Instructor’s Manual f
ExploringStrategy Text f f
and Cases f f
Twelfth edition f
RichardWhittington f
Patrick Regnér
f f
Duncan Angwin
f f
Gerry Johnson
f f
Kevan Scholes
f f
With the assistance of Clive Kerridge and Jason Evans
f f f f f f f f
For further instructor material please
f f f f
visit: f
go.pearson.com/uk/he/resources
Pearson Education Limited 2020
f f f f
Lecturers adopting the main text are permitted to download and photocopy the manual as required.
f f f f f f f f f f f f f f
,PEARSON EDUCATION LIMITED f f
KAO Two f
KAO Park
f f
Harlow CM17 9SR f f
United Kingdom
f f
Tel: +44 (0)1279 623623
f f f
Web: www.pearson-books.com f
This edition published 2020
f f f
© Pearson Education Limited 2020
f f f f
The rights of Richard Whittington, Patrick Regnér, Duncan Angwin, Gerry Johnson and Kevan
f f f f f f f f f f f f
Scholes to be identified as authors of this work have been asserted by them in accordance with the
f f f f f f f f f f f f f f f f f f
Copyright, Designs and Patents Act 1988.
f f f f f f
ISBN 978-1-292-28249-7 f
All rights reserved. Permission is hereby given for the material in this publication to be
f f f f f f f f f f f f f f
reproduced for OHP transparencies and student handouts, without express permission of the
f f f f f f f f f f f f
Publishers, for educational purposes only. In all other cases, no part of this publication may be
f f f f f f f f f f f f f f f f
reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic,
f f f f f f f f f f f f f f f f
mechanical, photocopying, recording, or otherwise without either the prior written permission of
f f f f f f f f f f f f
fthe Publishers or a licence permitting restricted copying in the United Kingdom issued by the
f f f f f f f f f f f f f f
Copyright Licensing Agency Ltd., Barnard‟s Inn, 86 Fetter Lane, London EC4A 1EN. This book
f f f f f f f f f f f f f f
may not be lent, resold, hired out or otherwise disposed of by way of trade in any form of binding or
f f f f f f f f f f f f f f f f f f f f f
cover other than that in which it is published, without the prior consent of the Publishers.
f f f f f f f f f f f f f f f f
Please note that, unless the material is specifically cited with a source, any company names used
f f f f f f f f f f f f f f f
within this Instructor‟s Manual have been created by the authors and are intended to be fictitious.
f f f f f f f f f f f f f f f f
Pearson Education is not responsible for the content of third-party internet sites.
f f f f f f f f f f f
The Financial Times. With a worldwide network of highly respected journalists, The Financial
f f f f f f f f f f f f
Times provides global business news, insightful opinion and expert analysis of business, finance
f f f f f f f f f f f f f
and politics. With over 500 journalists reporting from 50 countries worldwide, our in-depth
f f f f f f f f f f f f f
coverage of international news is objectively reported and analysed from an independent, global
f f f f f f f f f f f f f
perspective. To find out more, visit www.ft.com/pearsonoffer.
f f f f f f f
2
© fPearson fEducation fLimited f2020
, Contents
Chapter 1 f Introducing strategy f 23
Part I f THE STRATEGIC POSITION f f 31
Chapter 2 f Macro-environment analysis f 32
Chapter 3 f Industry and sector analysis f f f 41
Chapter 4 f Resources and capabilities analysis f f f 56
Chapter 5 f Stakeholders and governance f f 71
Chapter 6 f History and culture f f 80
Part II f STRATEGIC CHOICES f 92
Chapter 7 f Business strategy and models f f f 93
Chapter 8 f Corporate strategy f 105
Chapter 9 f International strategy f 125
Chapter 10 f Entrepreneurship and innovation f f 136
Chapter 11 f Mergers, acquisitions and alliances f f f 145
Part IIIf STRATEGY IN ACTION f f 156
Chapter 12 f Evaluating strategies f 157
Chapter 13 f Strategy development processes f f 170
Chapter 14 f Organising and strategy f f 183
Chapter 15 f Leadership and strategic change f f f 190
Chapter 16 f The practice of strategy
f f f 198
Case Teaching Notes
f f
Glastonbury: from hippy weekend to international festival
f f f f f f 209
The global pharmaceutical industry: harnessing the whirlwind
f f f f f f 214
Siemens A: exploring the future
f f f f 220
Relocation, Relocation, Relocation: evolving strategies to deal with shifting shopping
f f f f f f f f f
patterns at Vision Express
f f f 225
Ricoh Canada Inc.
