Crafting & executing strategy the quest for competitive advantage : concepts and cases

Cover
CRAFTING AND EXECUTING STRATEGY: The Quest for Competitive Advantage: Concepts and Cases
Dedication
About the Authors
Preface
ACKNOWLEDGMENTS
For Instructors
For Students
Brief Contents
Contents
PART 1 Concepts and Techniques for Crafting and Executing Strategy
	Section A: Introduction and Overview
		Chapter 1: What Is Strategy and Why Is It Important?
			WHAT DO WE MEAN BY STRATEGY?
				Strategy Is about Competing Differently
				Strategy and the Quest for Competitive Advantage
				Why a Company’s Strategy Evolves over Time
				A Company’s Strategy Is Partly Proactive and Partly Reactive
				Strategy and Ethics: Passing the Test of Moral Scrutiny
			A COMPANY’S STRATEGY AND ITS BUSINESS MODEL
			WHAT MAKES A STRATEGY A WINNER?
			WHY CRAFTING AND EXECUTING STRATEGY ARE IMPORTANT TASKS
				Good Strategy + Good Strategy Execution = Good Management
			THE ROAD AHEAD
				ILLUSTRATION CAPSULEs
					1.1 Apple Inc.: Exemplifying a Successful Strategy
					1.2 Pandora, SiriusXM, and Over-the-Air Broadcast Radio: Three Contrasting Business Models
		Chapter 2: Charting a Company’s Direction
			WHAT DOES THE STRATEGY-MAKING, STRATEGY-EXECUTING PROCESS ENTAIL?
			STAGE 1: DEVELOPING A STRATEGIC VISION, MISSION STATEMENT, AND SET OF CORE VALUES
				Developing a Strategic Vision
				Communicating the Strategic Vision
					Expressing the Essence of the Vision in a Slogan
					Why a Sound, Well-Communicated Strategic Vision Matters
				Developing a Company Mission Statement
				Linking the Vision and Mission with Company Values
			STAGE 2: SETTING OBJECTIVES
				Setting Stretch Objectives
				What Kinds of Objectives to Set
				The Need for a Balanced Approach to Objective Setting
				Setting Objectives for Every Organizational Level
			STAGE 3: CRAFTING A STRATEGY
				Strategy Making Involves Managers at All Organizational Levels
				A Company’s Strategy-Making Hierarchy
				Uniting the Strategy-Making Hierarchy
				A Strategic Vision + Mission + Objectives + Strategy = A Strategic Plan
			STAGE 4: EXECUTING THE STRATEGY
			STAGE 5: EVALUATING PERFORMANCE AND INITIATING CORRECTIVE ADJUSTMENTS
			CORPORATE GOVERNANCE: THE ROLE OF THE BOARD OF DIRECTORS IN THE STRATEGY-CRAFTING, STRATEGY-EXECUTING PROCESS
				ILLUSTRATION CAPSULES
					2.1 Examples of Strategic Visions—How Well Do They Measure Up?
					2.2 TOMS Shoes: A Mission with a Company
					2.3 Examples of Company Objectives
					2.4 Corporate Governance Failures at Volkswagen
	Section B: Core Concepts and Analytical Tools
		Chapter 3: Evaluating a Company’s External Environment
			ANALYZING THE COMPANY’S MACRO-ENVIRONMENT
			ASSESSING THE COMPANY’S INDUSTRY AND COMPETITIVE ENVIRONMENT
			THE FIVE FORCES FRAMEWORK
				Competitive Pressures Created by the Rivalry among Competing Sellers
				The Choice of Competitive Weapons
				Competitive Pressures Associated with the Threat of New Entrants
					Whether Entry Barriers Are High or Low
					The Expected Reaction of Industry Members in Defending against New Entry
				Competitive Pressures from the Sellers of Substitute Products
				Competitive Pressures Stemming from Supplier Bargaining Power
				Competitive Pressures Stemming from Buyer Bargaining Power and Price Sensitivity
					Whether Buyers Are More or Less Price Sensitive
				Is the Collective Strength of the Five Competitive Forces Conducive to Good Profitability?
