Adsghdkwrtyuiirpfijvinfldjfjdileibfibuirfuirelerjij; iaijfhijfioaejngjnbk.k,jzhihiwiqiuikk asdfghjikllkjhgfdsdasqeryuyiuioiopmbbmvxxxzzxasdfffggfytweertryuiopiouy ISBN: 978-1-292-28249 -7 Exploring Strategy Text and Cases Twelfth edition Richard Whittington Patrick Regnér Duncan Angwin Gerry Johnson Kevan Scholes With the assistance of Clive Kerridge and Jason Evans For further instructor material please visit: go.pearson.com/uk/he/resources © Pearson Education Limited 2020 Lecturers adopting the main text are permitted to download and photocopy the manual as required. Solution Manual 2 © Pearson Education Limited 2020 Adsghdkwrtyuiirpfijvinfldjfjdileibfibuirfuirelerjij; iaijfhijfioaejngjnbk.k,jzhihiwiqiuikk The Financial Times . With a worldwide network of highly respected journalists, The Financial Times provides global business news, insightful opinion and expert analysis of business, finance and politics. With over 500 journalists reporting from 50 countries worldwide, our in -depth coverage of international news is objectively reported and analysed from an independent, global perspective. To find out more, visit www.ft.com/pearsonoffer. PEARSON EDUCATION LIMITED KAO Two KAO Park Harlow CM17 9SR United Kingdom Tel: +44 (0)1279 623623 Web: www.pearson -books.com This edition published 2020 © Pearson Education Limited 2020 The rights of Richard Whittington, Patrick Regnér, Duncan Angwin, Gerry Johnson and Kevan Scholes to be identified as authors of this work have been asserted by them in accordance with the Copyright, Designs and Patents Act 1988. ISBN 978-1-292-28249 -7 All rights reserved. Permission is hereby given for the material in this publication to be reproduced for OHP transparencies and student handouts, without express permission of the Publishers, for educational purposes only. In all other cases, no part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without either the prior written permission of the Publishers or a licence permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency Ltd., Barnard’s Inn, 86 Fetter Lane, London EC4A 1EN. This book may not be lent, resold, hired out or otherwise disposed of by way of trade in any form of binding or cover other than that in which it is published, without the prior consent of the Publishers. Please note that, unless the material is specifically cited with a source, any company names used within this Instructor’s Manual have been created by the authors and are intended to be fictitious. Pearson Education is not responsible for the content of third -party internet sites. 3 © Pearson Education Limited 2020 Adsghdkwrtyuiirpfijvinfldjfjdileibfibuirfuirelerjij; iaijfhijfioaejngjnbk.k,jzhihiwiqiuikk Contents Chapter 1 Introducing strategy 23 Part I THE STRATEGIC POSITION 31 Chapter 2 Macro -environment analysis 32 Chapter 3 Industry and sector analysis 41 Chapter 4 Resources and capabilities analysis 56 Chapter 5 Stakeholders and governance 71 Chapter 6 History and culture 80 Part II STRATEGIC CHOICES 92 Chapter 7 Business strategy and models 93 Chapter 8 Corporate strategy 105 Chapter 9 International strategy 125 Chapter 10 Entrepreneurship and innovation 136 Chapter 11 Mergers, acquisitions and alliances 145 Part III STRATEGY IN ACTION 156 Chapter 12 Evaluating strategies 157 Chapter 13 Strategy development processes 170 Chapter 14 Organising and strategy 183 Chapter 15 Leadership and strategic change 190 Chapter 16 The practice of strategy 198 Case Teaching Notes Glastonbury: from hippy weekend to international festival 209 The global pharmaceutical industry: harnessing the whirlwind 214 Siemens A: exploring the future 220 Relocation, Relocation, Relocation: evolving strategies to deal with shifting shopping patterns at Vision Express 225 Ricoh Canada Inc. 241 H&M in fast fashion: continued success? 250 The Formula 1 Constructors 261 ‘Access to Healthcare’: integrating a CSR programme in Coloplast 268 Manchester United FC: struggling to compete with Europe’s elite clubs 275 Adnams – A Local Company 299 4 © Pearson Education Limited 2020 Adsghdkwrtyuiirpfijvinfldjfjdileibfibuirfuirelerjij; iaijfhijfioaejngjnbk.k,jzhihiwiqiuikk ‘Dare to know’: The integration of Université Paris -Dauphine with Paris Sciences et Lettres (PSL) University 308 Ryanair: the low fares airline – new directions? 313 Multi -sided platform competition in the video game industry 343 Megabrew: creating an undisputed global brewing champion? 347 AirAsia and the Tune Group: diversifying across industries 356 Severstal: a journey from growth to consolidation within the steel industry 362 Indian Premier League: glitz, glamour and globalisation 370 Handelsbanken – banking done differently 374 Caitec: A Chinese Business in Africa 378 Going for a Ride: Entrepreneurial Journeys in the on-demand transportation sector 386 Leadership at Apple Inc 392 Has Teva been saved? Responding to challenges and problems in generic pharmaceuticals 400 Managing M&A: Elekta’s acquistion of Neuromag 403 CRH plc: Optimising value through corporate strategy 409 Counterstrategy: resisting the Mexican narco -trafficking business 417 Oak Tree Inn: Growth challenges facing a family -run tourism business 427 Strategic planning at King Faisal Hospital and Research Centre Saudi Arabia 435 Mormor Magda’s ice cream – can you be hot in a cool market? 445 Emmaus: the founder as a resource? 450 Siemens B: ‘making real what matters’ 459 Cultivating a rich harvest at Orchard 468 Strategy Work in Dörr och Portbolaget – How open can you be? 473 In the boardroom at HomeCo 480
