Cases to accompany contemporary strategy analysis:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Chichester
Wiley
2010
|
| Ausgabe: | 7. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Erg. zu: Grant, Robert M.: Contemporary strategy analysis, 7. ed. Includes bibliographical references |
| Beschreibung: | XII, 417 S. graph. Darst. |
| ISBN: | 9780470686331 |
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| adam_text | Titel: Cases to accompany contemporary strategy analysis
Autor: Grant, Robert M.
Jahr: 2010
Preface xi
Acknowledgments xiii
1 Madonna 1
Madonna has been one of the world s leading female entertainers for more
than two decades. She shows an inexhaustible capacity to defy changes in
style and her own aging by continually reinventing herself. What can we
learn from her remarkable career about the nature of strategy and the
foundations of success?
2 Starbucks in 2009: The Coffee Goes Cold 9
After 20 years of continuous growth, 2007 and 2008 saw a stunning
reversal of Starbucks fortunes as sales and profits declined, and the share
price collapsed. The return of Howard Schultz as CEO was followed by
a wide strategy of retrenchment and revitalization. Assessing the current
situation and direction of the company requires a careful evaluation of
the Starbucks financial performance and its strategy. To what extent are
Starbucks problems a result of the recent recession, and to what extent do
they reflect more fundamental weaknesses of the company and its
strategy?
3 The U.S. Airline Industry in 2009 29
After a brief revival in its fortune during 2005-7, the U.S. airline industry
has once more plunged into familiar conditions of industry-wide losses and
frequent bankruptcies. Why is it that an industry that has benefitted from
growing customer demand generates such dire financial performance? What
is the outlook for the future? Is the airline industry condemned to intense
price competition and weak margins, or is it possible that structural changes
in the industry and adjustments to the airlines competitive strategies might
see a reversal of fortune?
4 Ford and the World Automobile Industry in 2009 46
Like other U.S. automakers, Ford Motor Company incurred huge losses
during 2006-8, but, unlike General Motors and Chrysler, it has escaped
vi CONTENTS
bankruptcy. 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 head of strategic planning on the direction of profitability
in the industry based on an analysis of the evolving structure of the
global automobile industry and its implications for competition. It shows
how internationalization and maturity in an industry can combine to
create intense competition and weak margins. It also calls for an
examination of why some companies are consistently more profitable
than others and for the identification of key success factors in the
industry.
5 Wal-Mart Stores Inc., 2009 63
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
the intensely competitive world of 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. What does the future hold for Wal-Mart? Will growing size
and success blunt Wal-Mart s drive for cost efficiency? Will Wal-Mart s
competitive advantage be undermined either by imitation by competitors or
by changing market circumstances?
6 Manchester United: Preparing for Life
without Ferguson 84
For nearly two decades, Manchester United has been the most successful
English soccer club. The club faces the prospect of the retirement of the
primary architect of that success: veteran team manager, Sir Alex
Ferguson. What should be the approach of the Manchester United board
and CEO in planning the continued development of the club? The case
probes the interaction between financial and team performance in
professional sport and explores the determinants of team-based capabilities
in the intensely competitive world of European professional soccer. A
critical issue for Manchester United?and for any professional sports
team?is whether exceptional team-based capabilities are the result of
superior resources (players in particular) or of superior coordination of
the resources.
7 Eastman Kodak: Meeting the Digital Challenge 103
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. Despite massive investment, 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 faced
by CEO Antonio Perez in developing the organizational capabilities required
to succeed in the fast-moving digital imaging sector.
CONTENTS vii
8 Procter Gamble s Organization 2005 Project 125
In June 2000, Procter Gamble s board fired its CEO and appointed A. G.
Laffey in his place. The most important decision facing Laffey is what to do
about Organization 2005, a far-reaching program of organizational
restructuring launched by his predecessor. The case outlines the
development of P G s organizational structure and the complex set of
issues that influence the company s need to balance different dimensions of
performance. Given the need to strengthen new product innovation, should
P G strengthen the role of its global product divisions?