f f 241
H&M in fast fashion: continued success?
f f f f f 250
The Formula 1 Constructors
f f f 261
„Access to Healthcare‟: integrating a CSR programme in Coloplast
f f f f f f f f 268
Manchester United FC: struggling to compete with Europe‟s elite clubs
f f f f f f f f f 275
Adnams – A Local Companyf f f f 299
3
© fPearson fEducation fLimited f2020
, „Dare to know‟: The integration of Université Paris-Dauphine with Paris Sciences et
f f f f f f f f f f f
Lettres (PSL) University
f f 308
Ryanair: the low fares airline – new directions?
f f f f f f f 313
Multi-sided platform competition in the video game industry
f f f f f f f 343
Megabrew: creating an undisputed global brewing champion? f f f f f f 347
AirAsia and the Tune Group: diversifying across industries
f f f f f f f 356
Severstal: a journey from growth to consolidation within the steel industry
f f f f f f f f f f 362
Indian Premier League: glitz, glamour and globalisation
f f f f f f 370
Handelsbanken – banking done differently f f f f 374
Caitec: A Chinese Business in Africa
f f f f f 378
Going for a Ride: Entrepreneurial Journeys in the on-demand transportation sector
f f f f f f f f f f 386
Leadership at Apple Inc f f f 392
Has Teva been saved? Responding to challenges and problems in generic pharmaceuticals
f f f f f f f f f f f 400
Managing M&A: Elekta‟s acquistion of Neuromag f f f f f 403
CRH plc: Optimising value through corporate strategy
f f f f f f 409
Counterstrategy: resisting the Mexican narco-trafficking business f f f f f 417
Oak Tree Inn: Growth challenges facing a family-run tourism business
f f f f f f f f f 427
Strategic planning at King Faisal Hospital and Research Centre Saudi Arabia
f f f f f f f f f f 435
Mormor Magda‟s ice cream – can you be hot in acool market?
f f f f f f f f f f f f 445
Emmaus: the founder as a resource? f f f f f 450
Siemens B: „making real what matters‟ f f f f f 459
Cultivating a rich harvest at Orchard f f f f f 468
Strategy Work in Dörr och Portbolaget – How open can you be?
f f f f f f f f f f f 473
In the boardroom at HomeCo
f f f f 480
4
© fPearson fEducation fLimited f2020
ExploringStrategy Text f f
and Cases f f
Twelfth edition f
RichardWhittington f
Patrick Regnér
f f
Duncan Angwin
f f
Gerry Johnson
f f
Kevan Scholes
f f
With the assistance of Clive Kerridge and Jason Evans
f f f f f f f f
For further instructor material please
f f f f
visit: f
go.pearson.com/uk/he/resources
Pearson Education Limited 2020
f f f f
Lecturers adopting the main text are permitted to download and photocopy the manual as required.
f f f f f f f f f f f f f f
,PEARSON EDUCATION LIMITED f f
KAO Two f
KAO Park
f f
Harlow CM17 9SR f f
United Kingdom
f f
Tel: +44 (0)1279 623623
f f f
Web: www.pearson-books.com f
This edition published 2020
f f f
© Pearson Education Limited 2020
f f f f
The rights of Richard Whittington, Patrick Regnér, Duncan Angwin, Gerry Johnson and Kevan
f f f f f f f f f f f f
Scholes to be identified as authors of this work have been asserted by them in accordance with the
f f f f f f f f f f f f f f f f f f
Copyright, Designs and Patents Act 1988.
f f f f f f
ISBN 978-1-292-28249-7 f
All rights reserved. Permission is hereby given for the material in this publication to be
f f f f f f f f f f f f f f
reproduced for OHP transparencies and student handouts, without express permission of the
f f f f f f f f f f f f
Publishers, for educational purposes only. In all other cases, no part of this publication may be
f f f f f f f f f f f f f f f f
reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic,
f f f f f f f f f f f f f f f f
mechanical, photocopying, recording, or otherwise without either the prior written permission of
f f f f f f f f f f f f
fthe Publishers or a licence permitting restricted copying in the United Kingdom issued by the
f f f f f f f f f f f f f f
Copyright Licensing Agency Ltd., Barnard‟s Inn, 86 Fetter Lane, London EC4A 1EN. This book
f f f f f f f f f f f f f f
may not be lent, resold, hired out or otherwise disposed of by way of trade in any form of binding or
f f f f f f f f f f f f f f f f f f f f f
cover other than that in which it is published, without the prior consent of the Publishers.