				Matching Company Strategy to Competitive Conditions
			COMPLEMENTORS AND THE VALUE NET
			INDUSTRY DYNAMICS AND THE FORCES DRIVING CHANGE
				Identifying the Forces Driving Industry Change
				Assessing the Impact of the Forces Driving Industry Change
				Adjusting the Strategy to Prepare for the Impacts of Driving Forces
			STRATEGIC GROUP ANALYSIS
				Using Strategic Group Maps to Assess the Market Positions of Key Competitors
				The Value of Strategic Group Maps
			COMPETITOR ANALYSIS AND THE SOAR FRAMEWORK
				Current Strategy
				Objectives
				Resources and Capabilities
				Assumptions
			KEY SUCCESS FACTORS
			THE INDUSTRY OUTLOOK FOR PROFITABILITY
				ILLUSTRATION CAPSULES
					3.1 Comparative Market Positions of Selected Companies in the Casual Dining Industry: A Strategic Group Map Example
					3.2 Business Ethics and Competitive Intelligence
		Chapter 4: Evaluating a Company’s Resources, Capabilities, and Competitiveness
			QUESTION 1: HOW WELL IS THE COMPANY’S PRESENT STRATEGY WORKING?
			QUESTION 2: WHAT ARE THE COMPANY’S STRENGTHS AND WEAKNESSES IN RELATION TO THE MARKET OPPORTUNITIES AND EXTERNAL THREATS?
				Identifying a Company’s Internal Strengths
				Identifying Company Internal Weaknesses
				Identifying a Company’s Market Opportunities
				Identifying External Threats
				What Do the SWOT Listings Reveal?
			QUESTION 3: WHAT ARE THE COMPANY’S MOST IMPORTANT RESOURCES AND CAPABILITIES, AND WILL THEY GIVE THE COMPANY A LASTING COMPETITIVE ADVANTAGE?
				Identifying the Company’s Resources and Capabilities
					Types of Company Resources
					Identifying Capabilities
				Assessing the Competitive Power of a Company’s Resources and Capabilities
					The Four Tests of a Resource’s Competitive Power
					A Company’s Resources and Capabilities Must Be Managed Dynamically
					The Role of Dynamic Capabilities
			QUESTION 4: HOW DO VALUE CHAIN ACTIVITIES IMPACT A COMPANY’S COST STRUCTURE AND CUSTOMER VALUE PROPOSITION?
				The Concept of a Company Value Chain
					Comparing the Value Chains of Rival Companies
					A Company’s Primary and Secondary Activities Identify the Major Components of Its Internal Cost Structure
				The Value Chain System
				Benchmarking: A Tool for Assessing the Costs and Effectiveness of Value Chain Activities
				Strategic Options for Remedying a Cost or Value Disadvantage
					Improving Internally Performed Value Chain Activities
					Improving Supplier-Related Value Chain Activities
					Improving Value Chain Activities of Distribution Partners
				Translating Proficient Performance of Value Chain Activities into Competitive Advantage
					How Value Chain Activities Relate to Resources and Capabilities
			QUESTION 5: IS THE COMPANY COMPETITIVELY STRONGER OR WEAKER THAN KEY RIVALS?
				Strategic Implications of Competitive Strength Assessments
			QUESTION 6: WHAT STRATEGIC ISSUES AND PROBLEMS MERIT FRONT-BURNER MANAGERIAL ATTENTION?
