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