throughout North America. Its direct sales segment included six retail catalogues and three e-commerce
sites. The company must deal with increasing competition in this fragmented industry characterized by low
entry barriers.
WEB CASE 7 Tyson Foods, Inc.
(Contributor: Maryanne M. Rouse)
Tyson produced and distributed beef, chicken, and pork products in the United States. It acquired IBP, a
major competitor, but had been the subject of lawsuits by its employees and the EPA. How should
management deal with its poor public relations and position the company to gain and sustain competitive
advantage in an industry characterized by increasing consolidation and intense competition?
WEB CASE 8 Southwest Airlines Company
(Contributor: Maryanne M. Rouse)
The fourth-largest U.S. airline in terms of passengers carried and second-largest in scheduled
domestic departures, Southwest was the only domestic airline to remain profitable in 2001.
Emphasizing high-frequency, short-haul, point-to-point, and low-fare service, the airline had the
lowest cost per available seat mile flown of any U.S. major passenger carrier. Can Southwest continue
to be successful as competitors increasingly imitate its competitive strategy?
WEB CASE 9 Outback Steakhouse, Inc.
(Contributor: Maryanne M. Rouse)
With 1,185 restaurants in 50 states and 21 foreign countries, Outback (OS!) was one of the largest
casual dining restaurant companies in the world. In addition to Outback Steakhouse, the company was
composed of Carrabba s Italian Grill, Fleming s Prime Steakhouse Wine Bar, Bonefish Grill, Roy s,
Lee Roy Selmon s, Cheeseburger in Paradise, and Paul Lee s Kitchen. Analysts wonder how long OS!
could continue to grow by adding new types of restaurants to its portfolio.
WEB CASE 10 Intel Corporation
(Contributor: J. David Hunger)
Although more than 80% of the world s personal computers and servers used its microprocessors, Intel
was facing strong competition from AMD in a maturing market. Sales growth was slowing. Profits
were expected to rise only 5% in 2006 compared to 40% annual growth previously. The new CEO
decided to reinvent Intel to avoid a fate of eventual decline.
WEB CASE 11 AirTran Holdings, Inc.
(Contributor: Maryanne M. Rouse)
AirTran (known as ValuJet before a disastrous crash in the Everglades) was the second-largest low-fare
scheduled airline (after Southwest) in the United States in terms of departures, and along with Southwest
the only U.S. airline to post a profit in 2004. The company s labor costs as a percentage of sales were the
lowest in the industry. Will AirTran continue to be successful in this highly competitive industry?
WEB CASE 12 Boise Cascade/Office Max
(Contributor: Maryanne M. Rouse)
Boise Cascade, an integrated manufacturer and distributor of paper, packaging, and wood products,
purchased Office Max, third-largest office supplies catalogue retailer (after Staples and Office Depot),
in 2003. Soon thereafter, Boise announced that it was selling its land, plants, headquarters location,
and even its name to an equity investment firm. Upon completion of the sale in 2004, the company
assumed the name of OfficeMax. Can this manufacturer become a successful retailer?
WEB CASE 13 H. J. Heinz Company
(Contributor: Maryanne M. Rouse)
Heinz, a manufacturer and marketer of processed food products, pursued global growth via market
penetration and acquisitions. Unfortunately, its modest sales growth was primarily from its acquisitions.
Now that the firm had divested a number of lines of businesses and brands to Del Monte Foods, analysts
wondered how a 20% smaller Heinz will grow its sales and profits in this very competitive industry.
WEB CASE 14 Nike, Inc.
(Contributor: Maryanne M. Rouse)
Nike was the largest maker of athletic footwear and apparel in the world with a U.S. market share
exceeding 40%. Since almost all its products were manufactured by 700 independent contractors (99%
of which are in Southeast Asia), Nike was a target of activists opposing manufacturing practices in
developing nations. Although industry sales growth in athletic footwear was slowing, Nike refused to
change its product mix in 2002 to suit Foot Locker, the dominant global footwear retailer. Was it time
for Nike to change its strategy and practices?
|
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| author | Wheelen, Thomas L. 1935-2011 Hunger, J. David 1941-2014 |
| author_GND | (DE-588)141563990 (DE-588)170544133 |
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| building | Verbundindex |
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| discipline | Wirtschaftswissenschaften |
| edition | 12. ed., internat. ed. |
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| spelling | Wheelen, Thomas L. 1935-2011 Verfasser (DE-588)141563990 aut Concepts in strategic management and business policy achieving sustainability Thomas L. Wheelen ; J. David Hunger 12. ed., internat. ed. Boston u.a. Pearson Prentice Hall 2010 463 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Bis zur 11. Aufl. u.d.T.: Wheelen, Thomas L.: Strategic management and business policy. - Literaturangaben Strategic planning Strategisches Management (DE-588)4124261-0 gnd rswk-swf (DE-588)4522595-3 Fallstudiensammlung gnd-content Strategisches Management (DE-588)4124261-0 s DE-604 Hunger, J. David 1941-2014 Verfasser (DE-588)170544133 aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=018666147&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Wheelen, Thomas L. 1935-2011 Hunger, J. David 1941-2014 Concepts in strategic management and business policy achieving sustainability Strategic planning Strategisches Management (DE-588)4124261-0 gnd |
| subject_GND | (DE-588)4124261-0 (DE-588)4522595-3 |
| title | Concepts in strategic management and business policy achieving sustainability |
| title_auth | Concepts in strategic management and business policy achieving sustainability |
| title_exact_search | Concepts in strategic management and business policy achieving sustainability |
| title_full | Concepts in strategic management and business policy achieving sustainability Thomas L. Wheelen ; J. David Hunger |
| title_fullStr | Concepts in strategic management and business policy achieving sustainability Thomas L. Wheelen ; J. David Hunger |
| title_full_unstemmed | Concepts in strategic management and business policy achieving sustainability Thomas L. Wheelen ; J. David Hunger |
| title_short | Concepts in strategic management and business policy |
| title_sort | concepts in strategic management and business policy achieving sustainability |
| title_sub | achieving sustainability |
| topic | Strategic planning Strategisches Management (DE-588)4124261-0 gnd |
| topic_facet | Strategic planning Strategisches Management Fallstudiensammlung |
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