				ILLUSTRATION CAPSULES
					4.1 The Value Chain for Boll & Branch
					4.2 Benchmarking in the Solar Industry
	Section C: Crafting a Strategy
		Chapter 5: The Five Generic Competitive Strategies
			TYPES OF GENERIC COMPETITIVE STRATEGIES
			BROAD LOW-COST STRATEGIES
				The Two Major Avenues for Achieving a Cost Advantage
					Cost-Efficient Management of Value Chain Activities
					Revamping of the Value Chain System to Lower Costs
					Examples of Companies That Revamped Their Value Chains to Reduce Costs
				The Keys to a Successful Broad Low-Cost Strategy
				When a Low-Cost Strategy Works Best
				Pitfalls to Avoid in Pursuing a Low-Cost Strategy
			BROAD DIFFERENTIATION STRATEGIES
				Managing the Value Chain to Create the Differentiating Attributes
					Revamping the Value Chain System to Increase Differentiation
				Delivering Superior Value via a Broad Differentiation Strategy
				When a Differentiation Strategy Works Best
				Pitfalls to Avoid in Pursuing a Differentiation Strategy
			FOCUSED (OR MARKET NICHE) STRATEGIES
				A Focused Low-Cost Strategy
				A Focused Differentiation Strategy
				When a Focused Low-Cost or Focused Differentiation Strategy Is Attractive
				The Risks of a Focused Low-Cost or Focused Differentiation Strategy
			BEST-COST (HYBRID) STRATEGIES
				When a Best-Cost Strategy Works Best
				The Risk of a Best-Cost Strategy
			THE CONTRASTING FEATURES OF THE GENERIC COMPETITIVE STRATEGIES
				Successful Generic Strategies Are Resource-Based
				Generic Strategies and the Three Different Approaches to Competitive Advantage
				ILLUSTRATION CAPSULES
					5.1 Vanguard’s Path to Becoming the Low-Cost Leader in Investment Management
					5.2 Clinícas del Azúcar’s Focused Low-Cost Strategy
					5.3 Canada Goose’s Focused Differentiation Strategy
					5.4 Trader Joe’s Focused Best-Cost Strategy
		Chapter 6: Strengthening a Company’s Competitive Position
			LAUNCHING STRATEGIC OFFENSIVES TO IMPROVE A COMPANY’S MARKET POSITION
				Choosing the Basis for Competitive Attack
				Choosing Which Rivals to Attack
				Blue-Ocean Strategy—a Special Kind of Offensive
			DEFENSIVE STRATEGIES—PROTECTING MARKET POSITION AND COMPETITIVE ADVANTAGE
				Blocking the Avenues Open to Challengers
				Signaling Challengers That Retaliation Is Likely
			TIMING A COMPANY’S STRATEGIC MOVES
				The Potential for First-Mover Advantages
				The Potential for Late-Mover Advantages or First-Mover Disadvantages
				To Be a First Mover or Not
			STRENGTHENING A COMPANY’S MARKET POSITION VIA ITS SCOPE OF OPERATIONS
			HORIZONTAL MERGER AND ACQUISITION STRATEGIES
				Why Mergers and Acquisitions Sometimes Fail to Produce Anticipated Results
			VERTICAL INTEGRATION STRATEGIES
				The Advantages of a Vertical Integration Strategy
					Integrating Backward to Achieve Greater Competitiveness
					Integrating Forward to Enhance Competitiveness
				The Disadvantages of a Vertical Integration Strategy
				Weighing the Pros and Cons of Vertical Integration
			OUTSOURCING STRATEGIES: NARROWING THE SCOPE OF OPERATIONS
				The Risk of Outsourcing Value Chain Activities
			STRATEGIC ALLIANCES AND PARTNERSHIPS
				Capturing the Benefits of Strategic Alliances
				The Drawbacks of Strategic Alliances and Their Relative Advantages
				How to Make Strategic Alliances Work
				ILLUSTRATION CAPSULES
					6.1 Bonobos’s Blue-Ocean Strategy in the U.S. Men’s Fashion Retail Industry
