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essentials of strategic management

Questions and Answers of Essentials Of Strategic Management

10 To what extent can competitive analytical techniques be applied to the public sector and charitable institutions?
9 Do you agree with the statement that stable environments favour prescriptive approaches to strategy whereas turbulent environments demand emergent strategies? Consider carefully the impact
8 Undertake a customer analysis for your own organisation.What segments can you identify? What role is played by customer service and quality? What strategic conclusions can you draw?
7 Prepare a full environmental analysis for an industry of your choice and make recommendations on its future strategic management.
6 Undertake a life cycle analysis of an industry of your choice. What strategic conclusions would you draw for organisations in the industry, if any? Comment specifically on the difficulties of this
5 Based on your answers to the previous questions, what strategic advice would you offer Bajaj? Use Section 3.7.6 to assist you.
4 For the Indian motorcycle industry, analyse the competitive forces within the industry using the Five Forces Model. Identify also any forms of co-operation in the industry using a Four Links
3 Develop and compare the key factors for success in the following three industries: the computer industry (see companies like Acer and Hewlett-Packard in Case 11 in Part 6 ), the ice cream industry
2 Undertake a general environmental analysis of an industry of your choice, using both the PESTEL format and scenarios to draw out the major strategic issues.
1 Using Case 3.4 and your judgement, determine the degree of turbulence in the Hollywood film industry.Give reasons for your views.
3 Thinking about the various possible growth markets around the world, would you advise Arçelik to open up more country markets as part of its growth strategy? Or should the company concentrate
2 What were Arçelik’s competitive advantages? Why was OEM inconsistent with these? Given its profit problems in 2008, would you have advised Arçelik to change strategy and pursue some OEM
1 What strategic environmental factors have influenced Arçelik’s strategic decisions? And with what outcomes?
3 If risk and judgement are important in business decisions, can prescriptive strategic analysis be usefully employed?
2 What useful strategic concepts, if any, from this chapter can be used in analysing the strategic environment? And what cannot be used? Why?
1 Who has the bargaining power in this strategic environment?And who has the co-operating power? Identify and analyse the players – use the concepts from Sections 3.6 and 3.7 to help you.
Four criticisms of key factors have been made: identification, causality of relationships, dangers of generalising, and disregard of emergent perspectives. Caution is therefore needed in their
Key factors can be found in any area of the organisation and relate to skills, competitive advantage, competitive resources of an organisation in the industry, special technologies or customer
S uch factors can conveniently be considered under three headings: customers, competition and corporation. By ‘corporation’ is meant the resources of the organisation.
Identifying the key factors for success shapes the key areas of strategic analysis.
3 Should Bajaj move into car manufacture? What are the arguments in favour and what against? What would you recommend?
2 What are the most profitable segments of the Indian motorcycle market? Why were they threatened initially by the Nano?
1 Why did Bajaj lose market share and how did it respond?
2 Thinking of strategy as doing the unconventional, how might you modify the strategies identified in Question 1?
1 What strategies are suggested for each segment of the market from the conventional view of the industry life cycle?(Refer to Table 3.3 .)
2 Are other industries threatened by the internet in the same way as Blockbuster? What strategy would you recommend for these industries?
1 What elements of strategic analysis are relevant here?Would scenario building have helped Blockbuster strategy around year 2000?
explore the relationship between the organisation and its customers.
undertake a competitor profile and identify the competitor’s advantages;
develop a Four Links Analysis of the organisation’s co-operators;
carry out a Five Forces Analysis of the specific influences on the organisation;
identify the key factors for success in an industry;
understand the implications of market growth and market cyclicality for strategic management;
undertake a PESTEL analysis of the general influences on the organisation;
outline the main environmental influences on the organisation and relate the degree of change to prescriptive and emergent strategic approaches;
explain why it is important to study the environment of the organisation;
Can innovation contribute to the organisation’s purpose? If so, how?
What are the strategic implications of new technologies? How can technology shape the purpose of the organisation?
What knowledge does the organisation possess? How can it create and share new knowledge? What will be the impact on the organisation’s purpose?
What are the organisation’s views on ethics and corporate social responsibility? How will they affect purpose?
What is the role and approach to green strategy?
What is the relationship between purpose and the corporate governance of the organisation?
What is the organisation’s mission and what are its objectives?
What vision does the organisation have for its future?
How is purpose shaped by the organisation and its environment?
How can we develop co-operative strategies? And use game theory?
How can we develop new aggressive competitive strategies?
How can we analyse fast-moving markets and resource changes?
How can we analyse the dynamics of the environment and its impact on competitive advantage?
How does strategic purpose change and why?
What other important resources does the organisation possess, especially in the area of human resources?
How can competitive advantage be enhanced?
What are the main ways that resources and capabilities deliver competitive advantage?
Which resources and capabilities are particularly important in adding value and competitive advantage?
How do resources and capabilities add value to the organisation?
How important is the customer? And how do we position ourselves with customers?
