Instructor’s Manual df
ExploringStrategy f
d df
Text and Cases df df
Twelfth edition df
Richard Whittington df df
Patrick Regnér df df
Duncan Angwin df df
Gerry Johnson df df
Kevan Scholes df
With the assistance of Clive Kerridge and Jason Evans
df df df df df df df df
For further instructor material
df df df df
please visit: df
go.pearson.com/uk/he/resources
Pearson Education Limited 2020
df df df df
Lecturers adopting the main text are permitted to download and photocopy the manual as required.
df df df df df df df df df df df df df df
,PEARSON EDUCATION LIMITED d f d f
KAO Two df
KAO
df df
Park
Harlow CM17 9SR df df df
United Kingdom df
Tel: +44 (0)1279 623623
df df df
Web: www.pearson-books.com
d f
This edition published 2020
df df df
© Pearson Education Limited 2020
df df df df
The rights of Richard Whittington, Patrick Regnér, Duncan Angwin, Gerry Johnson and
df df df df df df df df df df df df
Kevan Scholes to be identified as authors of this work have been asserted by them in
df df df df df df df df df df df df df df df df
accordance with the Copyright, Designs and Patents Act 1988.
df df df df df df df df
ISBN d f 978-1-292-28249-7
All rights reserved. Permission is hereby given for the material in this publication to be
df df df df df df df df df df df df df df
reproduced for OHP transparencies and student handouts, without express permission of
df df df df df df df df df df df
the Publishers, for educational purposes only. In all other cases, no part of this
df df df df df df df df df df df df df df df
publication may be reproduced, stored in a retrieval system, or transmitted in any form
df df df df df df df df df df df df df df
or by any means, electronic, mechanical, photocopying, recording, or otherwise without
df df df df df df df df df df df
either the prior written permission of the Publishers or a licence permitting restricted
df df df df df d f df df df df df df df
copying in the United Kingdom issued by the Copyright Licensing Agency Ltd.,
df df df df df df df df df df df df
Barnard’s Inn, 86 Fetter Lane, London EC4A 1EN. This book may not be lent, resold, hired
df df df df df df df df df df df df df df df df
out or otherwise disposed of by way of trade in any form of binding or cover other than that
df df df df df df df df df df df df df df df df df df
in which it is published, without the prior consent of the Publishers.
df df df df df df df df df df df df
Please note that, unless the material is specifically cited with a source, any company names
df df df df df df df df df df df df df df df
used within this Instructor’s Manual have been created by the authors and are
df df df df df df df df df df df df df
intended to be fictitious. df df df
Pearson Education is not responsible for the content of third-party internet sites.
df df df df df df df df df df df
The Financial Times. With a worldwide network of highly respected journalists, The
df df df df df df df df df df df df
Financial Times provides global business news, insightful opinion and expert analysis of
df df df df df df df df df df df df
business, finance and politics. With over 500 journalists reporting from 50 countries
df df df df df df df df df df df df
worldwide, our in-depth coverage of international news is objectively reported and
df df df df df df df df df df df
analysed from an independent, global perspective. To find out more, visit
df df df df df df df df df df df
www.ft.com/pearsonoffer.
2
© df Pearson df Education df Limited df
2020
, Contents
Chapter 1 df Introducing strategy df 23
Part I df THE STRATEGIC POSITION
df df 31
Chapter 2 df Macro-environment df analysis 32
Chapter 3 df Industry and sector analysis df df df 41
Chapter 4 df Resources and capabilities analysis df df df 56
Chapter 5 df Stakeholders and governance df df 71
Chapter 6 df History and culture df df 80
Part II df STRATEGIC CHOICES df 92
Chapter 7 df Business strategy and models df df df 93
Chapter 8 df Corporate strategy df 105
Chapter 9 df International strategy df 125
Chapter 10 df Entrepreneurship and innovation df df 136
Chapter 11 df Mergers, acquisitions and alliances df df df 145
Part III df STRATEGY IN ACTION df df 156
Chapter 12 df Evaluating strategies df 157
Chapter 13 df Strategy development processes df df 170
Chapter 14 df Organising and strategy df df 183
Chapter 15 df Leadership and strategic change df df df 190
Chapter 16 df The practice of strategy
df df df 198
Case Teaching Notes
df df
Glastonbury: df from df hippy df weekend df to international
df df festival 209
The df global df pharmaceutical df industry: df harnessing df the df whirlwind 214
Siemens A: exploring the future
df df df df 220
Relocation, Relocation, Relocation: evolving strategies to deal with shifting shopping
df df df df df df df df df
patterns at Vision Express
df df df 225
Ricoh Canada Inc.
