Instructor’s Manual n
ExploringStrategy Text n n
and Cases n n
Twelfth edition n
Richard Whittington n n
Patrick Regnér Du n n
ncan Angwin Gerr
n n
y Johnson Kevan S
n n n
choles
Withnthenassistance nof nClivenKerridgenandnJasonnEvans
For further instructor material pleas
n n n n
e visit: n
go.pearson.com/uk/he/resources
© nPearson nEducation nLimited n2020
Lecturersnadoptingn thenmain ntextn aren permitted n to n download n and nphotocopy n then manualn asn required.
,PEARSONn EDUCATIONn LIMITED
KAOnTwo
n KAO n Par
k
HarlownCM17 n9SRn Unite
d n Kingdom
Tel:n +44 n (0)1279 n 623623
Web:n www.pearson-books.com
Thisneditionnpublishedn2020
©n Pearson n Education n Limited n 2020
Then rightsnofn Richardn Whittington,n Patrickn Regnér,n Duncann Angwin,nGerryn Johnson nandn Kevann Scho
lesn ton ben identifiedn asnauthorsn ofn thisn work nhavenbeennassertedn byn themn innaccordancen with n then Copyri
ght,n Designsn and n Patentsn Actn 1988.
ISBNn 978-1-292-28249-7
Alln rightsn reserved.n Permission n isn herebyn given nforn then materialn inn thisn publication n ton ben reprodu
ced nforn OHPn transparenciesn and n studentn handouts,n withoutnexpressn permissionn of n then Publishers,
n forn educationaln purposes nonly.n In n allnothern cases, nno npartn ofn thisn publication n may n be n reproduced,n
stored n inn an retrievaln system,norn transmittedn inn anynformn orn byn any n means,n electronic,n mechanical,np
hotocopying,n recording,nornotherwisenwithoutneithern thenpriornwrittenn permissionn ofn then Publishersno
rn an licencen permittingn restricted n copyingn in n then United n Kingdom n issued nby n then Copyrightn Licensin
gn Agency n Ltd.,nBarnard’sn Inn,n 86n Fettern Lane,n Londonn EC4An 1EN.n Thisnbookn may nnotnbenlent,nresol
d,nhirednoutnornotherwise ndisposednof nby nwaynof ntradenin nany nformnof nbindingn orn covern othern than n th
atn in n which n itn isn published,n withoutn then priorn consentn of n then Publishers.
Pleasennotenthat,nunlessnthen materialnisnspecifically ncited n with nansource,nanyn company nnamesnused n
within n thisn Instructor’sn Manualn haven beenn createdn by n then authorsn andn aren intended n to n ben fictitious.
Pearson n Education n isn notn responsible n forn then contentn of n third-party n internetn sites.
Then Financialn Times.n Withn an worldwiden network nofn highlyn respectedn journalists,n Then Financialn T
imesnprovidesn globalnbusinessn news,n insightfulnopinionnandn expertn analysisn ofnbusiness,nfinancena
ndnpolitics.n Withnovern 500 n journalistsn reportingnfromn50n countriesn worldwide,nourn in-
depthncoveragenof n internationalnnewsn isn objectively n reportednandn analysed nfromn ann independent,n g
lobaln perspective. n To n find n outn more,n visitn www.ft.com/pearsonoffer.
2
©nPearson nEducation nLimited n2020
, Contents
Chaptern1 Introducingnstrategy 23
PartnI THEnSTRATE GIC nPOSITION 31
Chaptern2 Macro-environment n analysis 32
Chaptern3 Industry n and n sectorn analysis 41
Chaptern4 Resourcesnand ncapabilitiesnanalysis 56
Chaptern5 Stakeholdersnand n governance 71
Chaptern6 History n and n culture 80
PartnII STRATEGICn CHOICE S 92
Chaptern7 Businessn strategy n and n models 93
Chaptern8 Corporatenstrategy 105
Chaptern9 Internationalnstrategy 125
Chaptern10 Entrepreneurship nand ninnovation 136
Chaptern11 Mergers,nacquisit ionsn and nalliances 145
PartnIII STRATEGYnINn ACT ION 156
Chaptern12 Evaluatingnstrategies 157
Chaptern13 Strategy ndevelopment nprocesses 170
Chaptern14 Organisingn and n strategy 183
Chaptern15 Leadership n and n strategicnchange 190
Chaptern16 Then practicen of n strategy 198
CasenTeaching nNotes
Glastonbury:n fromn hippy n weekendn ton internationaln festival 209
Then globaln pharmaceuticaln industry:n harnessingn then whirlwind 214
Siemensn A:n exploringn then future 220
Relocation,nRelocation,n Relocation: n evolvingn strategiesn to n dealnwith n shiftingn shopping
patternsnatn Vision n Express 225
