With over one million copies sold worldwide, Exploring Strategy has long been the essential strategy text for managers of today and tomorrow. From entrepreneurial start-ups to multinationals, charities to government agencies, this book raises the big questions about organisations- how they grow, how they innovate and how they change.   Exploring Strategy: Texts and Cases also provides a wealth of extra case studies written by experts in the subject to aid and enrich your understanding. Examples are taken from events and organisations as diverse as Glastonbury, Mondelez and Formula 1 racing. The full text downloaded to your computer With eBooks you can: search for key concepts, words and phrases make highlights and notes as you study share your notes with friends eBooks are downloaded to your computer and accessible either offline through the Bookshelf (available as a free download), available online and also via the iPad and Android apps. Upon purchase, you will receive via email the code and instructions on how to access this product. Time limit The eBooks products do not have an expiry date. You will continue to access your digital ebook products whilst you have your Bookshelf installed.

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Exploring Strategy Text and Cases PDF eBook

Exploring Strategy Text Only PDF eBook

Richard Whittington; Gerry Johnson; Kevan Scholes; Duncan Angwin; Patrick Regnér; et al

Gerry Johnson; Richard Whittington; Kevan Scholes; Duncan Angwin; Patrick Regnér; et al

Gerry Johnson; Richard Whittington; Patrick Regner; Kevan Scholes; Duncan Angwin

Gerry Johnson; Patrick Regner; Richard Whittington; Kevan Scholes; Duncan Angwin

Gerry Johnson, Richard Whittington, Patrick Regnér, Kevan Scholes, Duncan Angwin

Gerry Johnson; Richard Whittington; Kevan Scholes; Duncan Angwin; Patrick Regner

Pearson International Content

Financial Times Prentice Hall

Pearson Education Limited

Pearson Longman

Always learning, Eleventh edition, Harlow, United Kingdom, 2017

Always learning, Eleventh edition, Harlow, England, 2017

Always learning, Eleveth edition, Harlow, England, 2016

Pearson Education Limited, Harlow, England, 2017

United Kingdom and Ireland, United Kingdom

11, 2017-02-20

11, 20170116

11, 20170216

11, 20170616

11, 20170726

Feb 20, 2017

11th, 2021

lg2865148

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Cover......Page 1
Brief Contents......Page 6
Contents......Page 8
Illustrations and Thinking Differently......Page 19
Figures......Page 21
Tables......Page 24
Preface......Page 26
Exploring Strategy features......Page 28
Exploring Strategy online......Page 29
1 INTRODUCING STRATEGY......Page 31
1.1 Introduction......Page 32
1.2.1 Defining strategy......Page 33
1.2.2 The purpose of strategy: mission, vision, values and objectives......Page 36
1.2.3 Strategy statements......Page 37
1.2.4 Levels of strategy......Page 39
1.3 The Exploring Strategy Framework......Page 40
1.3.1 Strategic position......Page 41
1.3.2 Strategic choices......Page 42
1.3.3 Strategy in action......Page 43
1.4 Working with strategy......Page 45
1.5 Studying strategy......Page 47
1.6.1 Exploring strategy in different contexts......Page 49
1.6.2 Exploring strategy through different ‘strategy lenses’......Page 50
Work assignments......Page 51
References......Page 52
Case example: The rise of a unicorn – Airbnb......Page 53
PART I: THE STRATEGIC POSITION......Page 58
Introduction to Part I......Page 59
2 MACRO-ENVIRONMENT ANALYSIS......Page 61
2.1 Introduction......Page 62
2.2 PESTEL analysis......Page 63
2.2.1 Politics......Page 64
2.2.2 Economics......Page 67
2.2.3 Social......Page 68
2.2.4 Technology......Page 72
2.2.5 Ecological......Page 73
2.2.6 Legal......Page 74
2.3 Forecasting......Page 77
2.3.1 Forecast approaches......Page 78
2.3.2 Directions of change......Page 79
2.4 Scenario analysis......Page 80
Work assignments......Page 84
References......Page 85
Case example: Alibaba – the Yangtze River Crocodile......Page 87
3 INDUSTRY AND SECTOR ANALYSIS......Page 91
3.1 Introduction......Page 92
3.2 The competitive forces......Page 93
3.2.1 Competitive rivalry......Page 94
3.2.3 The threat of substitutes......Page 95
3.2.4 The power of buyers......Page 97
3.2.6 Complementors and network effects......Page 98
3.2.7 Defining the industry......Page 100
