Archives: Solution Manual

Chapter 3 Assessing the Internal Environment of the Firm…………………. 74 (3-2) Value-Chain Analysis………………………………………………………….……….…. 76 (3-3) Primary Activities……………………………………………………………………….….……….………… 77 (3-4) Support Activities………………………………………………………………………………….…….…….. 80 (3-7) Interrelationships among Value-Chain Activities within and across Organizations…………………………………………….……….……….. 85 (3-9) Integrating Customers into the Value Chain………………………………………………………….. 85 […]

Discussion Question 37: What are some other ways that end users can increase their buying power by using the Internet? STRATEGY SPOTLIGHT 2.5 addresses the role of the Internet in shaking up the legal Discussion Question 38: What are some […]

B. The Sociocultural Segment Sociocultural forces influence the values, beliefs, and lifestyles of a society. Examples include a higher percentage of women in the workforce, dual-income families, increases in the Discussion Question 24: Name two industries that have benefited from […]

Chapter 2 Analyzing the External Environment of the Firm: Creating Competitive Advantages…………………………….…….……….…….… 36 (2-2) Creating the Environmentally Aware Organization……….………….…….. 38 (2-3) The Role of Scanning, Monitoring, Competitive Intelligence, and Forecasting…………………………………………………………………….….……….…… 39 (2-4) SWOT Analysis………………………………………………………………………………………………..… 42 (2-9) The General Environment………………………………………………………………. 43 […]

III. How to Get the Most from Case Analysis Strategic management is a highly integrative task that draws on many areas of specialization at several levels, from the individual to the whole society. Thus, case analysis is enriching as a […]

Chapter 13 Analyzing Strategic Management Cases…………….…….….…….. 416 (13-2) Why Analyze Strategic Management Cases?……….…….…….….…….……. 417 (13-2) How to Conduct a Case Analysis……………………………..….…….…….……… 419 (13-5) Become Familiar with the Material………………………………………………………………….….. 421 (13-6) Identify Problems……………………………………………………………………………………….….….. 422 (13-6) Conduct Strategic Analyses…………………………………………………………….…….…….……… 422 (13-7) Propose […]

 VII. SUMMARY To remain competitive in today’s economy, established firms must find new avenues for development and growth. This chapter has addressed how innovation and corporate Innovation is one of the primary means by which corporations grow and strengthen […]

IV. Entrepreneurial Orientation Entrepreneurial orientation (EO) refers to the strategy-making practices and decision- making styles that businesses use in identifying and launching corporate ventures. It consists of EXHIBIT 12.3 summarizes the dimensions of an entrepreneurial orientation. The SUPPLEMENT below illustrates […]

G. Collaborating with Innovation Partners Innovation partners can provide skills and insights that are often needed to make innovation projects succeed. Strategic partnering has other benefits as well. It requires firms to Firms need a mechanism to help decide whom […]

Chapter 12 Managing Innovation and Fostering Corporate Entrepreneurship……………………………………….….…. 380 (12-2) Managing Innovation………………………………………………………………..….… 382 (12-4) Types of Innovation…………………………………………………………………………………….….….. 382 (12-4) Challenges of Innovation………………………………………………………………………..…….….… 384 (12-5) Cultivating Innovation Skills……………………………………………………………………………….. 387 (12-7) Defining the Scope of Innovation…………………………………………………………………………. 387 (12-8) Managing the Pace of […]

End of Chapter Teaching Notes Chapter 11: Strategic Leadership: Creating a Learning Organization and an Ethical Organization Summary Review Questions 1. Three key activities—setting a direction, designing the organization, and nurturing a culture and ethics—are all part of what effective […]

B.Integrity-Based versus Compliance-Based Organizational Ethics There is an important link between organizational integrity and the personal integrity of an organization’s members. While there can’t be high-integrity organizations without high- Organizational integrity goes beyond personal integrity. It is based on the […]

B. Using Power Effectively Leaders derive their power from many bases. There are two primary types of power: These sources of power are illustrated in EXHIBIT 11.2. Effective leaders use the different bases of power as the need arises. They […]

Chapter 11 Strategic Leadership: Creating a Learning Organization and an Ethical Organization……………….….…….….….….….….…. 348 (11-2) Leadership: Three Interdependent Activities………………………….….….… 350 (11-4) Setting a Direction……………………………………………………………………………….….…….….. 351 (11-5) Designing the Organization……………………………………………………………………..….……… 351 (11-6) Nurturing a Culture Committed to Excellence and Ethical Behavior……….…….….…….. 352 […]