Ricoh n CanadanInc. 241
H&M n in n fastn fashion: n continuedn success? 250
Then Formula n 1 n Constructors 261
‘Accessn ton Healthcare’:n integratingn an CSRn programmenin n Coloplast 268
Manchestern Unitedn FC:n strugglingn to n competen withn Europe’sn eliten clubs 275
Adnamsn –n An Localn Company 299
3
©nPearson nEducation nLimited n2020
, ‘Darento n know’: n Then integration n of n Universitén Paris-Dauphine n with n Parisn Sciencesn et
Lettresn (PSL)n University 308
Ryanair: n then lown faresn airlinen – n newn directions? 313
Multi-sided n platform n competition n in n then video n gamen industry 343
Megabrew: ncreatingnan n undisputed nglobalnbrewin gnchampion? 347
AirAsia nand n then Tunen Group: n diversify in gnacrossn industries 356
Severstal: n a n journey n from n growth n to n consolidation n within n then steeln industry 362
Indian nPremiern League: n glitz,n glamournand n globalisation 370
Handelsbanken n – n bankingn donendifferently 374
Caitec: n An Chinesen Businessn in n Africa 378
Goingn forn a n Ride: n Entrepreneurialn Journeysn in n then on-demand n transportation n sector 386
Leadership n atn Applen Inc 392
Hasn Teva n been n saved?n Respondingn to n challengesn and n problemsn in n genericn pharmaceuticals 400
Managingn M&A: n Elekta’sn acquistion n of n Neuromag 403
CRH n plc: n Optimisingn valuen through n corporaten strategy 409
Counterstrategy: nresistingnthenMexican nnarco-traffickingnbusiness 417
Oak n Treen Inn: n Growth n challengesn facingn a n family-run n tourism n business 427
Strategicnplanningnat nKin gn Faisa lnHosp italnand nResearch nCent ren Saudin Arabia 435
Mormorn Magda’sn icen cream n – n can n you n ben hot n in n a ncooln market? 445
Emmaus: n then foundern asn a n resource? 450
Siemensn B: n ‘makingn realn what n matters’ 459
Cultivatingn a n rich n harvest n atn Orchard 468
Strategy n Work n in n Dörrn och n Portbolaget n – n Hown open n can n you n be? 473
In n then boardroom natn HomeCo 480
4
©nPearson nEducation nLimited n2020
ExploringStrategy Text n n
and Cases n n
Twelfth edition n
Richard Whittington n n
Patrick Regnér Du n n
ncan Angwin Gerr
n n
y Johnson Kevan S
n n n
choles
Withnthenassistance nof nClivenKerridgenandnJasonnEvans
For further instructor material pleas
n n n n
e visit: n
go.pearson.com/uk/he/resources
© nPearson nEducation nLimited n2020
Lecturersnadoptingn thenmain ntextn aren permitted n to n download n and nphotocopy n then manualn asn required.
,PEARSONn EDUCATIONn LIMITED
KAOnTwo
n KAO n Par
k
HarlownCM17 n9SRn Unite
d n Kingdom
Tel:n +44 n (0)1279 n 623623
Web:n www.pearson-books.com
Thisneditionnpublishedn2020
©n Pearson n Education n Limited n 2020
Then rightsnofn Richardn Whittington,n Patrickn Regnér,n Duncann Angwin,nGerryn Johnson nandn Kevann Scho
lesn ton ben identifiedn asnauthorsn ofn thisn work nhavenbeennassertedn byn themn innaccordancen with n then Copyri
ght,n Designsn and n Patentsn Actn 1988.
ISBNn 978-1-292-28249-7
Alln rightsn reserved.n Permission n isn herebyn given nforn then materialn inn thisn publication n ton ben reprodu
ced nforn OHPn transparenciesn and n studentn handouts,n withoutnexpressn permissionn of n then Publishers,
n forn educationaln purposes nonly.n In n allnothern cases, nno npartn ofn thisn publication n may n be n reproduced,n
stored n inn an retrievaln system,norn transmittedn inn anynformn orn byn any n means,n electronic,n mechanical,np
hotocopying,n recording,nornotherwisenwithoutneithern thenpriornwrittenn permissionn ofn then Publishersno
rn an licencen permittingn restricted n copyingn in n then United n Kingdom n issued nby n then Copyrightn Licensin
gn Agency n Ltd.,nBarnard’sn Inn,n 86n Fettern Lane,n Londonn EC4An 1EN.n Thisnbookn may nnotnbenlent,nresol
d,nhirednoutnornotherwise ndisposednof nby nwaynof ntradenin nany nformnof nbindingn orn covern othern than n th
atn in n which n itn isn published,n withoutn then priorn consentn of n then Publishers.
