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Strategic Management: A Competitive Advantage Approach, Concepts, Global Edition

Strategic Management: A Competitive Advantage Approach, Concepts, Global Edition

Fred R. David | Forest R. David

(2017)

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Book Details

Abstract

For courses in strategy.

 

A Practical, Skills-oriented Approach to Strategic Management

In today’s economy, gaining and sustaining a competitive advantage is harder than ever. Strategic Management captures the complexity of the current business environment and delivers the latest skills and concepts with unrivaled clarity, helping students develop their own cutting-edge strategy through skill-developing exercises. The Sixteenth Edition has been thoroughly updated and revised with current research and concepts, and added exercises and review questions.

 

MyManagementLab not included. Students, if MyManagementLab is a recommended/mandatory component of the course, please ask your instructor for the correct ISBN and course ID. MyManagementLab should only be purchased when required by an instructor. Instructors, contact your Pearson representative for more information.


MyManagementLab is an online homework, tutorial, and assessment product designed to personalize learning and improve results. With a wide range of interactive, engaging, and assignable activities, students are encouraged to actively learn and retain tough course concepts.


Table of Contents

Section Title Page Action Price
Preface 15
Acknowledgments 25
About the Authors 27
Chapter 1: Strategic Management Essentials 31
Exemplary Company Showcased: Singapore Airlines Limited (SIA) 32
What Is a Cohesion Case? 33
Defining Strategic Management 33
Stages of Strategic Management 33
Integrating Intuition and Analysis 34
Adapting to Change 35
Key Terms in Strategic Management 36
Competitive Advantage 36
Strategists 36
Academic Research Capsule 1-1: When Are Chief Strategy Officers (CSOs) Hired/Appointed? 37
Vision and Mission Statements 38
External Opportunities and Threats 38
Internal Strengths and Weaknesses 39
Long-Term Objectives 40
Strategies 40
Annual Objectives 40
Policies 41
The Strategic-Management Model 42
Benefits of Engaging in Strategic Management 43
Academic Research Capsule 1-2: What Activity Is Most Important in the Strategic-Management Process? 43
Financial Benefits 44
Nonfinancial Benefits 45
Why Some Firms Do No Strategic Planning 45
Pitfalls in Strategic Planning 46
Comparing Business and Military Strategy 46
Implications for Strategists 48
Implications for Students 49
Chapter Summary 49
Key Terms and Concepts 50
Issues for Review and Discussion 50
Mini-Case on Ryanair Limited (RYAAY): Is Ryanair’s Website Its Strategic Marketing Tool? 52
Current Readings 53
Endnotes 53
The Cohesion Case: Nestlé S.A. - 2016 54
Assurance of Learning Exercises 63
Assurance of Learning Exercise 1A: Assess Singapore Airlines’ Most Recent Quarterly Performance Data 63
Assurance of Learning Exercise 1B: Gather Strategy Information on Nestlé S.A. 64
Assurance of Learning Exercise 1C: Get Familiar with the Free Excel Student Template 64
Assurance of Learning Exercise 1D: Evaluate an Oral Student Presentation 64
Assurance of Learning Exercise 1E: Strategic Planning at Nestlé S.A. 65
Assurance of Learning Exercise 1F: Interview Local Strategists 65
Chapter 2: Outside-USA Strategic Planning 67
Exemplary Company Showcased: Honda Motor Company (HMC) 68
The Nature of Doing Business Globally 68
Multinational Firms 70
Different Languages Globally 71
Labor Unions across Europe 71
Academic Research Capsule 2-1: How Many Languages Are There Globally? 71
Advantages and Disadvantages of Doing Business Globally 72
The Global Challenge 73
Tax Rates and Tax Inversions 74
Tax Rates 74