3. What are the relative advantages and disadvantages of the types of organizational structure—simple, functional, divisional, matrix—discussed in the chapter? Response: The simple structure has advantages of Being very effective and efficient in the coordination of activities The disadvantages of […]

1. Challenges and Risks Despite their many advantages, alliances often fail to meet expectations. One reason is that unique managerial skills are required—managers who can find good partners, build win-win The virtual organization is the culmination of joint venture strategies […]

F. International Operations: Implications for Organizational Structure Consistency between strategy and structure is required to be successful in global markets. Firms that pursue multidomestic strategies (as discussed in Chapter 7) would most likely use international division or geographic-area division structures. […]

Chapter 10 Creating Effective Organizational Designs………….….….….…… 314 (10-2) Traditional Forms of Organizational Structure……………………..….…….. 316 (10-4) Patterns of Growth of Large Corporations: Strategy-Structure Relationships….……….. 316 (10-5) Simple Structure………………………………………………………………………………………..….…… 318 (10-5) Functional Structure……………………………………………………………………………….….….….. 318 (10-5) Divisional Structure…………………………………………………………………………….….…….…… 320 (10-7) Matrix Structure………………………………………………………………………………………..….…… 323 […]

Strategic Coherence: What is the mission of your organization? What are the strategic objectives of the department or unit you are working for? In what ways does your own Students should understand how their efforts are helping their employers to […]

2. The Triple Bottom Line: Incorporating Financial as well as Environmental and Social Costs Next, we state that many companies are measuring what they call the “triple bottom line.” Such a technique involves an assessment of environmental, social, and financial […]

part 1 Strategic Analysis Chapter 1 Strategic Management: Creating Competitive Advantages…. 2 (1-2) What Is Strategic Management?……………………………..…….….…….….….. 8 (1-5) Defining Strategic Management…………………………………………………………..….…….….… 8 (1-5) The Four Key Attributes of Strategic Management……………………………….….….…….….. 9 (1-6) The Strategic Management Process…………………………………………………. 10 (1-7) Intended […]

Tangible Resources: Financial: Jamba Juice had struggled with strategy here. The recent strategy to increase the number of stores, and increase customer traffic was a way to fix lagging finances. Physical: Stores were designed to be attractive, and showcase natural […]

Teaching Note: Case 9 – Jamba Juice Case Objectives 1. To investigate choice of competitive strategy in a crowded industry environment. 2. To examine how external and internal forces affect competitive strategy and options for innovation and growth. See the […]

According to the current information, the 2013 initial franchise fee is $15,000. See http://www.dippindots.com/business/franchising.html Dippin’ Dots direct competitor Mini Melts does not franchise shops, but instead supports dealers’ vending machines that dispense the pelleted ice cream dessert worldwide. Here’s a […]

Teaching Note: Case 8 – Dippin’ Dots: Is the Future Frozen? Case Objectives 1. To discuss the decisions and actions that a firm has to undertake to sustain a competitive advantage. 2. To understand the importance of managing innovation, especially […]

1. What are key forces in the general and industry environments that affect Weight Watcher’s choice of strategy? Referencing Chapter 2: Analyzing the External Environment – Organizational leaders must become aware of factors in the overall environment that might affect […]

Teaching Note: Case 7 – Weight Watchers International Inc. Case Objectives 1. To investigate choice of competitive strategy in a crowded industry environment. 2. To examine how external and internal forces affect competitive strategy. See the table below to determine […]

1. What is it about the initial strategic analysis process that helps a firm identify a business opportunity? How might the external environment affect Kickstarter’s entrepreneurial strategy? Any discussion of strategy assumes an understanding of the strategy concept. See Chapter […]

Teaching Note: Case 6 – Backers Beware: Kickstarter Is Not A Store Case Objectives 1. To understand the importance of strategic leadership and managing innovation, especially when pursing an entrepreneurial growth strategy. See the table below to determine where to […]

What does all this say about the industry, and JetBlue? Regarding the airline industry, a 2007 article at The Motley Fool http://www.fool.com/investing/general/2007/06/15/remove-that-clothespin-from-your- nose.aspx said “Even Warren Buffett is skeptical about making money in airlines (he should know from his experience […]

Teaching Note: Case 5 – JetBlue Airlines: Getting Over the “Blues”? Case Objectives 1. To investigate the challenges of choosing an appropriate competitive strategy. 2. To examine how external and internal forces affect competitive strategy. See the table below to […]