					6.2 Tinder Swipes Right for First-Mover Success
					6.3 Walmart’s Expansion into E-Commerce via Horizontal Acquisition
					6.4 Tesla’s Vertical Integration Strategy
		Chapter 7: Strategies for Competing in International Markets
			WHY COMPANIES DECIDE TO ENTER FOREIGN MARKETS
			WHY COMPETING ACROSS NATIONAL BORDERS MAKES STRATEGY MAKING MORE COMPLEX
				Home-Country Industry Advantages and the Diamond Model
					Demand Conditions
					Factor Conditions
					Related and Supporting Industries
					Firm Strategy, Structure, and Rivalry
				Opportunities for Location-Based Advantages
				The Impact of Government Policies and Economic Conditions in Host Countries
				The Risks of Adverse Exchange Rate Shifts
				Cross-Country Differences in Demographic, Cultural, and Market Conditions
			STRATEGIC OPTIONS FOR ENTERING INTERNATIONAL MARKETS
				Export Strategies
				Licensing Strategies
				Franchising Strategies
				Foreign Subsidiary Strategies
				Alliance and Joint Venture Strategies
					The Risks of Strategic Alliances with Foreign Partners
			INTERNATIONAL STRATEGY: THE THREE MAIN APPROACHES
				Multidomestic Strategies—a “Think-Local, Act-Local” Approach
				Global Strategies—a “Think-Global, Act-Global” Approach
				Transnational Strategies—a “Think-Global, Act-Local” Approach
			INTERNATIONAL OPERATIONS AND THE QUEST FOR COMPETITIVE ADVANTAGE
				Using Location to Build Competitive Advantage
					When to Concentrate Activities in a Few Locations
					When to Disperse Activities across Many Locations
				Sharing and Transferring Resources and Capabilities across Borders to Build Competitive Advantage
				Benefiting from Cross-Border Coordination
			CROSS-BORDER STRATEGIC MOVES
				Waging a Strategic Offensive
				Defending against International Rivals
			STRATEGIES FOR COMPETING IN THE MARKETS OF DEVELOPING COUNTRIES
				Strategy Options for Competing in Developing-Country Markets
			DEFENDING AGAINST GLOBAL GIANTS: STRATEGIES FOR LOCAL COMPANIES IN DEVELOPING COUNTRIES
				ILLUSTRATION CAPSULES
					7.1 Walgreens Boots Alliance, Inc.: Entering Foreign Markets via Alliance Followed by Merger
					7.2 Four Seasons Hotels: Local Character, Global Service
					7.3 WeChat’s Strategy for Defending against International Social Media Giants in China
		Chapter 8: Corporate Strategy
			WHAT DOES CRAFTING A DIVERSIFICATION STRATEGY ENTAIL?
			WHEN TO CONSIDER DIVERSIFYING
			BUILDING SHAREHOLDER VALUE: THE ULTIMATE JUSTIFICATION FOR DIVERSIFYING
			APPROACHES TO DIVERSIFYING THE BUSINESS LINEUP
				Diversifying by Acquisition of an Existing Business
				Entering a New Line of Business through Internal Development
				Using Joint Ventures to Achieve Diversification
				Choosing a Mode of Entry
					The Question of Critical Resources and Capabilities
					The Question of Entry Barriers
					The Question of Speed
					The Question of Comparative Cost
			CHOOSING THE DIVERSIFICATION PATH: RELATED VERSUS UNRELATED BUSINESSES
			DIVERSIFICATION INTO RELATED BUSINESSES
				Identifying Cross-Business Strategic Fit along the Value Chain
					Strategic Fit in Supply Chain Activities
					Strategic Fit in R&D and Technology Activities
					Manufacturing-Related Strategic Fit
					Strategic Fit in Sales and Marketing Activities
					Distribution-Related Strategic Fit
					Strategic Fit in Customer Service Activities