Academic Research Capsule 2-2: How Do Firms Decide Where to Expand? 74
Tax Inversions 76
American Versus Foreign Business Culture 76
Communication Differences across Countries 78
Business Culture across Countries 79
Mexico’s Business Culture 79
Japan’s Business Culture 80
China’s Business Culture 81
India’s Business Culture 82
Business Climate across Countries 82
Africa’s Business Climate 83
China’s Business Climate 84
Brazil’s Business Climate 85
Indonesia’s Business Climate 85
India’s Business Climate 85
Japan’s Business Climate 86
Mexico’s Business Climate 86
Vietnam’s Business Climate 87
Implications for Strategists 88
Implications for Students 88
Chapter Summary 89
Key Terms and Concepts 89
Issues for Review and Discussion 89
Assurance of Learning Exercises 90
Assurance of Learning Exercise 2A: Nestlé S.A. Wants to Enter Africa. Help Them. 90
Assurance of Learning Exercise 2B: Assess Differences in Culture across Countries 91
Assurance of Learning Exercise 2C: Honda Motor Company Wants to Do Business in Vietnam. Help Them. 91
Assurance of Learning Exercise 2D: Does My University Recruit in Foreign Countries? 92
Mini-Case on Airbus Group SE (AIR.PA): How Well Is Airbus Performing Globally? 92
Current Readings 93
Endnotes 93
Chapter 3: Ethics, Social Responsibility, and Sustainability 95
Exemplary Company Showcased: Bank Audi S.A.L 96
Why “Good Ethics is Good Business” 96
Does it Pay to Be Ethical? 97
Academic Research Capsule 3-1: What Can We Learn from High-Performance Companies? 98
How to Establish an Ethics Culture 99
Academic Research Capsule 3-2: Who Is Prone to Be Unethical in a Business? 99
Whistle-Blowing, Bribery, and Workplace Romance 100
Whistle-Blowing 100
Avoid Bribery 101
Workplace Romance 102
Social Responsibility and Policy 103
Academic Research Capsule 3-3: Does It Pay to Be Socially Responsible? 104
Design and Articulate a Social Policy 104
Social Policies on Retirement 104
Environmental Sustainability 105
What Firms Are the Best Stewards? 106
Sustainability Reports 107
The Office of Environmental Affairs 108
ISO 14000/14001 Certification 108
Wildlife Welfare 109
Food Suppliers and Animal Welfare 111
Implications for Strategists 111
Implications for Students 112
Chapter Summary 112
Key Terms and Concepts 112
Issues for Review and Discussion 112
Assurance of Learning Exercises 113
Assurance of Learning Exercise 3A: Sustainability and Nestlé 113
Assurance of Learning Exercise 3B: How Does My Municipality Compare to Others on Being Pollution-Safe? 114
Assurance of Learning Exercise 3C: Compare Nestlé versus Mars, Inc. on Social Responsibility 114
Assurance of Learning Exercise 3D: How Do You Rate Nestlé’s Sustainability Efforts? 114
Assurance of Learning Exercise 3E: The Ethics of Spying on Competitors 115
Mini-Case on Etihad Airways: How Ethical and Sustainable Is Etihad Airways? 116
Current Readings 116
Endnotes 117
Chapter 4: Types of Strategies 119
Exemplary Company Showcased: Petronas (PGAS.KL) 120
Long-Term Objectives 120
Characteristics and Benefits of Objectives 121
Financial versus Strategic Objectives 121
Avoid Not Managing by Objectives 122
Types of Strategies 122
Levels of Strategies 124
Integration Strategies 124
Forward Integration 125
Backward Integration 126
Horizontal Integration 127
Intensive Strategies 128
Market Penetration 128
Market Development 128
Product Development 129
Diversification Strategies 129
Related Diversification 130
Unrelated Diversification 130
Defensive Strategies 131
Retrenchment 131
Divestiture 132
Liquidation 133
Michael Porter’s Five Generic Strategies 134
Cost Leadership Strategies (Type 1 and Type 2) 135
Differentiation Strategies (Type 3) 136
Focus Strategies (Type 4 and Type 5) 137
Means for Achieving Strategies 138
Cooperation among Competitors 138
Joint Venture and Partnering 138
