Instructor’sManual d
ExploringStrategyText d d
andCases d d
Twelfthedition d
RichardWhittington d
Patrick Regnér
d d
Duncan Angwin
d d
Gerry Johnson
d d
Kevan Scholes
d d
WiththeassistanceofCliveKerridgeandJason Evans
d d d d d d d d
Forfurtherinstructormaterial please
d d d d
visit: d
go.pearson.com/uk/he/resources
©PearsonEducation Limited2020
d d d d
Lecturersadoptingthemaintextarepermittedtodownloadandphotocopythemanualasrequired.
d d d d d d d d d d d d d d
,PEARSON EDUCATION LIMITED d d
KAOTwo d
KAO Park
d d
HarlowCM179SR United d d d
Kingdom
d
Tel: +44 (0)1279 623623 d d d
Web: www.pearson-books.com d
Thisedition published 2020 d d d
© Pearson Education Limited 2020
d d d d
The rights of Richard Whittington, Patrick Regnér, Duncan Angwin, Gerry Johnson and Kevan Scholes to
d d d d d d d d d d d d d d
be identified as authors of this work have been asserted by them in accordance with the Copyright, Designs
d d d d d d d d d d d d d d d d d d
and Patents Act 1988.
d d d d
ISBN 978-1-292-28249-7 d
All rights reserved. Permission is hereby given for the material in this publication to be reproduced for
d d d d d d d d d d d d d d d d
OHP transparencies and student handouts, without express permission of the Publishers, for
d d d d d d d d d d d d
educational purposes only. In all other cases, no part of this publication may be reproduced, stored in a
d d d d d d d d d d d d d d d d d d
retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying,
d d d d d d d d d d d d d d
recording, or otherwise without either the prior written permission of the Publishers or a licence
d d d d d d d d d d d d d d d
permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency Ltd.,
d d d d d d d d d d d d d d
Barnard’s Inn, 86 Fetter Lane, London EC4A 1EN. This book may not be lent, resold, hired out or
d d d d d d d d d d d d d d d d d d
otherwise disposed of by way of trade in any form of binding or cover other than that in which it is
d d d d d d d d d d d d d d d d d d d d d
published, without the prior consent of the Publishers.
d d d d d d d d
Please note that, unless the material is specifically cited with a source, any company names used within
d d d d d d d d d d d d d d d d
this Instructor’s Manual have been created by the authors and are intended to be fictitious.
d d d d d d d d d d d d d d d
Pearson Education is not responsible for the content ofthird-partyinternet sites.
d d d d d d d d d d d
The Financial Times. With a worldwide network of highly respected journalists, The Financial Times
d d d d d d d d d d d d d
provides global business news, insightful opinion and expert analysis of business, finance and politics.
d d d d d d d d d d d d d d
With over 500 journalists reporting from 50 countries worldwide, our in-depth coverage of
d d d d d d d d d d d d d
international news is objectively reported and analysed from an independent, global perspective. To
d d d d d d d d d d d d d
find out more, visit www.ft.com/pearsonoffer.
d d d d d
2
©Pearson EducationLimited 2020
d d d d
, Contents
Chapter1 d Introducingstrategy d 23
Part I d THE STRATEGIC POSITION
d d 31
Chapter2 d Macro-environment analysis d 32
Chapter3 d Industry and sector analysis d d d 41
Chapter4 d Resourcesandcapabilitiesanalysis d d d 56
Chapter5 d Stakeholders and governance d d 71
Chapter6 d History and culture d d 80
Part II d STRATEGIC CHOICES d 92
Chapter7 d Business strategy and models d d d 93
Chapter8 d Corporatestrategy d 105
Chapter9 d Internationalstrategy d 125
Chapter10 d Entrepreneurship andinnovation d d 136
Chapter11 d Mergers, acquisitions andalliances d d d 145
Part IIId STRATEGY IN ACTION d d 156
Chapter12 d Evaluatingstrategies d 157
Chapter13 d Strategydevelopment processes d d 170
Chapter14 d Organising andstrategy d d 183
Chapter15 d Leadership and strategicchange d d d 190
Chapter16 d The practice of strategy
d d d 198
Case Teaching Notes
d d
Glastonbury: from hippy weekend to international festival d d d d d d 209
The global pharmaceutical industry: harnessing the whirlwind
d d d d d d 214
Siemens A: exploring the future d d d d 220
Relocation,Relocation, Relocation:evolvingstrategiesto dealwithshifting shopping
d d d d d d d d d
patternsat Vision Express
d d d 225
Ricoh Canada Inc.
d d 241
H&M in fast fashion: continued success?