OPTIONAL EXPANDED DISCUSSION: Assess the effectiveness of Southwest Airlines’ leadership, and the use of strategic controls. Southwest is a great case to use to demonstrate the importance of strategic leadership, and how decisions about how to “control” operational elements can […]

Referencing Chapter 4: Recognizing a Firm’s Intellectual Assets As mentioned, Southwest was known for its human relations. The human resources department was called the “People Department” to reflect the emphasis placed on its employees, i.e., the human capital. This case […]

Teaching Note: Case 4 – Southwest: Is LUV Soaring? Case Objectives 1. To discuss the choice of competitive strategy, and options for growth. 2. To examine how external and internal forces affect competitive strategy. See the table below to determine […]

1. What key internal resources does Pixar have that might help it support its competitive strategy? Referencing Chapter 3: Analyzing the Internal Environment of the Firm From Chapter 3, a firm’s value chain helps support its basis of competitive advantage. […]

Teaching Note: Case 36 – Pixar Case Objectives 1. To investigate how external environmental issues can affect a firm’s strategy. 2. To examine how a reevaluation of strategy involves assessment of internal activities and resources. 3. To discuss the decisions […]

Teaching Note: Case 35 – Cirque du Soleil Case Objectives 1. To discuss how leadership can implement strategy and manage innovation. See the table below to determine where to use this case: NOTE: There are both PRIMARY and Secondary chapters […]

NOTE WEB-LINKS: To understand how the European market views competition, see http://airlines.iata.org/blog/2015/06/working-towards-an-effective-aviation-strategy-from- regulators. According to this report in 2015, the European Union feels that a common European strategy is needed: “Other regions put aviation at the centre of their economic […]

Teaching Note: Case 34 – Emirates Airline Case Objectives 1. To examine how external and internal forces affect competitive strategy. 2. To investigate the challenges of choosing an appropriate competitive strategy. See the table below to determine where to use […]

Referencing Chapter 8: Entrepreneurial Strategy and Competitive Dynamics Entrepreneurship involves the creation of new value by an existing organization or new venture For an entrepreneurial venture to create new value, three factors must be present — an entrepreneurial opportunity, the […]

NOTE – ADDITIONAL WEB LINKS TO FINANCIAL DATA, EMBEDDED VIDEO: Ford Motor Company has created a multimedia website. Take a look here: http://www.thefordstory.com/ Here’s one website summarizing Ford’s status and news events. Examine Ford’s stock price over the last five […]

Teaching Note: Case 33 – Is ONE Ford Really Working? Case Objectives 1. To examine how external and internal forces affect competitive strategy. 2. To investigate the choices of business, corporate-level, and international strategies in a 3. To discuss how […]

In 2011, some analysts were concerned about Ackerson’s decisions: http://www.fool.com/investing/general/2011/01/31/strange-days-at-general-motors.aspx? source=isesitlnk0000001&mrr=0.13 Several opinions existed for GM’s future prospects in July 2009. See these analyses: http://money.cnn.com/2009/07/10/news/companies/new_gm_outlook/index.htm? source=yahoo_quote After emerging from bankruptcy, GM faced not only product redesign and quality issues, but […]

Teaching Note: Case 32 – General Motors Case Objectives 1. To examine how external and internal forces affect competitive strategy. 2. To investigate the choices of business, corporate-level and international strategies in a highly turbulent industry. See the table below […]

Teaching Note: Case 31 – Johnson & Johnson Case Objectives 1. To help students understand how a firm makes decisions about what businesses the corporation 2. To encourage discussion of the implications of a firm’s strategy for the structure of […]

Organizational: Other than the initial energy and drive required to start and grow the company Intangible Resources: Human: Expert staffing in production areas, company drivers allowed control of distribution Innovation and creativity: The founders’ background and innovative ability Reputation: Online […]

Teaching Note: Case 30 – FreshDirect: Is It Really Fresh? Case Objectives 1. To investigate how to compete in a crowded industry. See the table below to determine where to use this case: Note: Although this case is best positioned […]

1. What controls did AIG have in place, and how did those controls affect its corporate behavior? Carefully developed policies and procedures guide behavior so that all employees will be encouraged to behave in an ethical manner. However, they must […]

Teaching Note: Case 3 – American International Group and the Bonus Fiasco Case Objectives 1. To help students understand how the ethical orientation of leadership is a key factor in 2. To help students understand the role of strategic control […]

Teaching Note: Case 29 – Heineken Case Objectives 1. To investigate how a firm competes in a global market. See the table below to determine where to use this case: NOTE: There are both PRIMARY and Secondary chapters that can […]