3.2.8 Implications of the Competitive Five Forces......Page 102
3.3 Industry types and dynamics......Page 103
3.3.1 Industry types......Page 105
3.3.2 Industry structure dynamics......Page 106
3.4.1 Strategic groups......Page 110
3.4.2 Market segments......Page 113
3.4.3 Critical success factors and ‘Blue Oceans’......Page 114
3.5 Opportunities and threats......Page 116
Summary......Page 117
Recommended key readings......Page 118
References......Page 119
Case example: Global forces and the advertising industry......Page 121
4 RESOURCES AND CAPABILITIES......Page 125
4.1 Introduction......Page 126
4.2.1 Resources and capabilities......Page 127
4.2.2 Threshold and distinctive resources and capabilities......Page 129
4.3.1 V – value of resources and capabilities......Page 130
4.3.3 I – inimitability......Page 131
4.3.4 O – organisational support......Page 133
4.3.5 Organisational knowledge as a basis of competitive advantage......Page 134
4.4.2 The value chain and value system......Page 136
4.4.3 Activity systems......Page 140
4.4.4 Benchmarking......Page 143
4.4.5 SWOT......Page 144
4.5 Dynamic capabilities......Page 148
Work assignments......Page 153
References......Page 154
Case example: Rocket Internet – will the copycat be imitated?......Page 157
5 STAKEHOLDERS AND GOVERNANCE......Page 161
5.1 Introduction......Page 162
5.2.1 Stakeholder groups......Page 163
5.2.2 Stakeholder mapping......Page 165
5.2.3 Owners......Page 168
5.3 Corporate governance......Page 170
5.3.1 The governance chain......Page 172
5.3.2 Different governance models......Page 173
5.3.3 How boards of directors influence strategy......Page 178
5.4.1 Corporate social responsibility......Page 179
5.4.2 The ethics of individuals and managers......Page 182
Summary......Page 184
Recommended key readings......Page 185
References......Page 186
Case example: Drinking Partners – India’s United Breweries Holdings Ltd......Page 188
6 HISTORY AND CULTURE......Page 191
6.1 Introduction......Page 192
6.2.1 Path dependency......Page 193
6.2.3 Historical analysis......Page 196
6.3 What is culture and why is it important?......Page 197
6.3.1 Geographically-based cultures......Page 198
6.3.2 Organisational fields......Page 199
6.3.3 Organisational culture......Page 200
6.3.4 Culture’s influence on strategy......Page 203
6.3.5 Analysing culture: the cultural web......Page 204
6.3.6 Undertaking cultural analysis......Page 206
6.4 Strategic drift......Page 209
Work assignments......Page 213
References......Page 214
Case example: Culture clashes at Barclays Bank......Page 216
Commentary on Part I The strategy lenses......Page 219
Case example: Nokia’s evolving strategy through the lenses......Page 231
PART II STRATEGIC CHOICES......Page 234
Introduction to Part II......Page 235
7 BUSINESS STRATEGY AND MODELS......Page 237
7.1 Introduction......Page 238
7.2 Generic competitive strategies......Page 239
7.2.1 Cost-leadership strategy......Page 240
7.2.2 Differentiation strategy......Page 244
7.2.3 Focus strategy......Page 245
7.2.4 Hybrid strategy......Page 247
7.2.5 The Strategy Clock......Page 249
7.3.1 Interactive price and quality strategies......Page 250
7.3.2 Cooperative strategy......Page 253
7.3.3 Game theory......Page 255
7.4.1 Value creation, configuration and capture......Page 258
7.4.2 Business model patterns......Page 261
Work assignments......Page 263
References......Page 264
Case example: The IKEA approach......Page 266
8 CORPORATE STRATEGY AND DIVERSIFICATION......Page 271
8.1 Introduction......Page 272
8.2 Strategy directions......Page 273
8.2.1 Market penetration......Page 274
8.2.2 Product development......Page 276
8.2.4 Conglomerate diversification......Page 277
8.3 Diversification drivers......Page 279
8.4 Diversification and performance......Page 281
8.5.1 Forward and backward integration......Page 282
8.5.2 To integrate or to outsource?......Page 283
8.6.1 Value-adding and value-destroying activities of corporate parents......Page 285
8.6.2 The portfolio manager......Page 287
8.6.3 The synergy manager......Page 288
8.7 Portfolio matrices......Page 290
8.7.1 The BCG (or growth/share) matrix......Page 292
8.7.2 The directional policy (GE–McKinsey) matrix......Page 293
8.7.3 The parenting matrix......Page 294
Work assignments......Page 297
References......Page 298
Case example: Virgin – is the brand more than Richard Branson?......Page 300
