31 Oct What is the competitive strategy used by Tesla Motors company?? Use the five forces of the M. Porter matrix to describe the
I. Case study
Assignment Question(s):
Read carefully the mini case No 18 from your textbook (entitled ‘Tesla Motors Inc.) and briefly answer the following questions:
1. What is the competitive strategy used by Tesla Motors company?
2. Use the five forces of the M. Porter matrix to describe the industry that “Tesla Motors” belongs to.
3. Describe the different functional strategies of the Tesla Motors company.
4. Describe the relationship of Tesla Motors with its primary stakeholders.
5. Describe the market position of Tesla Motors.
6. Describe the core competency of Tesla Motors.
7. Describe any strategic alliance (acquisition, outsourcing, joint venture, ….) used by Tesla Motors? Was it successful? justify.
8. What are the main challenges that Tesla Motors faced?
9. Assess the competitive advantage of Tesla Motors in its market.
10. Recommend solutions for Tesla Motors to improve its competitive advantage.
II. Mini-project
From real national/international market, choose an example of acquisition and answer the following questions:
1. Briefly introduce your chosen firms, and partners of the acquisition (industry, nationality, size, market position…). Max 100 words
2. Explain the different reasons for this acquisition.
3. What is the method used by the acquiring firm to manage its culture after acquisition? underline the pros and cons of this method.
4. Is this acquisition successful? Justify.
5. Give three challenges that can face a firm that uses an acquisition strategy.
This assignment includes 2 sections:
I. Case study
Assignment Question(s):
Read carefully the mini case No 18 from your textbook ( entitled ‘ Tesla Motors Inc.) and briefly answer the following questions:
1. What is the competitive strategy used by Tesla Motors company?
2. Use the five forces of the M. Porter matrix to describe the industry that “Tesla Motors” belongs to.
3. Describe the different functional strategies of the Tesla Motors company.
4. Describe the relationship of Tesla Motors with its primary stakeholders.
5. Describe the market position of Tesla Motors.
6. Describe the core competency of Tesla Motors.
7. Describe any strategic alliance (acquisition, outsourcing, joint venture, ….) used by Tesla Motors? Was it successful? justify.
8. What are the main challenges that Tesla Motors faced?
9. Assess the competitive advantage of Tesla Motors in its market.
10. Recommend solutions for Tesla Motors to improve its competitive advantage.
II. Mini-project
From real national/international market, choose an example of acquisition and answer the following questions:
1. Briefly introduce your chosen firms, and partners of the acquisition (industry, nationality, size, market position…). Max 100 words
2. Explain the different reasons for this acquisition.
3. What is the method used by the acquiring firm to manage its culture after acquisition? underline the pros and cons of this method.
4. Is this acquisition successful? Justify.
5. Give three challenges that can face a firm that uses an acquisition strategy.
Good Luck
Answers
I. Case Study
1.
2.
…
II. Mini project
,
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Strategic Management and business Policy Globalization, Innovation, and Sustainability FoURTeenTH edITIon
Thomas L. Wheelen • J. David Hunger Alan N. Hoffman • Charles E. Bamford
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Thomas L. Wheelen Formerly with University of Virginia, Trinity College, Dublin, Ireland
J. David Hunger Iowa State University, St. John’s University
Strategic Management
and Business Policy
GLOBALIZATION, INNOVATION, AND SUSTAINABILITY
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FOURTEENTH EDITION
Alan N. Hoffman Bentley University
Charles E. Bamford University of Notre Dame
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Authorized adaptation from the United States edition, entitled Strategic Management and Business Policy, 14th edition, ISBN 978-0-13-312614-3, by Thomas L. Wheelen, J. David Hunger, Alan N. Hoffman, and Charles E. Bamford, published by Pearson Education © 2015.