				Strategic Fit, Economies of Scope, and Competitive Advantage
					From Strategic Fit to Competitive Advantage, Added Profitability, and Gains in Shareholder Value
			DIVERSIFICATION INTO UNRELATED BUSINESSES
				Building Shareholder Value via Unrelated Diversification
					The Benefits of Astute Corporate Parenting
					Judicious Cross-Business Allocation of Financial Resources
					Acquiring and Restructuring Undervalued Companies
				The Path to Greater Shareholder Value through Unrelated Diversification
				The Drawbacks of Unrelated Diversification
					Demanding Managerial Requirements
					Limited Competitive Advantage Potential
				Misguided Reasons for Pursuing Unrelated Diversification
			COMBINATION RELATED–UNRELATED DIVERSIFICATION STRATEGIES
			EVALUATING THE STRATEGY OF A DIVERSIFIED COMPANY
				Step 1: Evaluating Industry Attractiveness
					Calculating Industry-Attractiveness Scores
					Interpreting the Industry-Attractiveness Scores
				Step 2: Evaluating Business Unit Competitive Strength
					Calculating Competitive-Strength Scores for Each Business Unit
					Interpreting the Competitive-Strength Scores
					Using a Nine-Cell Matrix to Simultaneously Portray Industry Attractiveness and Competitive Strength
				Step 3: Determining the Competitive Value of Strategic Fit in Diversified Companies
				Step 4: Checking for Good Resource Fit
					Financial Resource Fit
					Nonfinancial Resource Fit
				Step 5: Ranking Business Units and Assigning a Priority for Resource Allocation
					Allocating Financial Resources
				Step 6: Crafting New Strategic Moves to Improve Overall Corporate Performance
					Sticking Closely with the Present Business Lineup
					Broadening a Diversified Company’s Business Base
					Retrenching to a Narrower Diversification Base
					Restructuring a Diversified Company’s Business Lineup
				ILLUSTRATION CAPSULES
					8.1 The Kraft–Heinz Merger: Pursuing the Benefits of Cross-Business Strategic Fit
					8.2 Restructuring for Better Performance at Hewlett-Packard (HP)
		Chapter 9: Ethics, Corporate Social Responsibility, Environmental Sustainability, and Strategy
			WHAT DO WE MEAN BY BUSINESS ETHICS?
			WHERE DO ETHICAL STANDARDS COME FROM—ARE THEY UNIVERSAL OR DEPENDENT ON LOCAL NORMS?
				The School of Ethical Universalism
				The School of Ethical Relativism
					The Use of Underage Labor
					The Payment of Bribes and Kickbacks
					Why Ethical Relativism Is Problematic for Multinational Companies
				Ethics and Integrative Social Contracts Theory
			HOW AND WHY ETHICAL STANDARDS IMPACT THE TASKS OF CRAFTING AND EXECUTING STRATEGY
			DRIVERS OF UNETHICAL BUSINESS STRATEGIES AND BEHAVIOR
				Faulty Oversight, Enabling the Unscrupulous Pursuit of Personal Gain and Self-Interest
				Heavy Pressures on Company Managers to Meet Short-Term Performance Targets
				A Company Culture That Puts Profitability and Business Performance Ahead of Ethical Behavior
			WHY SHOULD COMPANY STRATEGIES BE ETHICAL?
				The Moral Case for an Ethical Strategy
				The Business Case for Ethical Strategies
			STRATEGY, CORPORATE SOCIAL RESPONSIBILITY, AND ENVIRONMENTAL SUSTAINABILITY
				The Concepts of Corporate Social Responsibility and Good Corporate Citizenship
					Corporate Social Responsibility and the Triple Bottom Line
				What Do We Mean by Sustainability and Sustainable Business Practices?
