Exploring strategy : text and cases

Front Cover
Welcome to Exploring Strategy
Title Page
Copyright Page
Brief contents
Contents
Illustrations and Thinking Differently
List of figures
List of tables
Preface
Exploring Strategy features
Exploring Strategy Online
Digital Courseware
1 Introducing strategy
	1.1 Introduction
		1.1.1 Why 'Exploring Strategy'?
	1.2 What is strategy?
		1.2.1 Defining strategy
		1.2.2 The purpose of strategy: mission, vision, values and objectives
		1.2.3 Strategy statements
		1.2.4 Levels of strategy
	1.3 The Exploring Strategy Framework
		1.3.1 Strategic position
		1.3.2 Strategic choices
		1.3.3 Strategy in action
	1.4 Working with strategy
	1.5 Studying strategy
	1.6 Exploring strategy further
		1.6.1 Exploring strategy in different contexts
		1.6.2 Exploring strategy through different 'strategy lenses'
	Summary
	Work assignments
	Recommended key readings
	References
	Case example: The rise of a unicorn: Airbnb
Part I The strategic position
	Introduction to Part I
	2 Macro-environment analysis
		2.1 Introduction
		2.2 PESTEL analysis
			2.2.1 Politics
			2.2.2 Economics
			2.2.3 Social
			2.2.4 Technology
			2.2.5 Ecological
			2.2.6 Legal
			2.2.7 Key drivers for change
		2.3 Forecasting
			2.3.1 Forecast approaches
			2.3.2 Directions of change
		2.4 Scenario analysis
		Summary
		Work assignments
		Recommended key readings
		References
		Case example: Alibaba: the Yangtze River Crocodile
	3 Industry and sector analysis
		3.1 Introduction
		3.2 Industry analysis
			3.2.1 Defining the industry
			3.2.2 The competitive forces
			3.2.3 Complementors and network effects
			3.2.4 Implications of the Competitive Five Forces
		3.3 Industry types and dynamics
			3.3.1 Industry types
			3.3.2 Industry structure dynamics
		3.4 Competitors and markets
			3.4.1 Strategic groups
			3.4.2 Market segments
			3.4.3 Critical success factors and 'Blue Oceans'
		3.5 Opportunities and threats
		Summary
		Work assignments
		Recommended key readings
		References
		Case example: Game-changing forces and the global advertising industry
	4 Resources and capabilities analysis
		4.1 Introduction
		4.2 Foundations of resources and capabilities
			4.2.1 Resources and capabilities
			4.2.2 Threshold and distinctive resources and capabilities
		4.3 Distinctive resources and capabilities as a basis of competitive advantage
			4.3.1 V – value of resources and capabilities
			4.3.2 R – rarity
			4.3.3 I – inimitability
			4.3.4 O – organisational support
		4.4 Analysing resources and capabilities
			4.4.1 VRIO analysis
			4.4.2 The value chain and value system
			4.4.3 Activity systems
			4.4.4 Benchmarking
			4.4.5 SWOT
		4.5 Dynamic capabilities
		Summary
		Work assignments
		Recommended key readings
		References
		Case example: Rocket Internet – will the copycat be imitated?
	5 Stakeholders and governance
		5.1 Introduction
		5.2 Stakeholders
			5.2.1 Stakeholder groups
			5.2.2 Stakeholder mapping
			5.2.3 Owners
		5.3 Corporate governance
			5.3.1 The governance chain
			5.3.2 Different governance models
			5.3.3 How boards of directors influence strategy
		5.4 Social responsibility
		Summary
		Work assignments
		Recommended key readings
		References
		Case example: Petrobras and the Lizards
	6 History and culture
		6.1 Introduction
		6.2 History and strategy
			6.2.1 Historical relationships
			6.2.2 Historical analysis
		6.3 Culture and strategy
			6.3.1 Geographically based cultures
			6.3.2 Organisational fields
			6.3.3 Organisational culture
			6.3.4 Culture's influence on strategy
			6.3.5 Analysing culture: the cultural web
			6.3.6 Undertaking cultural analysis
		6.4 Strategic drift
		Summary
		Work assignments
		Recommended key readings
		References
		Case example: Uber and the ubermensch
		Commentary on Part I  The strategy lenses
		Case example: How does Facebook make strategy?