f f f f f f f f f f f f f f f f
Please note that, unless the material is specifically cited with a source, any company names used
f f f f f f f f f f f f f f f
within this Instructor‟s Manual have been created by the authors and are intended to be fictitious.
f f f f f f f f f f f f f f f f
Pearson Education is not responsible for the content of third-party internet sites.
f f f f f f f f f f f
The Financial Times. With a worldwide network of highly respected journalists, The Financial
f f f f f f f f f f f f
Times provides global business news, insightful opinion and expert analysis of business, finance
f f f f f f f f f f f f f
and politics. With over 500 journalists reporting from 50 countries worldwide, our in-depth
f f f f f f f f f f f f f
coverage of international news is objectively reported and analysed from an independent, global
f f f f f f f f f f f f f
perspective. To find out more, visit www.ft.com/pearsonoffer.
f f f f f f f
2
© fPearson fEducation fLimited f2020
, Contents
Chapter 1 f Introducing strategy f 23
Part I f THE STRATEGIC POSITION f f 31
Chapter 2 f Macro-environment analysis f 32
Chapter 3 f Industry and sector analysis f f f 41
Chapter 4 f Resources and capabilities analysis f f f 56
Chapter 5 f Stakeholders and governance f f 71
Chapter 6 f History and culture f f 80
Part II f STRATEGIC CHOICES f 92
Chapter 7 f Business strategy and models f f f 93
Chapter 8 f Corporate strategy f 105
Chapter 9 f International strategy f 125
Chapter 10 f Entrepreneurship and innovation f f 136
Chapter 11 f Mergers, acquisitions and alliances f f f 145
Part IIIf STRATEGY IN ACTION f f 156
Chapter 12 f Evaluating strategies f 157
Chapter 13 f Strategy development processes f f 170
Chapter 14 f Organising and strategy f f 183
Chapter 15 f Leadership and strategic change f f f 190
Chapter 16 f The practice of strategy
f f f 198
Case Teaching Notes
f f
Glastonbury: from hippy weekend to international festival
f f f f f f 209
The global pharmaceutical industry: harnessing the whirlwind
f f f f f f 214
Siemens A: exploring the future
f f f f 220
Relocation, Relocation, Relocation: evolving strategies to deal with shifting shopping
f f f f f f f f f
patterns at Vision Express
f f f 225
Ricoh Canada Inc.
f f 241
H&M in fast fashion: continued success?
f f f f f 250
The Formula 1 Constructors
f f f 261
„Access to Healthcare‟: integrating a CSR programme in Coloplast
f f f f f f f f 268
Manchester United FC: struggling to compete with Europe‟s elite clubs
f f f f f f f f f 275
Adnams – A Local Companyf f f f 299
3
© fPearson fEducation fLimited f2020
, „Dare to know‟: The integration of Université Paris-Dauphine with Paris Sciences et
f f f f f f f f f f f
Lettres (PSL) University
f f 308
Ryanair: the low fares airline – new directions?
f f f f f f f 313
Multi-sided platform competition in the video game industry
f f f f f f f 343
Megabrew: creating an undisputed global brewing champion? f f f f f f 347
AirAsia and the Tune Group: diversifying across industries
f f f f f f f 356
Severstal: a journey from growth to consolidation within the steel industry
f f f f f f f f f f 362
Indian Premier League: glitz, glamour and globalisation
f f f f f f 370
Handelsbanken – banking done differently f f f f 374
Caitec: A Chinese Business in Africa
f f f f f 378
Going for a Ride: Entrepreneurial Journeys in the on-demand transportation sector
f f f f f f f f f f 386
Leadership at Apple Inc f f f 392
Has Teva been saved? Responding to challenges and problems in generic pharmaceuticals
f f f f f f f f f f f 400
Managing M&A: Elekta‟s acquistion of Neuromag f f f f f 403
CRH plc: Optimising value through corporate strategy
f f f f f f 409
Counterstrategy: resisting the Mexican narco-trafficking business f f f f f 417
Oak Tree Inn: Growth challenges facing a family-run tourism business
f f f f f f f f f 427
Strategic planning at King Faisal Hospital and Research Centre Saudi Arabia
f f f f f f f f f f 435
Mormor Magda‟s ice cream – can you be hot in acool market?
f f f f f f f f f f f f 445
Emmaus: the founder as a resource? f f f f f 450
Siemens B: „making real what matters‟ f f f f f 459
Cultivating a rich harvest at Orchard f f f f f 468
Strategy Work in Dörr och Portbolaget – How open can you be?
f f f f f f f f f f f 473
In the boardroom at HomeCo
f f f f 480
4
© fPearson fEducation fLimited f2020