				Crafting Corporate Social Responsibility and Sustainability Strategies
				The Moral Case for Corporate Social Responsibility and Environmentally Sustainable Business Practices
				The Business Case for Corporate Social Responsibility and Environmentally Sustainable Business Practices
				ILLUSTRATION CAPSULES
					9.1 Ethical Violations at Uber and their Consequences
					9.2 How PepsiCo Put Its Ethical Principles into Practice
					9.3 Warby Parker: Combining Corporate Social Responsibility with Affordable Fashion
					9.4 Unilever’s Focus on Sustainability
	Section D: Executing the Strategy
		Chapter 10: Building an Organization Capable of Good Strategy Execution: People, Capabilities, and Structure
			A FRAMEWORK FOR EXECUTING STRATEGY
				The Principal Components of the Strategy Execution Process
					What’s Covered in Chapters 10, 11, and 12
			BUILDING AN ORGANIZATION CAPABLE OF GOOD STRATEGY EXECUTION: THREE KEY ACTIONS
			STAFFING THE ORGANIZATION
				Putting Together a Strong Management Team
				Recruiting, Training, and Retaining Capable Employees
			DEVELOPING AND BUILDING CRITICAL RESOURCES AND CAPABILITIES
				Three Approaches to Building and Strengthening Capabilities
					Developing Capabilities Internally
					Acquiring Capabilities through Mergers and Acquisitions
					Accessing Capabilities through Collaborative Partnerships
				The Strategic Role of Employee Training
				Strategy Execution Capabilities and Competitive Advantage
			MATCHING ORGANIZATIONAL STRUCTURE TO THE STRATEGY
				Deciding Which Value Chain Activities to Perform Internally and Which to Outsource
				Aligning the Firm’s Organizational Structure with Its Strategy
					Making Strategy-Critical Activities the Main Building Blocks of the Organizational Structure
					Matching Type of Organizational Structure to Strategy Execution Requirements
				Determining How Much Authority to Delegate
					Centralized Decision Making: Pros and Cons
					Decentralized Decision Making: Pros and Cons
					Capturing Cross-Business Strategic Fit in a Decentralized Structure
				Providing for Internal Cross-Unit Coordination
				Facilitating Collaboration with External Partners and Strategic Allies
				Further Perspectives on Structuring the Work Effort
				ILLUSTRATION CAPSULES
					10.1 Management Development at Deloitte Touche Tohmatsu Limited
					10.2 Zara’s Strategy Execution Capabilities
					10.3 Which Value Chain Activities Does Apple Outsource and Why?
		Chapter 11: Managing Internal Operations
			ALLOCATING RESOURCES TO THE STRATEGY EXECUTION EFFORT
			INSTITUTING POLICIES AND PROCEDURES THAT FACILITATE STRATEGY EXECUTION
			EMPLOYING BUSINESS PROCESS MANAGEMENT TOOLS
				Promoting Operating Excellence: Three Powerful Business Process Management Tools
					Business Process Reengineering
					Total Quality Management Programs
					Six Sigma Quality Control Programs
					The Difference between Business Process Reengineering and Continuous-Improvement Programs Like Six Sigma and TQM
				Capturing the Benefits of Initiatives to Improve Operations
			INSTALLING INFORMATION AND OPERATING SYSTEMS
				Instituting Adequate Information Systems, Performance Tracking, and Controls
					Monitoring Employee Performance
			USING REWARDS AND INCENTIVES TO PROMOTE BETTER STRATEGY EXECUTION
				Incentives and Motivational Practices That Facilitate Good Strategy Execution
				Striking the Right Balance between Rewards and Punishment
				Linking Rewards to Achieving the Right Outcomes
					Additional Guidelines for Designing Incentive Compensation Systems
				ILLUSTRATION CAPSULES
					11.1 Charleston Area Medical Center’s Six Sigma Program
					11.2 How Wegmans Rewards and Motivates its Employees
					11.3 Nucor Corporation: Tying Incentives Directly to Strategy  Execution
		Chapter 12: Corporate Culture and Leadership
			INSTILLING A CORPORATE CULTURE CONDUCIVE TO GOOD STRATEGY EXECUTION
				Identifying the Key Features of a Company’s Corporate Culture
					The Role of Core Values and Ethics
					Embedding Behavioral Norms in the Organization and Perpetuating the Culture
					The Role of Stories
					Forces That Cause a Company’s Culture to Evolve
					The Presence of Company Subcultures
				Strong versus Weak Cultures
					Strong-Culture Companies
					Weak-Culture Companies
				Why Corporate Cultures Matter to the Strategy Execution Process
				Healthy Cultures That Aid Good Strategy Execution
					High-Performance Cultures
					Adaptive Cultures
				Unhealthy Cultures That Impede Good Strategy Execution
					Change-Resistant Cultures
					Politicized Cultures
					Insular, Inwardly Focused Cultures
					Unethical and Greed-Driven Cultures
					Incompatible, Clashing Subcultures
				Changing a Problem Culture
					Making a Compelling Case for Culture Change
					Substantive Culture-Changing Actions
					Symbolic Culture-Changing Actions
					How Long Does It Take to Change a Problem Culture?