d d d d d 250
The Formula 1 Constructors
d d d 261
‘Access to Healthcare’: integrating a CSR programmein Coloplast
d d d d d d d d 268
Manchester United FC: struggling to compete with Europe’s elite clubs
d d d d d d d d d 275
Adnams – A Local Company d d d d 299
3
©Pearson EducationLimited 2020
d d d d
, ‘Daretoknow’:Theintegration ofUniversitéParis-DauphinewithParisScienceset
d d d d d d d d d d d
Lettres(PSL)University d d 308
Ryanair: the lowfares airline – new directions? d d d d d d d 313
Multi-sided platformcompetition in thevideo game industry d d d d d d d 343
Megabrew:creating an undisputedglobalbrewing champion? d d d d d d 347
AirAsiaandtheTune Group: diversifyingacrossindustries
d d d d d d d 356
Severstal: a journey from growth to consolidation within the steel industry
d d d d d d d d d d 362
IndianPremier League: glitz, glamourand globalisation
d d d d d d 370
Handelsbanken –banking donedifferently d d d d 374
Caitec:A Chinese Businessin Africa d d d d d 378
Goingfor aRide:Entrepreneurial Journeysin theon-demandtransportation sector
d d d d d d d d d d 386
Leadership atAppleInc d d d 392
HasTeva been saved? Responding to challengesand problems in genericpharmaceuticals
d d d d d d d d d d d 400
ManagingM&A:Elekta’s acquistion of Neuromag d d d d d 403
CRH plc: Optimising value through corporate strategy
d d d d d d 409
Counterstrategy:resistingtheMexicannarco-traffickingbusiness d d d d d 417
OakTree Inn:Growth challenges facing afamily-run tourismbusiness
d d d d d d d d d 427
StrategicplanningatKingFaisal HospitalandResearchCentreSaudi Arabia
d d d d d d d d d d 435
Mormor Magda’s ice cream – can you be hot in acool market?
d d d d d d d d d d d d 445
Emmaus:the founder as a resource? d d d d d 450
Siemens B:‘making real what matters’ d d d d d 459
Cultivating arich harvestat Orchard d d d d d 468
Strategy Work in Dörr och Portbolaget– How open can you be?
d d d d d d d d d d d 473
IntheboardroomatHomeCo
d d d d 480
4
©Pearson EducationLimited 2020
d d d d
ExploringStrategyText d d
andCases d d
Twelfthedition d
RichardWhittington d
Patrick Regnér
d d
Duncan Angwin
d d
Gerry Johnson
d d
Kevan Scholes
d d
WiththeassistanceofCliveKerridgeandJason Evans
d d d d d d d d
Forfurtherinstructormaterial please
d d d d
visit: d
go.pearson.com/uk/he/resources
©PearsonEducation Limited2020
d d d d
Lecturersadoptingthemaintextarepermittedtodownloadandphotocopythemanualasrequired.
d d d d d d d d d d d d d d
,PEARSON EDUCATION LIMITED d d
KAOTwo d
KAO Park
d d
HarlowCM179SR United d d d
Kingdom
d
Tel: +44 (0)1279 623623 d d d
Web: www.pearson-books.com d
Thisedition published 2020 d d d
© Pearson Education Limited 2020
d d d d
The rights of Richard Whittington, Patrick Regnér, Duncan Angwin, Gerry Johnson and Kevan Scholes to
d d d d d d d d d d d d d d
be identified as authors of this work have been asserted by them in accordance with the Copyright, Designs
d d d d d d d d d d d d d d d d d d
and Patents Act 1988.
d d d d
ISBN 978-1-292-28249-7 d
All rights reserved. Permission is hereby given for the material in this publication to be reproduced for
d d d d d d d d d d d d d d d d
OHP transparencies and student handouts, without express permission of the Publishers, for
d d d d d d d d d d d d
educational purposes only. In all other cases, no part of this publication may be reproduced, stored in a
d d d d d d d d d d d d d d d d d d
retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying,
d d d d d d d d d d d d d d
recording, or otherwise without either the prior written permission of the Publishers or a licence
d d d d d d d d d d d d d d d
permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency Ltd.,
d d d d d d d d d d d d d d
Barnard’s Inn, 86 Fetter Lane, London EC4A 1EN. This book may not be lent, resold, hired out or
d d d d d d d d d d d d d d d d d d
otherwise disposed of by way of trade in any form of binding or cover other than that in which it is
d d d d d d d d d d d d d d d d d d d d d
published, without the prior consent of the Publishers.
d d d d d d d d
Please note that, unless the material is specifically cited with a source, any company names used within
d d d d d d d d d d d d d d d d
this Instructor’s Manual have been created by the authors and are intended to be fictitious.
