Instructor’s Manual
Exploring Strategy
Text and Cases
Eleventh edition
Gerry Johnson
Richard Whittington
Kevan Scholes
Duncan Angwin
, Contents
Acknowledgements 5
Chapter 1 Introducing strategy 25
Part I THE STRATEGIC POSITION 32
Chapter 2 Macro-environment analysis 33
Chapter 3 Industry and sector analysis 41
Chapter 4 Resources and capabilities 51
Chapter 5 Stakeholders and governance 65
Chapter 6 History and culture 74
Part II STRATEGIC CHOICES 85
Chapter 7 Business strategy and models 86
Chapter 8 Corporate strategy and diversification 97
Chapter 9 International strategy 108
Chapter 10 Entrepreneurship and innovation 117
Chapter 11 Mergers, acquisitions and alliances 125
Part III STRATEGY IN ACTION 135
Chapter 12 Evaluating strategies 136
Chapter 13 Strategy development processes 149
Chapter 14 Organising and strategy 161
Chapter 15 Leadership and strategic change 168
Chapter 16 The practice of strategy 178
Case Teaching Notes
Glastonbury: from hippy weekend to international festival 187
The global pharmaceutical industry: back to the future? 191
Siemens A: exploring the future 197
The ‘pub’: decline of a British institution – how the brewers fought back 206
Ricoh Canada Inc.: printing the future or recycling the past 210
H&M in fast fashion: continued success? 219
The Formula 1 constructors: capabilities for success 231
‘Access to Healthcare’: integrating a CSR programme in Coloplast 238
Manchester United FC: competing with Europe’s elite clubs 245
, Johnson et al., Exploring Strategy Text and Cases, 11e, Instructor’s Manual
Adnams: a living company 266
Widespace: managing growth and culture within a maturing technology venture 273
Ryanair: the low fares airline – ‘always getting better’? 276
Flight Centre Limited: competing to provide the lowest air fares 319
Megabrew: creating an undisputed global brewing champion? 323
AirAsia and the Tune Group: diversifying across industries 331
Severstal: growth and consolidation strategies in a turbulent global steel industry 337
Indian Premier League: glitz, glamour and globalisation 344
Handelsbanken: banking done differently 347
Ningbo Smarter Logistics: innovating in partnership with IBM in China 352
Leadership and innovation at Apple Inc.: entering the post-Jobs era 356
All change at Teva 365
Mondelēz International: ‘Are you going to stick around, Irene?’ Acquisition,
de-merger, divestment and governance in the growth strategy of
Mondelēz International 369
CRH plc: leveraging corporate strategy for value creation and global leadership 378
Evaluating the Mexican narco-trafficking problem 386
Where should the beds go? Infrastructure planning in NHS England 395
Strategic planning at King Faisal Hospital and Research Centre, Saudi Arabia 402
Mormor Magda’s ice cream: can you be hot in a cool market? 411
Academies and Free Schools: the future of education 417
Siemens B: implementing the strategy 420
Paul Polman: turnaround and development of strategy at Unilever 426
Aurizon: managing change in a complex environment 432
In the boardroom at HomeCo 437
, Acknowledgements
We are grateful to the following for permission to reproduce copyright material:
Tables
Table on page 173 from Why Change Programs Don’t Produce Change, Harvard
Business Review, Nov–Dec (Beer, M., Eisenstat, R. A., & Spector, B. 1990).
Text
Mission statement on p. 26 from British Heart Foundation; Lyric on page 53 from
Hardly Working by Andrew Mason © Andrew Mason.
In some instances, we have been unable to trace the owners of copyright material, and we
would appreciate any information that would enable us to do so.
1. Introduction
Exploring Strategy represents one of the most comprehensive packages of material and
support for teachers and students of strategy. The following materials and assistance are now
available:
• The text with improved design and layout to assist readers – including objectives for
each part of the book and chapter learning outcomes, concept definitions, chapter
summaries, additional reading and much more.
• Over seventy illustrations and fifteen Thinking Differently sections each including
questions to facilitate their use as mini cases or class discussions.
• Sixteen end-of-chapter case examples with specific relevance to the content of the
chapter and with questions relating to the major learning issues in the chapter.
• End-of-chapter work assignments, which provide further opportunities for student
assessment, additional work or self-assessment.
• Thirty case studies (text and cases version only) together with comprehensive teaching
notes (in this manual and on the website). The case collection contains a rich mixture
of material, including long and short cases from many different sectors and different
countries.
• Over thirty ‘classic cases’ from past editions (where they are not carried forward into
eleventh edition but are still useful to tutors and students).
• The Strategy Experience simulation gives students hands-on experience of strategic
analysis and decision making. The simulation can be used by individual students, or as
part of a wider classroom exercise.