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ISBN 10: 1-292-06081-6 ISBN 13: 978-1-292-06081-1
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Brief Contents
PART ONE Introduction to Strategic Management and Business Policy 35
C H A P T E R 1 Basic Concepts of Strategic Management 36
C H A P T E R 2 Corporate Governance 74
C H A P T E R 3 Social Responsibility and Ethics in Strategic Management 102
PART TWO Scanning the Environment 123
C H A P T E R 4 Environmental Scanning and Industry Analysis 124
C H A P T E R 5 Internal Scanning: Organizational Analysis 160
PART THREE Strategy Formulation 195
C H A P T E R 6 Strategy Formulation: Situation Analysis and Business Strategy 196
C H A P T E R 7 Strategy Formulation: Corporate Strategy 218
C H A P T E R 8 Strategy Formulation: Functional Strategy and Strategic Choice 248
PART fOUR Strategy Implementation and Control 277
C H A P T E R 9 Strategy Implementation: Organizing for Action 278
C H A P T E R 1 0 Strategy Implementation: Staffing and Directing 308
C H A P T E R 1 1 Evaluation and Control 336
PART fIVE Introduction to Case Analysis 365
C H A P T E R 1 2 Suggestions for Case Analysis 366
PART SIx Cases in Strategic Management 393
GLOSSARY 803
NAmE INDEx 815
SUBJECT INDEx 820
5
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Contents
Preface 23 About the Authors 31
PART ONE Introduction to Strategic Management and Business Policy 35
C H A P T E R 1 Basic Concepts of Strategic Management 36
The Study of Strategic Management 38
Phases of Strategic Management 38
Benefits of Strategic Management 39
Globalization, Innovation, and Sustainability: Challenges to Strategic Management 41
Impact of Globalization 42
Impact of Innovation 43
Global Issue: REGIONAL TRADE ASSOCIATIONS REPLACE NATIONAL TRADE BARRIERS 43
Impact of Sustainability 44
Theories of Organizational Adaptation 45
Creating a Learning Organization 46
Basic Model of Strategic Management 47
Environmental Scanning 48
Strategy Formulation 50
Strategy Implementation 53
Evaluation and Control 55
Feedback/Learning Process 55
Initiation of Strategy: Triggering Events 56
Strategic Decision Making 57
What Makes a Decision Strategic 57
Mintzberg’s Modes of Strategic Decision Making 58
Strategic Decision-Making Process: Aid to Better Decisions 59
The Strategic Audit: Aid to Strategic Decision Making 60
End of Chapter Summary 61
APPENDIx 1.A Strategic Audit of a Corporation 66
7
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C H A P T E R 2 Corporate Governance 74
Role of the Board of Directors 77
Responsibilities of the Board 78
Members of a Board of Directors 80
Innovation Issue: JCPENNEY AND INNOVATION 81
Strategy Highlight: AGENCY THEORY VERSUS STEWARDSHIP THEORY IN CORPORATE GOVERNANCE 83
Nomination and Election of Board Members 86
Organization of the Board 87
Impact of the Sarbanes–Oxley Act on U.S. Corporate Governance 88
Global Issue: GLOBAL BUSINESS BOARD ACTIVISm AT YAHOO! 90
Trends in Corporate Governance 91
The Role of Top Management 92
Responsibilities of Top Management 92
Sustainability Issue: CEO PAY AND CORPORATE PERfORmANCE 93
End of Chapter Summary 96
C H A P T E R 3 Social Responsibility and Ethics in Strategic Management 102
Social Responsibilities of Strategic Decision Makers 104
Responsibilities of a Business Firm 104
Sustainability 107
Corporate Stakeholders 108
Sustainability Issue: mARKS & SPENCER LEADS THE WAY 108
Strategy Highlight: JOHNSON & JOHNSON CREDO 111
Ethical Decision Making 111
Some Reasons for Unethical Behavior 112
Global Issue: HOW RULE-BASED AND RELATIONSHIP-BASED GOVERNANCE SYSTEmS AffECT ETHICAL BEHAVIOR 113
Innovation Issue: TURNING A NEED INTO A BUSINESS TO SOLVE THE NEED 115
Encouraging Ethical Behavior 116
End of Chapter Summary 118