d d d d d d d d d d d d d d d
Pearson Education is not responsible for the content ofthird-partyinternet sites.
d d d d d d d d d d d
The Financial Times. With a worldwide network of highly respected journalists, The Financial Times
d d d d d d d d d d d d d
provides global business news, insightful opinion and expert analysis of business, finance and politics.
d d d d d d d d d d d d d d
With over 500 journalists reporting from 50 countries worldwide, our in-depth coverage of
d d d d d d d d d d d d d
international news is objectively reported and analysed from an independent, global perspective. To
d d d d d d d d d d d d d
find out more, visit www.ft.com/pearsonoffer.
d d d d d
2
©Pearson EducationLimited 2020
d d d d
, Contents
Chapter1 d Introducingstrategy d 23
Part I d THE STRATEGIC POSITION
d d 31
Chapter2 d Macro-environment analysis d 32
Chapter3 d Industry and sector analysis d d d 41
Chapter4 d Resourcesandcapabilitiesanalysis d d d 56
Chapter5 d Stakeholders and governance d d 71
Chapter6 d History and culture d d 80
Part II d STRATEGIC CHOICES d 92
Chapter7 d Business strategy and models d d d 93
Chapter8 d Corporatestrategy d 105
Chapter9 d Internationalstrategy d 125
Chapter10 d Entrepreneurship andinnovation d d 136
Chapter11 d Mergers, acquisitions andalliances d d d 145
Part IIId STRATEGY IN ACTION d d 156
Chapter12 d Evaluatingstrategies d 157
Chapter13 d Strategydevelopment processes d d 170
Chapter14 d Organising andstrategy d d 183
Chapter15 d Leadership and strategicchange d d d 190
Chapter16 d The practice of strategy
d d d 198
Case Teaching Notes
d d
Glastonbury: from hippy weekend to international festival d d d d d d 209
The global pharmaceutical industry: harnessing the whirlwind
d d d d d d 214
Siemens A: exploring the future d d d d 220
Relocation,Relocation, Relocation:evolvingstrategiesto dealwithshifting shopping
d d d d d d d d d
patternsat Vision Express
d d d 225
Ricoh Canada Inc.
d d 241
H&M in fast fashion: continued success?
d d d d d 250
The Formula 1 Constructors
d d d 261
‘Access to Healthcare’: integrating a CSR programmein Coloplast
d d d d d d d d 268
Manchester United FC: struggling to compete with Europe’s elite clubs
d d d d d d d d d 275
Adnams – A Local Company d d d d 299
3
©Pearson EducationLimited 2020
d d d d
, ‘Daretoknow’:Theintegration ofUniversitéParis-DauphinewithParisScienceset
d d d d d d d d d d d
Lettres(PSL)University d d 308
Ryanair: the lowfares airline – new directions? d d d d d d d 313
Multi-sided platformcompetition in thevideo game industry d d d d d d d 343
Megabrew:creating an undisputedglobalbrewing champion? d d d d d d 347
AirAsiaandtheTune Group: diversifyingacrossindustries
d d d d d d d 356
Severstal: a journey from growth to consolidation within the steel industry
d d d d d d d d d d 362
IndianPremier League: glitz, glamourand globalisation
d d d d d d 370
Handelsbanken –banking donedifferently d d d d 374
Caitec:A Chinese Businessin Africa d d d d d 378
Goingfor aRide:Entrepreneurial Journeysin theon-demandtransportation sector
d d d d d d d d d d 386
Leadership atAppleInc d d d 392
HasTeva been saved? Responding to challengesand problems in genericpharmaceuticals
d d d d d d d d d d d 400
ManagingM&A:Elekta’s acquistion of Neuromag d d d d d 403
CRH plc: Optimising value through corporate strategy
d d d d d d 409
Counterstrategy:resistingtheMexicannarco-traffickingbusiness d d d d d 417
OakTree Inn:Growth challenges facing afamily-run tourismbusiness
d d d d d d d d d 427
StrategicplanningatKingFaisal HospitalandResearchCentreSaudi Arabia
d d d d d d d d d d 435
Mormor Magda’s ice cream – can you be hot in acool market?
d d d d d d d d d d d d 445
Emmaus:the founder as a resource? d d d d d 450
Siemens B:‘making real what matters’ d d d d d 459
Cultivating arich harvestat Orchard d d d d d 468
Strategy Work in Dörr och Portbolaget– How open can you be?
d d d d d d d d d d d 473
IntheboardroomatHomeCo
d d d d 480
4
©Pearson EducationLimited 2020
d d d d