Pleasennotenthat,nunlessnthen materialnisnspecifically ncited n with nansource,nanyn company nnamesnused n
within n thisn Instructor’sn Manualn haven beenn createdn by n then authorsn andn aren intended n to n ben fictitious.
Pearson n Education n isn notn responsible n forn then contentn of n third-party n internetn sites.
Then Financialn Times.n Withn an worldwiden network nofn highlyn respectedn journalists,n Then Financialn T
imesnprovidesn globalnbusinessn news,n insightfulnopinionnandn expertn analysisn ofnbusiness,nfinancena
ndnpolitics.n Withnovern 500 n journalistsn reportingnfromn50n countriesn worldwide,nourn in-
depthncoveragenof n internationalnnewsn isn objectively n reportednandn analysed nfromn ann independent,n g
lobaln perspective. n To n find n outn more,n visitn www.ft.com/pearsonoffer.
2
©nPearson nEducation nLimited n2020
, Contents
Chaptern1 Introducingnstrategy 23
PartnI THEnSTRATE GIC nPOSITION 31
Chaptern2 Macro-environment n analysis 32
Chaptern3 Industry n and n sectorn analysis 41
Chaptern4 Resourcesnand ncapabilitiesnanalysis 56
Chaptern5 Stakeholdersnand n governance 71
Chaptern6 History n and n culture 80
PartnII STRATEGICn CHOICE S 92
Chaptern7 Businessn strategy n and n models 93
Chaptern8 Corporatenstrategy 105
Chaptern9 Internationalnstrategy 125
Chaptern10 Entrepreneurship nand ninnovation 136
Chaptern11 Mergers,nacquisit ionsn and nalliances 145
PartnIII STRATEGYnINn ACT ION 156
Chaptern12 Evaluatingnstrategies 157
Chaptern13 Strategy ndevelopment nprocesses 170
Chaptern14 Organisingn and n strategy 183
Chaptern15 Leadership n and n strategicnchange 190
Chaptern16 Then practicen of n strategy 198
CasenTeaching nNotes
Glastonbury:n fromn hippy n weekendn ton internationaln festival 209
Then globaln pharmaceuticaln industry:n harnessingn then whirlwind 214
Siemensn A:n exploringn then future 220
Relocation,nRelocation,n Relocation: n evolvingn strategiesn to n dealnwith n shiftingn shopping
patternsnatn Vision n Express 225
Ricoh n CanadanInc. 241
H&M n in n fastn fashion: n continuedn success? 250
Then Formula n 1 n Constructors 261
‘Accessn ton Healthcare’:n integratingn an CSRn programmenin n Coloplast 268
Manchestern Unitedn FC:n strugglingn to n competen withn Europe’sn eliten clubs 275
Adnamsn –n An Localn Company 299
3
©nPearson nEducation nLimited n2020
, ‘Darento n know’: n Then integration n of n Universitén Paris-Dauphine n with n Parisn Sciencesn et
Lettresn (PSL)n University 308
Ryanair: n then lown faresn airlinen – n newn directions? 313
Multi-sided n platform n competition n in n then video n gamen industry 343
Megabrew: ncreatingnan n undisputed nglobalnbrewin gnchampion? 347
AirAsia nand n then Tunen Group: n diversify in gnacrossn industries 356
Severstal: n a n journey n from n growth n to n consolidation n within n then steeln industry 362
Indian nPremiern League: n glitz,n glamournand n globalisation 370
Handelsbanken n – n bankingn donendifferently 374
Caitec: n An Chinesen Businessn in n Africa 378
Goingn forn a n Ride: n Entrepreneurialn Journeysn in n then on-demand n transportation n sector 386
Leadership n atn Applen Inc 392
Hasn Teva n been n saved?n Respondingn to n challengesn and n problemsn in n genericn pharmaceuticals 400
Managingn M&A: n Elekta’sn acquistion n of n Neuromag 403
CRH n plc: n Optimisingn valuen through n corporaten strategy 409
Counterstrategy: nresistingnthenMexican nnarco-traffickingnbusiness 417
Oak n Treen Inn: n Growth n challengesn facingn a n family-run n tourism n business 427
Strategicnplanningnat nKin gn Faisa lnHosp italnand nResearch nCent ren Saudin Arabia 435
Mormorn Magda’sn icen cream n – n can n you n ben hot n in n a ncooln market? 445
Emmaus: n then foundern asn a n resource? 450
Siemensn B: n ‘makingn realn what n matters’ 459
Cultivatingn a n rich n harvest n atn Orchard 468
Strategy n Work n in n Dörrn och n Portbolaget n – n Hown open n can n you n be? 473
In n then boardroom natn HomeCo 480
4
©nPearson nEducation nLimited n2020