Academic Research Capsule 4-1: Are International Alliances More Effective with Competitors or Noncompetitors? 139
Merger/Acquisition 140
Private-Equity Acquisitions 141
Tactics to Facilitate Strategies 142
First Mover Advantages 142
Outsourcing and Reshoring 142
Strategic Management in Nonprofit, Governmental, and Small Firms 144
Educational Institutions 144
Medical Organizations 145
Governmental Agencies and Departments 145
Small Firms 145
Academic Research Capsule 4-2: What Attributes Do Great Entrepreneurs Possess? 146
Implications for Strategists 146
Implications for Students 147
Chapter Summary 147
Key Terms and Concepts 148
Issues for Review and Discussion 148
Assurance of Learning Exercises 150
Assurance of Learning Exercise 4A: Market Development for Petronas 150
Assurance of Learning Exercise 4B: Alternative Strategies for Petronas 150
Assurance of Learning Exercise 4C: Private-Equity Acquisitions 150
Assurance of Learning Exercise 4D: The Strategies of Nestlé S.A.: 2015–2017 151
Assurance of Learning Exercise 4E: Lessons in Doing Business Globally 151
Assurance of Learning Exercise 4F: What Are Petronas’ Strategies in 2015–2017? 151
Assurance of Learning Exercise 4G: What Strategies Are Most Risky? 151
Assurance of Learning Exercise 4H: Explore Bankruptcy 152
Assurance of Learning Exercise 4I: Examine Strategy Articles 152
Assurance of Learning Exercise 4J: Classify Some Strategies 152
Mini-Case on Tiger Brands Limited: Is Tiger Brands Strategically Ready to Compete and Cooperate? 153
Current Readings 154
Endnotes 154
Chapter 5: Vision and Mission Analysis 157
Exemplary Company Showcased: Samsung Electronics Co. Limited (SSNLF) 158
Vision Statements: What Do We Want to Become? 158
Vision Statement Analysis 159
Mission Statements: What Is Our Business? 160
The Process of Developing Vision and Mission Statements 161
The Importance (Benefits) of Vision and Mission Statements 162
Academic Research Capsule 5-1: The Mission Statement/Firm Performance Linkage 162
A Resolution of Divergent Views 163
Characteristics of a Mission Statement 164
A Customer Orientation 165
Components of a Mission Statement 165
Evaluating and Writing Mission Statements 166
Two Mission Statements Critiqued 167
Five Mission Statements Revised 167
Two Mission Statements Proposed 167
Implications for Strategists 169
Implications for Students 170
Chapter Summary 170
Key Terms and Concepts 171
Issues for Review and Discussion 171
Assurance of Learning Exercises 172
Assurance of Learning Exercise 5A: Examine Potential Changes Needed in a Firm’s Vision/Mission 172
Assurance of Learning Exercise 5B: Studying an Alternative View of Mission Statement Content 172
Assurance of Learning Exercise 5C: Evaluate Mission Statements 173
Assurance of Learning Exercise 5D: Evaluate the Vision and Mission Statements of Unilever, Nestlé’s Competitor 173
Assurance of Learning Exercise 5E: Selecting the Best Vision and Mission Statements in a Given Industry 173
Assurance of Learning Exercise 5F: Write an Excellent Vision and Mission Statement for Novartis AG 174
Mini-Case on Citizen Holdings Company Limited (CIZN): Does Citizen Holdings’ Have a Clearvision or Mission? 174
Current Readings 175
Endnotes 175
Chapter 6: The Internal Audit 177
Exemplary Company Showcased: Vodafone Group Plc (VOD) 178
The Nature of an Internal Audit 178
Key Internal Forces 179
The Process of Performing an Internal Audit 180
The Resource-based View 181
Academic Research Capsule 6-1: Does RBV Theory Determine Diversification Targets? 181
Integrating Strategy and Culture 182
Management 184
Planning 184
Organizing 185
Motivating 186
Staffing 186
Controlling 187
Management Audit Checklist of Questions 187
Marketing 188
Customer Analysis 188
Selling Products and Services 188
Product and Service Planning 189
Pricing 189
Distribution 190
Marketing Research 190
Cost/Benefit Analysis 190