df df 241
H&M in fast fashion: continued success?
df df df df df 250
The Formula 1 Constructors
df df df 261
‘Access df to df Healthcare’: df integrating df a CSR programme in Coloplast
df df df df 268
Manchester df United df FC: df struggling to df df compete df with df Europe’s elite clubs
df df 275
Adnams – A Local Company
df df df df 299
3
© df Pearson df Education df Limited df
2020
, ‘Dare to know’: The integration of Université Paris-Dauphine with Paris Sciences et
df df df df df df df df df df df
Lettres (PSL) University
df df 308
Ryanair: the low fares airline – new directions?
df df df df df df df 313
Multi-sided platform competition in the video game industry
df df df df df df df 343
Megabrew: creating an undisputed global brewing champion?
df df df df df df 347
AirAsia and the Tune Group: diversifying across industries
df df df df df df df 356
Severstal: a journey from growth to consolidation within the steel industry
df df df df df df df df df df 362
Indian Premier League: glitz, glamour and globalisation
df df df df df df 370
Handelsbanken – banking done differently df df df df 374
Caitec: A Chinese Business in Africa
df df df df df 378
Going for a Ride: Entrepreneurial Journeys in the on-demand transportation sector
df df df df df df df df df df 386
Leadership at Apple Inc df df df 392
Has Teva been saved? Responding to challenges and problems in generic pharmaceuticals 400
df df df df df df df df df df df
Managing M&A: Elekta’s acquistion of Neuromag
df df df df df 403
CRH plc: Optimising value through corporate strategy
df df df df df df 409
Counterstrategy: resisting the Mexican narco-trafficking business df df df df df 417
Oak Tree Inn: Growth challenges facing a family-run tourism business
df df df df df df df df df 427
Strategic planning at King Faisal Hospital and Research Centre Saudi Arabia
df df df df df df df df df df 435
Mormor Magda’s ice cream – can you be hot in a cool market?
df df df df df df df df df df df df 445
Emmaus: the founder as a resource?
df df df df df 450
Siemens B: ‘making real what matters’
df df df df df 459
Cultivating a rich harvest at Orchard df df df df df 468
Strategy Work in Dörr och Portbolaget – How open can you be?
df df df df df df df df df df df 473
In the boardroom at HomeCo
df df df df 480
4
© df Pearson df Education df Limited df
2020
ExploringStrategy f
d df
Text and Cases df df
Twelfth edition df
Richard Whittington df df
Patrick Regnér df df
Duncan Angwin df df
Gerry Johnson df df
Kevan Scholes df
With the assistance of Clive Kerridge and Jason Evans
df df df df df df df df
For further instructor material
df df df df
please visit: df
go.pearson.com/uk/he/resources
Pearson Education Limited 2020
df df df df
Lecturers adopting the main text are permitted to download and photocopy the manual as required.
df df df df df df df df df df df df df df
,PEARSON EDUCATION LIMITED d f d f
KAO Two df
KAO
df df
Park
Harlow CM17 9SR df df df
United Kingdom df
Tel: +44 (0)1279 623623
df df df
Web: www.pearson-books.com
d f
This edition published 2020
df df df
© Pearson Education Limited 2020
df df df df
The rights of Richard Whittington, Patrick Regnér, Duncan Angwin, Gerry Johnson and
df df df df df df df df df df df df
Kevan Scholes to be identified as authors of this work have been asserted by them in
df df df df df df df df df df df df df df df df
accordance with the Copyright, Designs and Patents Act 1988.
df df df df df df df df
ISBN d f 978-1-292-28249-7
All rights reserved. Permission is hereby given for the material in this publication to be
df df df df df df df df df df df df df df
reproduced for OHP transparencies and student handouts, without express permission of
df df df df df df df df df df df
the Publishers, for educational purposes only. In all other cases, no part of this
df df df df df df df df df df df df df df df
publication may be reproduced, stored in a retrieval system, or transmitted in any form
df df df df df df df df df df df df df df
or by any means, electronic, mechanical, photocopying, recording, or otherwise without
df df df df df df df df df df df
either the prior written permission of the Publishers or a licence permitting restricted
df df df df df d f df df df df df df df
copying in the United Kingdom issued by the Copyright Licensing Agency Ltd.,
df df df df df df df df df df df df
Barnard’s Inn, 86 Fetter Lane, London EC4A 1EN. This book may not be lent, resold, hired
df df df df df df df df df df df df df df df df
out or otherwise disposed of by way of trade in any form of binding or cover other than that
df df df df df df df df df df df df df df df df df df
in which it is published, without the prior consent of the Publishers.