What is the role of co-operation in environmental analysis?
How do we analyse competitors?
How are the more immediate influences on the organisation analysed?
What is the strategic significance of market growth?
What are the main background areas to be analysed?
What key industry factors help to deliver the objectives of the organisation?
What is the strategic environment and why is it important?
9 Take an organisation with which you are familiar and explore the extent to which its current purpose is directed by its stakeholders and governed by ethical considerations. Use Section 2.5 to
8 ‘In turbulent environments, the speed at which changes develop is such that firms which use the emerging strategy formation advocated by Mintzberg endanger their own survival. When they arrive on
7 ‘When well-managed major organisations make significant changes in strategy, the approaches they use frequently bear little resemblance to the rational–analytical systems so often touted in the
6 If you were asked to develop strategy for the following companies, which strategic management theory might you pick as a starting point for your assessment? A large, international car company; an
5 Take an organisation with which you are familiar. Analyse whether it has been following prescriptive or emergent strategies or both. Within these broad categories, how would you characterise its
4 What predictions would you make for the environment over the next ten years? What influence will your predictions have on developments in strategic management over this period?
What conclusions do you draw from this about the viability of Cereal Partners’ approach?
3 Consider the four emergent approaches to strategy outlined in Section 2.4 . Which would you judge most closely described the route taken by Cereal Partners in Case 2.1 ?
2 Examine the criticisms of prescriptive strategies in Section 2.1 and those of emergent strategies in Section 2.2 . To what extent, if at all, do you agree with them? Why?
1 Is it possible for organisations to follow both prescriptive and emergent strategies or do they need to choose?
3 Are there any more general lessons to be drawn for companies from the approach to expansion from Africa’s leading mobile telephone companies?
2 What are the risks and benefits of African companies expanding beyond their home countries? What are the dangers of having a competitive advantage that relies largely on brand and geographical
1 Where would you place the strategies of MTN and other African phone companies – prescriptive or emergent? And within this, which strategic theory represents the most appropriate explanation of
2 More generally, is it possible for a company to start with an emergent strategy and then develop a prescriptive strategy?Can a company continue with emergent strategies beyond its early years?
1 What precisely makes the development of Subway’s strategy both prescriptive and emergent?
5 To what extent do you agree with Professor Mintzberg’s description of strategies emerging rather than being prescribed in advance? If you agree with his description, what evidence do you have to
4 Take the three core areas of strategic management and apply them to a decision with which you have recently been involved. For example, it might be the organisation of a student activity or the
3 In commenting on strategy, Professor John Kay makes the comment that motivation of employees is not really part of strategic management. Do you agree with this?Give reasons for your views.
2 As a work assignment, analyse the activities of Facebook.Investigate in particular how it has managed to stay ahead of its competitors. Compare your answer with the five key elements of strategic
1 Summarise the main IBM strategies in Case 1.2 . Take each element of your summary and compare it against the criteria for a successful strategy shown on the free web material for this chapter. How
2 These examples are all from the early to mid-2000s.Can you identify more recent examples? Has any real progress been made? Lessons learned? Which of the 12 Strategic Paradoxes listed in Section
1 Although recalls and replacements can prove very costly, it will arguably always be tempting to look for cost reduction opportunities wherever they can be found – as these can lead to either
8 Use the internet to determine how well you feel Marriott handled a major data breach (publicized in 2019) which meant confidential details of all the customers linked to its Sheraton brands
7 Based on the brief comments on the cyber attack on TalkTalk in 2015, consider the challenge for managers and operatives in data centres that contain vast amounts of sensitive information. To a
6 Review the causes of the Deepwater Horizon drilling rig (operated by BP) oil spillage into the Gulf of Mexico in 2011. Was this, as many commentators believe, avoidable? Was the situation handled
5 Perhaps using the online case on the 2012 Olympic Games, consider whether this was genuinely a risk worth taking. The ‘feel-good’ factor generated cannot be questioned – but will there have
4 Use the internet to assess the possible long-term damage to Ford Motors when it was discovered (in 2000) that the Bridgestone/Firestone tyres used on its Explorer four-wheel drive vehicles were
3 In August 2000, the Russian nuclear submarine Kursk sank in the Barents Sea after an internal explosion. The whole crew was lost and the Russian government was criticized for not calling on foreign
2 One of Ocado’s food warehouses (in Andover)suffered a major fire in February 2019. Use the internet to research the details. Evaluate the impact of the lost stock (which would be insured)and the
1 In the run-up to Christmas 2021, Tony’s Chocolonely, Dutch-based (self-styled) ethical chocolate company, deliberately left an empty window in its Advent Calendar, arguing that this demonstrated
●● Businesses generally – given that the Qatar World Cup is now not happening during a traditional holiday period.
●● Players – who surely cannot relish playing in really hot temperatures.
●● Spectators – who need to attend to make a World Cup financially viable and a true sporting spectacle.
●● Qatar – which must invest despite some uncertainty over what may eventually happen.
●● TV and other broadcasters – because of the timings.
●● FIFA – whose reputation is already tarnished.
●● Sponsors such as Coca-Cola – given the allegations of corruption.

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