PART TWO Scanning the Environment 123
C H A P T E R 4 Environmental Scanning and Industry Analysis 124
Environmental Scanning 126
Identifying External Environmental Variables 126
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Sustainability Issue: GREEN SUPERCARS 128
Global Issue: SUVs POWER ON IN CHINA 136
Identifying External Strategic Factors 137
Industry Analysis: Analyzing the Task Environment 138
Porter’s Approach to Industry Analysis 138
Industry Evolution 142
Innovation Issue: TAKING STOCK Of AN OBSESSION 143
Categorizing International Industries 143
International Risk Assessment 144
Strategic Groups 144
Strategic Types 146
Hypercompetition 146
Using Key Success Factors to Create an Industry Matrix 147
Competitive Intelligence 148
Sources of Competitive Intelligence 149
Strategy Highlight: EVALUATING COmPETITIVE INTELLIGENCE 150
Monitoring Competitors for Strategic Planning 151
Forecasting 152
Danger of Assumptions 152
Useful Forecasting Techniques 152
The Strategic Audit: A Checklist for Environmental Scanning 154
Synthesis of External Factors—EFAS 154
End of Chapter Summary 156
C H A P T E R 5 Internal Scanning: Organizational Analysis 160
A Resource-Based Approach to Organizational Analysis 162
Core and Distinctive Competencies 162
Using Resources to Gain Competitive Advantage 163
Determining the Sustainability of an Advantage 164
Business Models 166
Value-Chain Analysis 167
Industry Value-Chain Analysis 168
Corporate Value-Chain Analysis 169
Scanning Functional Resources and Capabilities 170
Basic Organizational Structures 171
Corporate Culture: The Company Way 172
CONTENTS 9
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Global Issue: mANAGING CORPORATE CULTURE fOR GLOBAL COmPETITIVE ADVANTAGE: ABB VS. PANASONIC 174
Strategic Marketing Issues 174
Innovation Issue: DOCOmO mOVES AGAINST THE GRAIN 176
Strategic Financial Issues 177
Strategic Research and Development (R&D) Issues 178
Strategic Operations Issues 180
Strategic Human Resource (HRM) Issues 181
Sustainability Issue: THE OLYmPIC GAmES—SOCHI 2014 AND RIO 2016 184
Strategic Information Systems/Technology Issues 185
The Strategic Audit: A Checklist for Organizational Analysis 187
Synthesis of Internal Factors 187
End of Chapter Summary 189
PART THREE Strategy Formulation 195
C H A P T E R 6 Strategy Formulation: Situation Analysis and Business Strategy 196
Situational Analysis: SWOT Approach 198
Generating a Strategic Factors Analysis Summary (SFAS) Matrix 198
Finding a Propitious Niche 199
Review of Mission and Objectives 202
Business Strategies 203
Porter’s Competitive Strategies 203
Global Issue: THE NIKE SHOE STRATEGY VS. THE NEW BALANCE SHOE STRATEGY 205
Innovation Issue: CHEGG AND COLLEGE TExTBOOKS 208
Cooperative Strategies 209
Sustainability Issue: STRATEGIC SUSTAINABILITY—ESPN 210
End of Chapter Summary 214
C H A P T E R 7 Strategy Formulation: Corporate Strategy 218
Corporate Strategy 220
Directional Strategy 220
Growth Strategies 221
Strategy Highlight: TRANSACTION COST ECONOmICS ANALYZES VERTICAL GROWTH STRATEGY 225
International Entry Options for Horizontal Growth 226
Global Issue: GLOBAL ExPANSION IS NOT ALWAYS A PATH TO ExPANSION 226
Controversies in Directional Growth Strategies 230
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Stability Strategies 231
Retrenchment Strategies 232
Portfolio Analysis 234
BCG Growth-Share Matrix 234
Sustainability Issue: GENERAL mOTORS AND THE ELECTRIC CAR 236
Advantages and Limitations of Portfolio Analysis 237
Managing a Strategic Alliance Portfolio 238
Corporate Parenting 239
Innovation Issue: TO RED HAT OR NOT? 239
Developing a Corporate Parenting Strategy 240
Horizontal Strategy and Multipoint Competition 241
End of Chapter Summary 241