9 AirAsia: The World s Lowest Cost Airline 137
Malaysian-based AirAsia has the distinction of having a lower cost per
passenger per kilometer flown of any of the world s larger airlines. The case
explores the sources of AirAsia s cost efficiency and examines AirAsia s
expansion into long-haul flights. Although AirAsia appears ro be a cost
leader on its Kuala Lumpur to London route, combining long-haul and
short-haul flights risks compromising the simplicity and consistency of
AirAsia s business model.
10 Harley-Davidson Inc., July 2008 148
Harley-Davidson s operational and financial performance during the
25 years since a management buyout has been spectacular. Harley exemplifies
the performance benefits of a strategy that exploits limited resource strengths
while protecting against a broad array of weaknesses relative to Harley s
bigger rivals. In May 2009, Harley s new CEO, Keith Waddell, was facing
Harley s first decline in sales and profits in 25 years. The case requires an
appraisal of Harley-Davidson s competitive advantage and a consideration of
whether its problems are simply a result of the current recession or point to
a more fundamental deterioration in Harley s competitive position.
11 Raisio Group and the Benecol Launch 167
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 includes stanol ester, has become a runaway-
success in Finland. The question presented by Case A is how should Raisio
exploit its innovation on the world market? Case B takes up the story two
years later when Raisio s global partnership with Johnson Johnson is
encountering difficulties and Raisio has competition from Unilever to contend
with. What has gone wrong and what can Raisio do to get back on track?
12 Rivalry in Video Games 191
In 2009, the world market for video game consoles has reached an
interesting stage. After over a decade of domination by Sony, Nintendo has
emerged as the surprising winner in the seventh generation of video
consoles. The case provides a history of competition in the industry and
viii CONTENTS
requires an analysis of key success factors in this winner-take-all industry.
The success of Nintendo s Wii points to a significant change in the dynamics
of competition in the industry. The balance of power between hardware and
software suppliers has shifted; online game playing has grown and the
industry has lost several of its winner-take-all attributes. The three leading
players?Nintendo, Microsoft, and Sony?are gearing up for the next
generation of video-game consoles. To recommend strategies for each of the
participants, the case requires an analysis of the potential for network
externalities, the implications of changing technology and demographics,
and the resource and capability strengths of each firm.
13 DVD War of 2005-8: Blu-ray versus HD-DVD 204
Toshiba s February 19, 2008 announcement that it was stopping production
of its HD-DVD marked the end of the standards war between Sony and
Toshiba for leadership in the next generation of high-capacity DVDs. This
account of the two-year struggle between Toshiba and Sony offers insight
into the dynamics of standards war, and allows us to consider what Toshiba
might have done differently in order to succeed against Sony s Blu-ray.
14 Neiv York Times 210
During 2009, the New York Times Company is struggling against declining
revenues, large losses and difficulties in refinancing its borrowings. These
problems reflect both the current recession and the long-term decline in
newspaper readership. The group addresses its financial problems through
cost reduction while also seeking a new business model that addresses the
shift of news readership and advertising from print media to the internet.
15 Eni SpA: Building an International Energy Major 220
Eni s metamorphosis from a widely diversified, inefficient, state-owned
corporation to a highly profitable, shareholder-owned, international energy
major is a tale of corporate transformation over a 1 J-year period. In 2009,
CEO Paolo Scaroni is considering Eni s strategy for the next four years and
beyond. Despite Eni s outstanding operational and financial performance,
Eni 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 linkages 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.
16 American Apparel: Vertically Integrated
in Downtown L.A. 249
American Apparel is an unusual company. While most U.S. fashion clothing
is produced offshore in low-wage countries, American Apparel s tee-shirts
are designed and manufactured in downtown Los Angeles then sold in
company-owned retail stores. The case outlines the logic of American
Apparel s strategy of vertical integration and considers the challenges facing
CONTENTS ix
the company as it grows in size and international scope, and as the diversity
of its product range increases.
17 Outback Steakhouse: Going International 264
During the early 1990s, Outback Steakhouse 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 saturation in the U.S. and awareness of opportunities
overseas, encouraged Outback to explore 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 U.S.-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.