Marketing Audit Checklist of Questions 191
Finance and Accounting 191
Finance/Accounting Functions 191
Financial Ratios 192
Breakeven Analysis 195
Finance/Accounting Audit Checklist 197
Production/Operations 197
Production/Operations Audit Checklist 198
Research and Development 199
Internal and External Research and Development 199
Research and Development Audit 200
Management Information Systems 200
Managing Voluminous Consumer Data 200
Academic Research Capsule 6-2: New Trends in Managing Big Data 201
Management Information Systems Audit 201
Value Chain Analysis 201
Benchmarking 202
The Internal Factor Evaluation Matrix 204
Implications for Strategists 206
Implications for Students 208
Chapter Summary 209
Key Terms and Concepts 209
Issues for Review and Discussion 210
Assurance of Learning Exercises 210
Assurance of Learning Exercise 6A: Develop a Corporate IFE Matrix for Volkswagen Group 211
Assurance of Learning Exercise 6B: Should Volkswagen Deploy More (or Less) Resources Outside of Europe? 211
Assurance of Learning Exercise 6C: Apply Breakeven Analysis 212
Assurance of Learning Exercise 6D: Perform a Financial Ratio Analysis for Nestlé 212
Assurance of Learning Exercise 6E: Construct an IFE Matrix for Nestlé 212
Assurance of Learning Exercise 6F: Analyze Your College or University’s Internal Strategic Situation 213
Mini-Case on Bank of China Limited (BACHF): What is the Nature of Bank of China’s Growth? 213
Current Readings 214
Endnotes 214
Chapter 7: The External Audit 217
Exemplary Company Showcased: Michelin (MGDDF) 218
The Purpose and Nature of an External Audit 219
Key External Forces 219
The Process of Performing an External Audit 220
The Industrial Organization (I/O) View 221
Ten External Forces That Affect Organizations 221
Economic Forces 221
Social, Cultural, Demographic, and Natural Environment Forces 223
Political, Governmental, and Legal Forces 224
Technological Forces 226
Competitive Forces 227
Porter’s Five-Forces Model 229
Rivalry Among Competing Firms 230
Potential Entry of New Competitors 231
Potential Development of Substitute Products 231
Bargaining Power of Suppliers 231
Bargaining Power of Consumers 232
Sources of External Information 232
Forecasting Tools and Techniques 232
Making Assumptions 233
Business Analytics 234
The External Factor Evaluation Matrix 235
The Competitive Profile Matrix 236
Implications for Strategists 239
Implications for Students 240
Chapter Summary 240
Key Terms and Concepts 241
Issues for Review and Discussion 241
Assurance of Learning Exercises 242
Assurance of Learning Exercise 7A: Michelin and Africa: An External Assessment 242
Assurance of Learning Exercise 7B: Preparing a CPM for Michelin Based on Countries Rather Than Companies 243
Assurance of Learning Exercise 7C: Develop Divisional Michelin EFE Matrices 243
Assurance of Learning Exercise 7D: Developing an EFE Matrix for Nestlé S.A. 243
Assurance of Learning Exercise 7E: The External Audit 244
Assurance of Learning Exercise 7F: Develop a Competitive Profile Matrix for Michelin 244
Assurance of Learning Exercise 7G: Develop a Competitive Profile Matrix for Nestlé 244
Assurance of Learning Exercise 7H: Analyzing Your College or University’s External Strategic Situation 244
Mini-Case on Woolworths Limited (wow): Is Woolworths Losing Its Edge to ALDI? 245
Current Readings 245
Endnotes 245
Chapter 8: Strategy Generation and Selection 247
Exemplary Company Showcased: Unilever Plc (UL) 248
The Strategy Analysis and Choice Process 248
The Process of Generating and Selecting Strategies 248
The Strategy-Formulation Analytical Framework 250
The Input Stage 251
The Matching Stage 251
The Decision Stage 251
The SWOT Matrix 251
The Strategic Position and Action Evaluation (SPACE) Matrix 254
The Boston Consulting Group (BCG) Matrix 258
The Internal-External (IE) Matrix 261