C H A P T E R 8 Strategy Formulation: Functional Strategy and Strategic Choice 248
Functional Strategy 250
Marketing Strategy 250
Financial Strategy 251
Research and Development (R&D) Strategy 253
Operations Strategy 254
Global Issue: WHY DOESN’T STARBUCKS WANT TO ExPAND TO ITALY? 255
Purchasing Strategy 256
Sustainability Issue: HOW HOT IS HOT? 257
Logistics Strategy 258
Innovation Issue: WHEN AN INNOVATION fAILS TO LIVE UP TO ExPECTATIONS 258
Human Resource Management (HRM) Strategy 259
Information Technology Strategy 259
The Sourcing Decision: Location of Functions 260
Strategies to Avoid 263
Strategic Choice: Selecting the Best Strategy 263
Constructing Corporate Scenarios 264
The Process of Strategic Choice 269
Developing Policies 270
End of Chapter Summary 271
PART fOUR Strategy Implementation and Control 277
C H A P T E R 9 Strategy Implementation: Organizing for Action 278
Strategy Implementation 280
Who Implements Strategy? 281
CONTENTS 11
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What Must Be Done? 282
Developing Programs, Budgets, and Procedures 282
Sustainability Issue: A BETTER BOTTLE—ECOLOGIC BRANDS 283
Achieving Synergy 286
How Is Strategy to Be Implemented? Organizing for Action 287
Structure Follows Strategy 287
Stages of Corporate Development 288
Innovation Issues: THE P&G INNOVATION mACHINE STUmBLES 289
Organizational Life Cycle 292
Advanced Types of Organizational Structures 294
Reengineering and Strategy Implementation 297
Six Sigma 298
Designing Jobs to Implement Strategy 299
International Issues in Strategy Implementation 300
International Strategic Alliances 300
Stages of International Development 301
Global Issue: OUTSOURCING COmES fULL CIRCLE 302
Centralization Versus Decentralization 302
End of Chapter Summary 304
C H A P T E R 1 0 Strategy Implementation: Staffing and Directing 308
Staffing 310
Staffing Follows Strategy 311
Selection and Management Development 313
Innovation Issue: HOW TO KEEP APPLE “COOL” 313
Problems in Retrenchment 315
International Issues in Staffing 317
Leading 319
Sustainability Issue: PANERA AND THE “PANERA CARES COmmUNITY CAfÉ” 319
Managing Corporate Culture 320
Action Planning 324
Management by Objectives 326
Total Quality Management 326
International Considerations in Leading 327
Global Issue: CULTURAL DIffERENCES CREATE ImPLEmENTATION PROBLEmS IN mERGER 329
End of Chapter Summary 330
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C H A P T E R 1 1 Evaluation and Control 336
Evaluation and Control in Strategic Management 338
Measuring Performance 338
Appropriate Measures 338
Types of Controls 339
Innovation Issue: REUSE Of ELECTRIC VEHICLE BATTERIES 340
Activity-Based Costing 341
Enterprise Risk Management 342
Primary Measures of Corporate Performance 342
Balanced Scorecard Approach: Using Key Performance Measures 345
Sustainability Issue: E-RECEIPTS 345
Primary Measures of Divisional and Functional Performance 347
Responsibility Centers 348
Using Benchmarking to Evaluate Performance 349
International Measurement Issues 350
Global Issue: COUNTERfEIT GOODS AND PIRATED SOfTWARE: A GLOBAL PROBLEm 352
Strategic Information Systems 352
Enterprise Resource Planning (ERP) 353
Radio Frequency Identification (RFID) 353
Divisional and Functional is Support 354
Problems in Measuring Performance 354
Short-Term Orientation 354
Goal Displacement 356
Guidelines for Proper Control 357
Strategic Incentive Management 357
End of Chapter Summary 359
PART fIVE Introduction to Case Analysis 365
C H A P T E R 1 2 Suggestions for Case Analysis 366
The Case Method 368
Researching the Case Situation 368
Financial Analysis: A Place to Begin 369
Analyzing Financial Statements 369
Common-Size Statements 373
Z-Value and the Index
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