18 Euro Disney: From Dream to Nightmare 272
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 U.S. 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.
19 Vodafone: Rethinking the International Strategy 299
In early summer 2009, CEO Vittorio Colao addressed Vodafone s dismal
profitability record. Despite Vodafone s leading position in the world s
market for mobile communications, Vodafone was struggling against
increasing competition, maturing markets, and asset write downs. A critical
issue for Colao is the extent to which Vodafone can benefit from its
extensive international scope. Vodafone offers service in 25 countries and
has partner agreements in a further 39 countries, yet the potential for
reducing costs or providing superior service through cross-border
integration appear limited in wireless telecommunication. The case requires
an analysis of the potential benefits from international scope in wireless
telecommunications and the development of strategy recommendations for
Vodafone?especially in relation to its presence in the U.S. and France.
20 Richard Branson and the Virgin Group
of Companies in 2007 318
Richard Branson s Virgin Group of companies has continued to diversify into
an ever-widening set of industries?wireless telephony, a U.S. domestic airline,
health clubs, bio fuels, even space travel. Despite the success of the airlines and
mobile phone businesses, several businesses were making losses. As the Virgin
x CONTENTS
empire grows larger and more complex, and Branson himself grows older and
becomes 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?
21 Google Inc.: Running Amuck? 338
Google s core product is a highly successful Web search engine. Yet, by
2009, Google has expanded into so many areas of Web services, computer
software, and advertising management services that it is no longer clear
what its corporate strategy is. The challenge of the case is to discern what
objectives are driving Google s strategy, to consider whether these objectives
are consistent with the interests of shareholders, to assess the strategic logic
behind Google s current range of activities and products, and to make
recommendations for Google s future development.
22 Bank of America s Acquisition of Merrill Lynch 360
In December 2008, Bank of America s board had its final chance to withdraw
from its acquisition of Merrill Lynch. The acquisition offered Bank of America
the chance to build America s biggest wealth-management company, and
establish itself as a leading global corporate and investment bank. However,
new evidence of the extent of Merrill Lynch s losses confirmed that Bank of
America was overpaying for its acquisition. The case requires an assessment of
the likely synergies from the merger, an appraisal of the universal banking
model, and consideration of the challenges of integrating the two companies.
23 Jeff Immelt and the Reinventing of General
Electric, 2009 381
Jeff Immelt s eight years at GE have been among the most turbulent in the
company s history. The case looks beyond GE s short-term problems to
consider the corporate strategy and the organization changes being put in place
by Immelt. To what extent is Immelt s emphasis on business development,
innovation, and higher levels of organizational integration consistent with the
trends in GE s business environment and with the company s resources and
capabilities. Does GE possess the management systems and leadership
capabilities needed to make Immelt s strategy work, or does the company need
to look to more radical strategic solutions?including breakup?
24 W. L. Gore Associates: Who s In Charge Here? 410
W. L. Gore, the manufacturer of Gore-Tex, has a unique organization
structure and management style build around its lattice principle. The
result is a remarkable lack of hierarchy and exceptional decentralization of
decision making to self-managing teams. The case offers the opportunity to
consider the advantages and disadvantages of Gore s management structure,
and the potential to apply it to other companies.
|
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| title | Cases to accompany contemporary strategy analysis |
| title_auth | Cases to accompany contemporary strategy analysis |
| title_exact_search | 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 | Business planning / Case studies Decision making / Case studies Strategic planning / Case studies Business planning Case studies Decision making Case studies Strategic planning Case studies Strategische Planung (DE-588)4309237-8 gnd Unternehmensplanung (DE-588)4078609-2 gnd |
| topic_facet | Business planning / Case studies Decision making / Case studies Strategic planning / Case studies Business planning Case studies Decision making Case studies Strategic planning Case studies Strategische Planung Unternehmensplanung Fallstudiensammlung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=018750914&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT grantrobertm casestoaccompanycontemporarystrategyanalysis |