df df df df df df df df df df df df
Please note that, unless the material is specifically cited with a source, any company names
df df df df df df df df df df df df df df df
used within this Instructor’s Manual have been created by the authors and are
df df df df df df df df df df df df df
intended to be fictitious. df df df
Pearson Education is not responsible for the content of third-party internet sites.
df df df df df df df df df df df
The Financial Times. With a worldwide network of highly respected journalists, The
df df df df df df df df df df df df
Financial Times provides global business news, insightful opinion and expert analysis of
df df df df df df df df df df df df
business, finance and politics. With over 500 journalists reporting from 50 countries
df df df df df df df df df df df df
worldwide, our in-depth coverage of international news is objectively reported and
df df df df df df df df df df df
analysed from an independent, global perspective. To find out more, visit
df df df df df df df df df df df
www.ft.com/pearsonoffer.
2
© df Pearson df Education df Limited df
2020
, Contents
Chapter 1 df Introducing strategy df 23
Part I df THE STRATEGIC POSITION
df df 31
Chapter 2 df Macro-environment df analysis 32
Chapter 3 df Industry and sector analysis df df df 41
Chapter 4 df Resources and capabilities analysis df df df 56
Chapter 5 df Stakeholders and governance df df 71
Chapter 6 df History and culture df df 80
Part II df STRATEGIC CHOICES df 92
Chapter 7 df Business strategy and models df df df 93
Chapter 8 df Corporate strategy df 105
Chapter 9 df International strategy df 125
Chapter 10 df Entrepreneurship and innovation df df 136
Chapter 11 df Mergers, acquisitions and alliances df df df 145
Part III df STRATEGY IN ACTION df df 156
Chapter 12 df Evaluating strategies df 157
Chapter 13 df Strategy development processes df df 170
Chapter 14 df Organising and strategy df df 183
Chapter 15 df Leadership and strategic change df df df 190
Chapter 16 df The practice of strategy
df df df 198
Case Teaching Notes
df df
Glastonbury: df from df hippy df weekend df to international
df df festival 209
The df global df pharmaceutical df industry: df harnessing df the df whirlwind 214
Siemens A: exploring the future
df df df df 220
Relocation, Relocation, Relocation: evolving strategies to deal with shifting shopping
df df df df df df df df df
patterns at Vision Express
df df df 225
Ricoh Canada Inc.
df df 241
H&M in fast fashion: continued success?
df df df df df 250
The Formula 1 Constructors
df df df 261
‘Access df to df Healthcare’: df integrating df a CSR programme in Coloplast
df df df df 268
Manchester df United df FC: df struggling to df df compete df with df Europe’s elite clubs
df df 275
Adnams – A Local Company
df df df df 299
3
© df Pearson df Education df Limited df
2020
, ‘Dare to know’: The integration of Université Paris-Dauphine with Paris Sciences et
df df df df df df df df df df df
Lettres (PSL) University
df df 308
Ryanair: the low fares airline – new directions?
df df df df df df df 313
Multi-sided platform competition in the video game industry
df df df df df df df 343
Megabrew: creating an undisputed global brewing champion?
df df df df df df 347
AirAsia and the Tune Group: diversifying across industries
df df df df df df df 356
Severstal: a journey from growth to consolidation within the steel industry
df df df df df df df df df df 362
Indian Premier League: glitz, glamour and globalisation
df df df df df df 370
Handelsbanken – banking done differently df df df df 374
Caitec: A Chinese Business in Africa
df df df df df 378
Going for a Ride: Entrepreneurial Journeys in the on-demand transportation sector
df df df df df df df df df df 386
Leadership at Apple Inc df df df 392
Has Teva been saved? Responding to challenges and problems in generic pharmaceuticals 400
df df df df df df df df df df df
Managing M&A: Elekta’s acquistion of Neuromag
df df df df df 403
CRH plc: Optimising value through corporate strategy
df df df df df df 409
Counterstrategy: resisting the Mexican narco-trafficking business df df df df df 417
Oak Tree Inn: Growth challenges facing a family-run tourism business
df df df df df df df df df 427
Strategic planning at King Faisal Hospital and Research Centre Saudi Arabia
df df df df df df df df df df 435
Mormor Magda’s ice cream – can you be hot in a cool market?
df df df df df df df df df df df df 445
Emmaus: the founder as a resource?
df df df df df 450
Siemens B: ‘making real what matters’
df df df df df 459
Cultivating a rich harvest at Orchard df df df df df 468
Strategy Work in Dörr och Portbolaget – How open can you be?
df df df df df df df df df df df 473
In the boardroom at HomeCo
df df df df 480
4
© df Pearson df Education df Limited df
2020