Part II Strategic choices
	Introduction to Part II
	7 Business strategy and models
		7.1 Introduction
		7.2 Generic competitive strategies
			7.2.1 Cost leadership strategy
			7.2.2 Differentiation strategy
			7.2.3 Focus strategy
			7.2.4 Hybrid strategy
			7.2.5 The Strategy Clock
		7.3 Interactive strategies
			7.3.1 Interactive price and quality strategies
			7.3.2 Game theory
		7.4 Business models
			7.4.1 Value creation, configuration and capture
			7.4.2 Business model patterns
			7.4.3 Multi-sided platforms
		Summary
		Work assignments
		Recommended key readings
		References
		Case example: The IKEA approach
	8 Corporate strategy
		8.1 Introduction
		8.2 Strategy directions
			8.2.1 Market penetration
			8.2.2 Product and service development
			8.2.3 Market development
			8.2.4 Unrelated diversification
		8.3 Diversification drivers
		8.4 Diversification and performance
		8.5 Vertical integration
			8.5.1 Forward and backward integration
			8.5.2 To integrate or to outsource?
			8.5.3 Divestment
		8.6 Value creation and the corporate parent
			8.6.1 Value-adding and value-destroying activities of corporate parents
			8.6.2 The portfolio manager
			8.6.3 The synergy manager
			8.6.4 The parental developer
		8.7 Portfolio matrices
			8.7.1 The BCG (or growth/share) matrix
			8.7.2 The directional policy (GE–McKinsey) matrix
			8.7.3 The parenting matrix
		Summary
		Work assignments
		Recommended key readings
		References
		Case example: Grand strategies in vision
	9 International strategy
		9.1 Introduction
		9.2 Internationalisation drivers
		9.3 Geographic sources of advantage
			9.3.1 Locational advantage: Porter's diamond
			9.3.2 The international value system
		9.4 International strategies
		9.5 Market selection and entry
			9.5.1 Country and market characteristics
			9.5.2 Competitive characteristics
			9.5.3 Entry mode strategies
		9.6 Subsidiary roles in an international portfolio
		9.7 Internationalisation and performance
		Summary
		Work assignments
		Recommended key readings
		References
		Case example: China goes to Hollywood: Wanda's move into the US movie industry
	10 Entrepreneurship and innovation
		10.1 Introduction
		10.2 Entrepreneurship
			10.2.1 Opportunity recognition
			10.2.2 Steps in the entrepreneurial process
			10.2.3 Stages of entrepreneurial growth
			10.2.4 Social entrepreneurship
		10.3 Innovation dilemmas
			10.3.1 Technology push or market pull
			10.3.2 Product or process innovation
			10.3.3 Open or closed innovation
		10.4 Innovation diffusion
			10.4.1 The pace of diffusion
			10.4.2 The diffusion S-curve
		10.5 Innovators and imitators
			10.5.1 First-mover advantages and disadvantages
			10.5.2 The incumbent's response
		Summary
		Work assignments
		Recommended key readings
		References
		Case example: Rovio's Angry Birds: The evolution of a global entertainment empire
	11 Mergers, acquisitions and alliances
		11.1 Introduction
		11.2 Organic development
		11.3 Mergers and acquisitions
			11.3.1 Defining M&A
			11.3.2 M&A contexts
			11.3.3 M&A strategy
			11.3.4 M&A processes
			11.3.5 M&A strategy over time
		11.4 Strategic alliances
			11.4.1 Types of strategic alliance
			11.4.2 Motives for alliances
			11.4.3 Strategic alliance processes
		11.5 Comparing acquisitions, alliances and organic development
			11.5.1 Buy, ally or DIY?
			11.5.2 Key success factors
		Summary
		Work assignments
		Recommended key readings
		References
		Case example: Future-proofing business? Sainsbury's acquires Argos
		Commentary on Part II  Strategic choices
Part III Strategy in action
	Introduction to Part III
	12 Evaluating strategies
		12.1 Introduction
		12.2 Organisational performance
			12.2.1 Performance measures
			12.2.2 Performance comparisons
			12.2.3 Gap analysis
			12.2.4 Complexities of performance analysis
		12.3 Suitability
			12.3.1 Ranking and screening
			12.3.2 Decision trees
		12.4 Acceptability
			12.4.1 Return
			12.4.2 Risk
			12.4.3 Reaction of stakeholders
		12.5 Feasibility
			12.5.1 Financial feasibility
			12.5.2 People and skills
		12.6 Evaluation
			12.6.1 Three qualifications
		Summary
		Work assignments
		Recommended key readings
		References
		Case example: ITV: DIY, buy or ally?