9 INTERNATIONAL STRATEGY......Page 305
9.1 Introduction......Page 306
9.2 Internationalisation drivers......Page 307
9.3.1 Locational advantage: Porter’s Diamond......Page 311
9.3.2 The international value system......Page 313
9.4 International strategies......Page 315
9.5.1 Country and market characteristics......Page 318
9.5.2 Competitive characteristics......Page 321
9.5.3 Entry modes strategies......Page 324
9.6 Subsidiary roles in an international portfolio......Page 326
9.7 Internationalisation and performance......Page 328
Summary......Page 329
References......Page 330
Case example: China goes to Hollywood – Wanda’s moves into the US movie industry......Page 333
10 ENTREPRENEURSHIP AND INNOVATION......Page 337
10.1 Introduction......Page 338
10.2.1 Opportunity recognition......Page 339
10.2.2 Steps in the entrepreneurial process......Page 342
10.2.3 Stages of entrepreneurial growth......Page 343
10.2.4 Social entrepreneurship......Page 345
10.3 Innovation dilemmas......Page 346
10.3.1 Technology push or market pull......Page 347
10.3.2 Product or process innovation......Page 349
10.3.3 Open or closed innovation......Page 350
10.4.1 The pace of diffusion......Page 353
10.4.2 The diffusion S-curve......Page 354
10.5.1 First-mover advantages and disadvantages......Page 356
10.5.2 The incumbent’s response......Page 357
Summary......Page 360
References......Page 361
Case example: Rovio Entertainment – going back to the entrepreneurial roots......Page 364
11 MERGERS, ACQUISITIONS AND ALLIANCES......Page 367
11.1 Introduction......Page 368
11.2 Organic development......Page 369
11.3.1 Types of M&A......Page 370
11.3.3 Motives for M&A......Page 371
11.3.4 M&A processes......Page 374
11.3.5 M&A strategy over time......Page 379
11.4 Strategic alliances......Page 380
11.4.2 Motives for alliances......Page 382
11.4.3 Strategic alliance processes......Page 384
11.5.1 Buy, ally or DIY?......Page 388
11.5.2 Key success factors......Page 389
Work assignments......Page 391
References......Page 392
Case example: Future-proofing business? Sainsbury acquires Argos......Page 394
Commentary on Part II Strategic choices......Page 397
PART III STRATEGY IN ACTION......Page 400
Introduction to Part III......Page 401
12 EVALUATING STRATEGIES......Page 403
12.1 Introduction......Page 404
12.2.1 Performance measures......Page 405
12.2.3 Gap analysis......Page 406
12.2.4 Complexities of performance analysis......Page 408
12.3 Suitability......Page 409
12.3.3 Screening for bases of competitive advantage......Page 413
12.3.5 Life cycle analysis......Page 414
12.4 Acceptability......Page 416
12.4.1 Risk......Page 417
12.4.2 Return......Page 419
12.4.3 Reaction of stakeholders......Page 427
12.5.1 Financial feasibility......Page 428
12.5.2 People and skills......Page 429
12.6 Evaluation criteria: four qualifications......Page 430
Work assignments......Page 432
References......Page 433
Case example: ITV – DIY, buy or ally?......Page 435
13 STRATEGY DEVELOPMENT PROCESSES......Page 439
13.1 Introduction......Page 440
13.2.1 The role of the strategic leader......Page 441
13.2.2 Strategic planning systems......Page 442
13.2.3 Externally imposed strategy......Page 447
13.3.1 Logical incrementalism......Page 448
13.3.2 Strategy as the outcome of political processes......Page 451
13.3.3 Strategy as the product of structures and systems......Page 452
13.4 Implications for managing strategy development......Page 454
13.4.1 Strategy development in different contexts......Page 456
13.4.2 Managing deliberate and emergent strategy......Page 458
Work assignments......Page 460
References......Page 461
Case example: Alphabet – who and what drives the strategy?......Page 463
14 ORGANISING AND STRATEGY......Page 467
14.1 Introduction......Page 468
14.2.1 The functional structure......Page 469
14.2.2 The divisional structure......Page 471
14.2.3 The matrix structure......Page 473
14.2.4 Multinational/transnational structures......Page 474
14.2.6 Strategy and structure fit......Page 477
14.3.1 Planning systems......Page 480
14.3.2 Cultural systems......Page 482
14.3.3 Performance targeting systems......Page 483
14.3.4 Market systems......Page 485
14.4 Configurations and adaptability......Page 487
14.4.1 The McKinsey 7-Ss......Page 488
14.4.2 Agility and resilience......Page 489
Recommended key readings......Page 491