Academic Research Capsule 8-1: A New IE Matrix 264
The Grand Strategy Matrix 265
The Decision Stage: The Quantitative Strategic Planning Matrix (QSPM) 266
Positive Features and Limitations of the QSPM 269
Cultural Aspects of Strategy Analysis and Choice 270
The Politics of Strategy Analysis and Choice 270
Boards of Directors: Governance Issues 271
Academic Research Capsule 8-2: How Many Board of Directors Members Are Ideal? 273
Implications for Strategists 274
Implications for Students 274
Chapter Summary 275
Key Terms and Concepts 276
Issues for Review and Discussion 276
Assurance of Learning Exercises 278
Assurance of Learning Exercise 8A: Should Unilever Penetrate Southeast Asia Further? 278
Assurance of Learning Exercise 8B: Perform a SWOT Analysis for Unilever’s Global Operations 278
Assurance of Learning Exercise 8C: Prepare a BCG Matrix for Unilever 278
Assurance of Learning Exercise 8D: Develop a SWOT Matrix for Nestlé S.A. 279
Assurance of Learning Exercise 8E: Develop a SPACE Matrix for Nestlé S.A. 279
Assurance of Learning Exercise 8F: Develop a BCG Matrix for Nestlé S.A. 279
Assurance of Learning Exercise 8G: Develop a QSPM for Nestlé S.A. 280
Assurance of Learning Exercise 8H: Develop a SPACE Matrix for Unilever 280
Assurance of Learning Exercise 8I: Develop a BCG Matrix for Your College or University 280
Assurance of Learning Exercise 8J: Develop a QSPM for a Company That You Are Familiar with 280
Assurance of Learning Exercise 8K: Formulate Individual Strategies 281
Mini-Case on Hyundai Motor Company(HYMTF): How Would a BCG for Hyundai Look Like? 281
Current Readings 282
Endnotes 282
Chapter 9: Strategy Implementation 285
Exemplary Company Showcased: Royal Dutch Shell PLC (RDS.A) 286
Strategic Marketing Issues 286
Social Media Marketing 287
Market Segmentation 289
Product Positioning and Perceptual Mapping 292
Author Commentary 293
Strategic Finance/Accounting Issues 295
EPS/EBIT Analysis: Acquire Needed Capital 296
Projected Financial Statements 300
Projected Financial Statement Analysis for D. R. Horton 302
Corporate Valuation 304
Academic Research Capsule 9-1: When Should We Overpay to Acquire a Firm? 306
Corporate Valuation Methods 306
IPOs, Cash Management, and Corporate Bonds 308
Go Public With an IPO? 308
Keep Cash Offshore is Earned Offshore? 309
Issue Corporate Bonds for What Purpose? 309
Strategic Research and Development (R&D) Issues 309
Strategic Management Information Systems (MIS) Issues 311
Mobile Tracking of Employees 312
Implications for Strategists 312
Implications for Students 313
Mobile Apps for Customers 313
Chapter Summary 313
Key Terms and Concepts 314
Issues for Review and Discussion 314
Assurance of Learning Exercises 316
Assurance of Learning Exercise 9A: Prepare an EPS/EBIT Analysis for Royal Dutch Shell Plc 316
Assurance of Learning Exercise 9B: Develop a Product-Positioning Map for Nestlé S.A. 316
Assurance of Learning Exercise 9C: Perform an EPS/EBIT Analysis for Nestlé S.A. 316
Assurance of Learning Exercise 9D: Prepare Projected Financial Statements for Nestlé S.A. 317
Assurance of Learning Exercise 9E: Determine the Cash Value of Nestlé S.A. 317
Assurance of Learning Exercise 9F: Develop a Product-Positioning Map for Your College 317
Assurance of Learning Exercise 9G: Do Banks Require Projected Financial Statements? 318
Mini-Case on Tata Motors Limited (TTM) 318
Current Readings 319
Endnotes 319
Chapter 10: Strategy Execution 321
Exemplary Company Showcased: Accenture Plc (ACN) 322
Transitioning from Formulating to Implementing Strategies 322
The Need for Clear Annual Objectives 324
The Need for Clear Policies 327
Allocate Resources and Manage Conflict 327
Allocate Resources 327
Manage Conflict 329
Match Structure with Strategy 329
Types of Organizational Structure 330
The Functional Structure 330