	13 Strategy development processes
		13.1 Introduction
		13.2 Deliberate strategy development
			13.2.1 The role of the strategic leader
			13.2.2 Strategic planning systems
			13.2.3 Externally imposed strategy
		13.3 Emergent strategy development
			13.3.1 Logical incrementalism
			13.3.2 Strategy as the outcome of political processes
			13.3.3 Strategy as the result of organisational structures and systems
		13.4 Implications for managing strategy development
			13.4.1 Strategy development in different contexts
			13.4.2 Managing deliberate and emergent strategy
		Summary
		Work assignments
		Recommended key readings
		References
		Case example: Alphabet: who and what drives strategy
	14 Organising and strategy
		14.1 Introduction
		14.2 Structural types
			14.2.1 The functional structure
			14.2.2 The divisional structure
			14.2.3 The matrix structure
			14.2.4 Multinational/transnational structures
			14.2.5 Project-based structures
			14.2.6 Strategy and structure fit
		14.3 Systems
			14.3.1 Planning systems
			14.3.2 Cultural systems
			14.3.3 Performance targeting systems
			14.3.4 Market systems
		14.4 Agility and resilience
		14.5 Configurations
		Summary
		Work assignments
		Recommended key readings
		References
		Case example: Tencent: Third Time Lucky?
	15 Leadership and strategic change
		15.1 Introduction
		15.2 Leadership and strategic change
			15.2.1 Strategic leadership roles
			15.2.2 Leadership styles
		15.3 Analysing the change context
			15.3.1 The change kaleidoscope
			15.3.2 Forcefield analysis
		15.4 Types of strategic change
			15.4.1 Adaptation
			15.4.2 Reconstruction (turnaround)
			15.4.3 Revolution
			15.4.4 Evolution
		15.5 Levers for strategic change
			15.5.1 A compelling case for change
			15.5.2 Challenging the taken for granted
			15.5.3 Changing operational processes and routines
			15.5.4 Symbolic management
			15.5.5 Power and political systems
			15.5.6 Timing
			15.5.7 Visible short-term wins
		15.6 Problems of formal change programmes
		Summary
		Work assignments
		Recommended key readings
		References
		Case example: Can the Saturday boy change Marks & Spencer?
	16 The practice of strategy
		16.1 Introduction
		16.2 The strategists
			16.2.1 Top managers and directors
			16.2.2 Strategic planners
			16.2.3 Middle managers
			16.2.4 Strategy consultants
			16.2.5 Who to involve in strategy development?
		16.3 Strategising
			16.3.1 Strategy analysis
			16.3.2 Strategic issue-selling
			16.3.3 Strategic decision making
			16.3.4 Communicating strategy
		16.4 Strategy methodologies
			16.4.1 Strategy workshops
			16.4.2 Strategy projects
			16.4.3 Hypothesis testing
			16.4.4 Business cases and strategic plans
		Summary
		Work assignments
		Recommended key readings
		References
		Case example: Participative strategy process in the city of Vaasa
		Commentary on Part III  Strategy in action
Case studies
	Guide to using the case studies
	Guide to the main focus of cases in the book
	Glastonbury: from hippy weekend to international festival
	The global pharmaceutical industry: harnessing a whirlwind
	Siemens A: The Foresight Programme
	Relocation, relocation, relocation: evolving strategies to deal with shifting shopping patterns at Vision Express
	Ricoh Canada Inc.
	H&M in fast fashion: continued success?
	The Formula 1 constructors
	'Access to Healthcare': integrating a CSR programme in Coloplast
	Manchester United FC: struggling to compete with Europe's elite clubs
	Adnams: a local company
	'Dare to know': challenges in merging two French Universities
	Ryanair: the low fares airline – new directions?
	Multi-sided platform competition in the video game industry
	Megabrew: creating an undisputed global brewing champion?
	Air Asia and the Tune Group
	Severstal: a journey from growth to consolidation within the steel industry
	Indian Premier League: glitz, glamour and globalisation
	Handelsbanken – Banking done differently
	Caitec: A Chinese business in Africa
	Going for a ride: entrepreneurial journeys in the on-demand transportation sector
	Leadership at Apple Inc.
	Has Teva been saved? Responding to challenges and problems in generic pharmaceuticals
	Managing M&A: Elekta's acquisition of Neuromag
	CRH plc: Optimising value through corporate strategy
	Counterstrategy: resisting the Mexican narco-trafficking business
	Oak Tree Inn: growth challenges facing a family-run tourism business
	Strategic planning at King Faisal Hospital and research centre Saudi Arabia
	Mormor Magda's Ice Cream: can you be hot in a cool market?
	Emmaus: the founder as a resource?
	Siemens B: 'making real what matters'
	Cultivating a rich harvest at Orchard
	Strategy Work in Dorr och Portbolaget: How open can you be?
	In the Boardroom at HomeCo
Glossary
Name index
General index
Acknowledgements
Back Cover