References......Page 492
Case example: One Sony?......Page 494
15 LEADERSHIP AND STRATEGIC CHANGE......Page 497
15.1 Introduction......Page 498
15.2.1 Strategic leadership roles......Page 499
15.2.2 Leadership styles......Page 500
15.3.1 The change kaleidoscope......Page 502
15.3.2 Forcefield analysis......Page 505
15.4 Types of strategic change......Page 507
15.4.2 Reconstruction......Page 508
15.4.3 Revolution......Page 509
15.4.4 Evolution......Page 510
15.5.1 A compelling case for change......Page 512
15.5.3 Changing operational processes and routines......Page 513
15.5.4 Symbolic management......Page 514
15.5.5 Power and political systems......Page 515
15.5.7 Visible short-term wins......Page 517
15.6.1 Problems in the process......Page 518
15.6.2 What formal programmes forget......Page 519
Summary......Page 520
Recommended key readings......Page 521
References......Page 522
Case example: Sergio Marchionne – motor of change......Page 524
16 THE PRACTICE OF STRATEGY......Page 527
16.1 Introduction......Page 528
16.2.1 Top managers and directors......Page 529
16.2.2 Strategic planners......Page 530
16.2.3 Middle managers......Page 531
16.2.4 Strategy consultants......Page 534
16.2.5 Who to involve in strategy development?......Page 535
16.3.1 Strategy analysis......Page 537
16.3.2 Strategic issue-selling......Page 538
16.3.3 Strategic decision-making......Page 541
16.3.4 Communicating the strategy......Page 542
16.4.1 Strategy workshops......Page 544
16.4.2 Strategy projects......Page 546
16.4.3 Hypothesis testing......Page 547
16.4.4 Business cases and strategic plans......Page 549
Work assignments......Page 551
References......Page 552
Case example: Participative strategy process in the city of Vaasa......Page 554
Commentary on Part III Strategy in action......Page 561
CASE STUDIES......Page 564
Guide to using the case studies......Page 565
Guide to the main focus of cases in the book......Page 567
Glastonbury: from hippy weekend to international festival......Page 570
The global pharmaceutical industry: back to the future?......Page 574
Siemens A: exploring the future......Page 586
The ‘pub’: decline of a British institution – how the brewers fought back......Page 592
Ricoh Canada Inc.: printing the future or recycling the past?......Page 597
H&M in fast fashion: continued success?......Page 605
The Formula 1 constructors: capabilities for success......Page 613
‘Access to Healthcare’: integrating a CSR programme in Coloplast......Page 622
Manchester United FC: competing with Europe’s elite clubs......Page 629
Adnams: a living company......Page 637
Widespace: managing growth and culture within a maturing technology venture......Page 645
Ryannair: the low fares airline – ‘always getting better’?......Page 651
Flight Centre Limited: competing to provide the lowest air fares......Page 662
Megabrew: creating an undisputed global brewing champion?......Page 668
AirAsia and the Tune Group: diversifying across industries......Page 680
Severstal: growth and consolidation strategies in a turbulent global steel industry......Page 688
Indian Premier League: glitz, glamour and globalisation......Page 696
Handelsbanken: banking done differently......Page 700
Ningbo Smarter Logistics: innovating in partnership with IBM in China......Page 709
Leadership and innovation at Apple Inc.: entering the post-Jobs era......Page 713
All change at Teva......Page 719
Mondelez International: ‘Are you going to stick around Irene’?......Page 724
CRH plc: leveraging corporate strategy for value creation and global leadership......Page 734
Evaluating the Mexican narco-trafficking problem......Page 742
Where should the beds go? Infrastructure planning in NHS England......Page 751
Strategic planning at King Faisal Hospital and Research Centre Saudi Arabia......Page 758
Mormor Magda’s ice cream: can you be hot in a cool market?......Page 763
Academies and Free Schools: the future of education?......Page 768
Siemens B: implementing the strategy......Page 773
Paul Polman: turnaround and development of strategy at Unilever......Page 779
Aurizon: managing change in a complex environment......Page 787
In the boardroom at HomeCo......Page 793
Guide to the classic cases on the companion website......Page 799
Glossary......Page 802
Index of names......Page 808
General index......Page 814
Acknowledgements......Page 824