			LEADING THE STRATEGY EXECUTION PROCESS
				Staying on Top of How Well Things Are Going
				Mobilizing the Effort for Excellence in Strategy Execution
				Leading the Process of Making Corrective Adjustments
			A FINAL WORD ON LEADING THE PROCESS OF CRAFTING AND EXECUTING STRATEGY
				ILLUSTRATION CAPSULES
					12.1 Strong Guiding Principles Drive the High-Performance Culture at Epic
					12.2 Driving Cultural Change at Goldman Sachs
PART 2 Cases in Crafting and Executing Strategy
	Section A: Crafting Strategy in Single-Business Companies
		1 Mystic Monk Coffee
		2 Airbnb In 2018
		3 Wil’s Grill
		4 Costco Wholesale in 2018: Mission, Business Model, and Strategy
		5 Competition in the Craft Beer Industry in 2018
		6 Fixer Upper: Expanding the Magnolia Brand
		7 Under Armour’s Turnaround Strategy in 2018: Efforts to Revive North American Sales and Profitability
		8 MoviePass—Are Subscribers Loving It to Death?
		9 TOMS Shoes: Expanding Its Successful One For One BusinessModel
		10 Lola’s Market: Capturing A New Generation
		11 iRobot in 2018: Can the Company Keep the Magic?
		12 Chipotle Mexican Grill’s Strategy in 2018: Will the New CEO Be Able to Rebuild Customer Trust and Revive SalesGrowth?
		13 Twitter Inc. in 2018: Too Little Too Late?
		14 Netflix’s Strategy in 2018: Does the Company Have Sufficient Competitive Strength to Fight Off Aggressive Rivals?
		15 Walmart’s Expansion into Specialty Online Retailing
		16 Amazon.com, Inc.: Driving Disruptive Change in the U.S. Grocery Market
		17 Aliexpress: Can It Mount a Global Challenge to Amazon?
		18 Tesla Motors in 2018: Will the New Model 3 Save the Company?
		19 Mattel Incorporated in 2018: Can Ynon Kreiz Save theToys?
		20 Shearwater Adventures Ltd.
		21 TJX Companies: It’s Strategy in Off-Price Home Accessories and Apparel Retailing
		22 IKEA’s International Marketing Strategy in China
	Section B: Crafting Strategy in Diversified Companies
		23 PepsiCo’s Diversification Strategy in 2018: Will the Company’s New Businesses Restore its Growth?
		24 The Walt Disney Company: Its Diversification Strategy in 2018
	Section C: Implementing and Executing Strategy
		25 Robin Hood
		26 Dilemma at Devil’s Den
		27 Nucor Corporation in 2018: Contending with the Challenges of Low-Cost Foreign Imports and Launching Initiatives to Grow Sales and Market Share
		28 Vail Resorts, Inc.
		29 Starbucks in 2018: Striving for Operational Excellence and Innovation Agility
	Section D: Strategy, Ethics, and Social Responsibility
		30 Concussions in Collegiate and Professional Football: Who Has Responsibility to Protect Players?
		31 Chaos at Uber: The New CEO’s Challenge
		32 Profiting from Pain: Business and the U.S. Opioid Epidemic
	Guide to Case Analysis
Indexes  Company
	Name
	Subject