The Divisional Structure 331
The Strategic Business Unit (SBU) Structure 333
The Matrix Structure 334
Dos and Don’ts in Developing Organizational Charts 335
Academic Research Capsule 10-1: Why Is the COO Position Being Deleted in Many Organizations? 337
Strategic Production/Operations Issues 338
Restructuring and Reengineering 338
Manage Resistance to Change 339
Decide Where and How to Produce Goods 339
Employee Stock Ownership Plans (ESOPs) 340
Strategic Human Resource Issues 341
Linking Performance and Pay to Strategy 341
Balance Work Life and Home Life 343
Develop a Diverse Workforce 344
Academic Research Capsule 10-2: How Do Women vs. Men CEOs Perform? 345
Use Caution in Hiring a Rival’s Employees 345
Create a Strategy-Supportive Culture 348
Use Caution in Monitoring Employees’ Social Media 349
Develop a Corporate Wellness Program 349
Implications for Strategists 351
Implications for Students 352
Chapter Summary 353
Key Terms and Concepts 353
Issues for Review and Discussion 353
Assurance of Learning Exercises 355
Assurance of Learning Exercise 10A: Develop an Organizational Chart for Accenture Plc 355
Assurance of Learning Exercise 10B: Assess Accenture’s Philanthropy Efforts 355
Assurance of Learning Exercise 10C: Revise Nestlé’s Organizational Chart 355
Assurance of Learning Exercise 10D: Explore Objectives 355
Assurance of Learning Exercise 10E: Understanding Your University’s Culture 356
Mini-Case on Horizon Pharma (HZNP): Does Horizon Pharma Have a Formal Structure? 356
Current Readings 357
Endnotes 357
Chapter 11: Strategy Monitoring 359
Exemplary Company Showcased: BHP Billiton (BHP) 360
The Strategy-Evaluation Process, Criteria, and Methods 360
The Process of Evaluating Strategies 363
The Three Strategy-Evaluation Activities 364
Reviewing Bases of Strategy 364
Measuring Organizational Performance 366
Taking Corrective Actions 367
The Balanced Scorecard 369
Published Sources of Strategy-Evaluation Information 371
Characteristics of an Effective Strategy Evaluation System 371
Contingency Planning 372
Auditing 373
Twenty-First-Century Challenges in Strategic Management 374
The Art or Science Issue 374
The Visible or Hidden Issue 375
The Top-Down or Bottom-Up Approach 376
Guidelines for Effective Strategic Management 376
Implications for Strategists 378
Implications for Students 378
Chapter Summary 379
Key Terms and Concepts 379
Issues for Review and Discussion 379
Assurance of Learning Exercises 380
Assurance of Learning Exercise 11A: Evaluate BHP Billiton’s Strategies 380
Assurance of Learning Exercise 11B: Prepare a Strategy-Evaluation Report for Nestlé S.A. 381
Assurance of Learning Exercise 11C: Prepare a Balanced Scorecard for Nestlé S.A. 381
Assurance of Learning Exercise 11D: Evaluate Your University’s Strategies 381
Mini-Case on Broadcom Limited (AVGO): How Could a Balanced Scorecard Benefit Broadcom? 382
Current Readings 382
Endnotes 382
Appendix: Guidelines for Case Analysis 385
What Is a Strategic-Management Case? 386
Guidelines for Preparing Case Analyses 386
The Need for Practicality 386
The Need for Justification 386
The Need for Realism 386
The Need for Specificity 386
The Need for Originality 387
The Need to Contribute 387
The Case Method Versus Lecture Approach 387
The Cross-Examination 387
Preparing a Written Case Analysis 388
The Executive Summary 388
The Comprehensive Written Analysis 388
Steps in Preparing a Comprehensive Written Analysis 388
Making an Oral Presentation 389
Controlling Your Voice 389
Managing Body Language 389
Speaking from Notes 390
Constructing Visual Aids 390
Answering Questions 390
Tips for Success in Case Analysis 390
Sample Case Analysis Outline 391
Recommended Time Allocation for Presenting a Case Analysis 393
Assurance of Learning Exercise: Strategic Planning for Gruma SAB 393
Glossary 397
Name Index 407
Subject Index 413