The full text downloaded to your computer With eBooks you can: search for key concepts, words and phrases make highlights and notes as you study share your notes with friends eBooks are downloaded to your computer and accessible either offline through the Bookshelf (available as a free download), available online and also via the iPad and Android apps. Upon purchase, you'll gain instant access to this eBook. Time limit The eBooks products do not have an expiry date. You will continue to access your digital ebook products whilst you have your Bookshelf installed. With over one million copies sold worldwide, Exploring Strategy has long been the essential strategy text for managers of today and tomorrow. From entrepreneurial start-ups to multinationals, charities to government agencies, this book raises the big questions about organisations- how they grow, how they innovate and how they change.

<br>With over one million copies sold worldwide, Exploring Strategy has long been the essential strategy text for managers of today and tomorrow. From entrepreneurial start-ups to multinationals, charities to government agencies, this book raises the big questions about organisations- how they grow, how they innovate and how they change. </br><br></br><br>Texts and Cases also provides a wealth of extra case studies written byexperts in the subjectto aid and enrich your understanding. Examples are taken from events and organisations as diverse as Glastonbury, Mondelez and Formula 1 racing.</br>

With over one million copies sold worldwide, <i>Exploring Strategy</i> has long been the essential strategy text for managers of today and tomorrow. From entrepreneurial start-ups to multinationals, charities to government agencies, this book raises the big questions about organisations- how they grow, how they innovate and how they change.

This title includes coverage of key topic areas in this fast-moving discipline such as internationalization, mergers, innovation and entrepreneurship, and corporate strategy and diversification. It is written for students of strategic management at all levels

2020-11-29