5
Exploring Strategy
Text and Cases
Eleventh edition
Gerry Johnson
Richard Whittington
Kevan Scholes
Duncan Angwin
, Contents
Acknowledgements 5
Chapter 1 Introducing strategy 25
Part I THE STRATEGIC POSITION 32
Chapter 2 Macro-environment analysis 33
Chapter 3 Industry and sector analysis 41
Chapter 4 Resources and capabilities 51
Chapter 5 Stakeholders and governance 65
Chapter 6 History and culture 74
Part II STRATEGIC CHOICES 85
Chapter 7 Business strategy and models 86
Chapter 8 Corporate strategy and diversification 97
Chapter 9 International strategy 108
Chapter 10 Entrepreneurship and innovation 117
Chapter 11 Mergers, acquisitions and alliances 125
Part III STRATEGY IN ACTION 135
Chapter 12 Evaluating strategies 136
Chapter 13 Strategy development processes 149
Chapter 14 Organising and strategy 161
Chapter 15 Leadership and strategic change 168
Chapter 16 The practice of strategy 178
Case Teaching Notes
Glastonbury: from hippy weekend to international festival 187
The global pharmaceutical industry: back to the future? 191
Siemens A: exploring the future 197
The ‘pub’: decline of a British institution – how the brewers fought back 206
Ricoh Canada Inc.: printing the future or recycling the past 210
H&M in fast fashion: continued success? 219
The Formula 1 constructors: capabilities for success 231
‘Access to Healthcare’: integrating a CSR programme in Coloplast 238
Manchester United FC: competing with Europe’s elite clubs 245
, Johnson et al., Exploring Strategy Text and Cases, 11e, Instructor’s Manual
Adnams: a living company 266
Widespace: managing growth and culture within a maturing technology venture 273
Ryanair: the low fares airline – ‘always getting better’? 276
Flight Centre Limited: competing to provide the lowest air fares 319
Megabrew: creating an undisputed global brewing champion? 323
AirAsia and the Tune Group: diversifying across industries 331
Severstal: growth and consolidation strategies in a turbulent global steel industry 337
Indian Premier League: glitz, glamour and globalisation 344
Handelsbanken: banking done differently 347
Ningbo Smarter Logistics: innovating in partnership with IBM in China 352
Leadership and innovation at Apple Inc.: entering the post-Jobs era 356
All change at Teva 365
Mondelēz International: ‘Are you going to stick around, Irene?’ Acquisition,
de-merger, divestment and governance in the growth strategy of
Mondelēz International 369
CRH plc: leveraging corporate strategy for value creation and global leadership 378
Evaluating the Mexican narco-trafficking problem 386
Where should the beds go? Infrastructure planning in NHS England 395
Strategic planning at King Faisal Hospital and Research Centre, Saudi Arabia 402
Mormor Magda’s ice cream: can you be hot in a cool market? 411
Academies and Free Schools: the future of education 417
Siemens B: implementing the strategy 420
Paul Polman: turnaround and development of strategy at Unilever 426
Aurizon: managing change in a complex environment 432
In the boardroom at HomeCo 437
, Acknowledgements
We are grateful to the following for permission to reproduce copyright material:
Tables
Table on page 173 from Why Change Programs Don’t Produce Change, Harvard
Business Review, Nov–Dec (Beer, M., Eisenstat, R. A., & Spector, B. 1990).
Text
Mission statement on p. 26 from British Heart Foundation; Lyric on page 53 from
Hardly Working by Andrew Mason © Andrew Mason.
In some instances, we have been unable to trace the owners of copyright material, and we
would appreciate any information that would enable us to do so.
1. Introduction
Exploring Strategy represents one of the most comprehensive packages of material and
support for teachers and students of strategy. The following materials and assistance are now
available:
• The text with improved design and layout to assist readers – including objectives for
each part of the book and chapter learning outcomes, concept definitions, chapter
summaries, additional reading and much more.
• Over seventy illustrations and fifteen Thinking Differently sections each including
questions to facilitate their use as mini cases or class discussions.
• Sixteen end-of-chapter case examples with specific relevance to the content of the
chapter and with questions relating to the major learning issues in the chapter.
• End-of-chapter work assignments, which provide further opportunities for student
assessment, additional work or self-assessment.
• Thirty case studies (text and cases version only) together with comprehensive teaching
notes (in this manual and on the website). The case collection contains a rich mixture
of material, including long and short cases from many different sectors and different
countries.
• Over thirty ‘classic cases’ from past editions (where they are not carried forward into
eleventh edition but are still useful to tutors and students).
• The Strategy Experience simulation gives students hands-on experience of strategic
analysis and decision making. The simulation can be used by individual students, or as
part of a wider classroom exercise.
5
