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Solution Manual for Contemporary Strategy Analysis 10th by Grant

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  • ISBN-10 ‏ : ‎ 1119576431
  • ISBN-13 ‏ : ‎ 978-1119576433
  • Author:   Robert M. Grant 

Now in its tenth edition, Contemporary Strategy Analysis continues its tradition of accessibility, practicality, and real-world relevance to graduate and undergraduate students around the world. Focusing on strategic analysis, value creation, and implementation, this book provides a rigorous grounding in essential principles while offering up-to-date perspectives based on practices used at leading companies across industries and borders. Comprehensive coverage merges theory and application through new and updated cases, and the discussion surrounding business policy, business strategy, and the business environment links concept to context for a holistic understanding of the mechanisms at work.

To keep pace with the field’s constant evolution, this new edition has been revised to reflect the current business landscape with expanded coverage of critical topics including disruption, innovation, technology, and other factors impacting strategic planning and implementation. Global perspectives throughout highlight the dynamic nature of strategic management in the face of borderless business, equipping students with the well-rounded knowledge base the future of business demands.

 

Table of Content:

  1. I INTRODUCTION
  2. 1 The Concept of Strategy
  3. The Role of Strategy in Success
  4. The Basic Framework for Strategy Analysis
  5. A Brief History of Business Strategy
  6. Strategy Today
  7. How is Strategy Made? The Strategy Process
  8. Strategic Management of Not‐For‐Profit Organizations
  9. II THE TOOLS OF STRATEGY ANALYSIS
  10. 2 Goals, Values, and Performance
  11. Strategy as a Quest for Value
  12. Profit, Cash Flow, and Enterprise Value
  13. Putting Performance Analysis into Practice
  14. Beyond Profit: Values and Corporate Social Responsibility
  15. Beyond Profit: Strategy and Real Options
  16. 3 Industry Analysis: The Fundamentals
  17. From Environmental Analysis to Industry Analysis
  18. Analyzing Industry Attractiveness
  19. Applying Industry Analysis to Forecasting Industry Profitability
  20. Using Industry Analysis to Develop Strategy
  21. Defining Industries: Where to Draw the Boundaries
  22. From Industry Attractiveness to Competitive Advantage: Identifying Key Success Factors
  23. 4 Further Topics in Industry and Competitive Analysis
  24. The Limits of Industry Analysis
  25. Beyond the Five Forces: Complements, Ecosystems, and Business Models
  26. Competitive Interaction: Game Theory and Competitor Analysis
  27. Segmentation and Strategic Groups
  28. 5 Analyzing Resources and Capabilities
  29. The Role of Resources and Capabilities in Strategy Formulation
  30. Identifying Resources and Capabilities
  31. Appraising Resources and Capabilities
  32. Developing Strategy Implications
  33. 6 Organization Structure and Management Systems: The Fundamentals of Strategy Implementation
  34. Strategy Formulation and Strategy Implementation
  35. The Fundamentals of Organizing: Specialization, Cooperation, and Coordination
  36. Developing Organizational Capability
  37. Organization Design
  38. III BUSINESS STRATEGY AND THE QUEST FOR COMPETITIVE ADVANTAGE
  39. 7 The Sources and Dimensions of Competitive Advantage
  40. How Is Competitive Advantage Established?
  41. How Is Competitive Advantage Sustained?
  42. Cost Advantage
  43. Differentiation Advantage
  44. Can Firms Pursue Both Cost and Differentiation Advantage?
  45. 8 Industry Evolution and Strategic Change
  46. The Industry Life Cycle
  47. The Challenge of Organizational Adaptation and Strategic Change
  48. Managing Strategic Change
  49. 9 Technology‐Based Industries and the Management of Innovation
  50. Competitive Advantage in Technology‐Intensive Industries
  51. Strategies to Exploit Innovation: How and When to Enter
  52. Standards, Platforms, and Network Externalities
  53. Implementing Technology Strategies: Internal and External Sources of Innovation
  54. Implementing Technology Strategies: Organizing for Innovation
  55. IV CORPORATE STRATEGY
  56. 10 Vertical Integration and the Scope of the Firm
  57. Transaction Costs and the Scope of the Firm
  58. The Benefits and Costs of Vertical Integration
  59. Designing Vertical Relationships
  60. 11 Global Strategy and the Multinational Corporation
  61. Implications of International Competition for Industry Analysis
  62. Analyzing Competitive Advantage in an International Context
  63. Internationalization Decisions: Locating Production
  64. Internationalization Decisions: Entering a Foreign Market
  65. Multinational Strategies: Global Integration versus National Differentiation
  66. Implementing International Strategy: Organizing the Multinational Corporation
  67. 12 Diversification Strategy
  68. Motives for Diversification
  69. Competitive Advantage from Diversification
  70. Diversification and Performance
  71. The Meaning of Relatedness in Diversification
  72. 13 Implementing Corporate Strategy: Managing the Multibusiness Firm
  73. The Role of Corporate Management
  74. Managing the Corporate Portfolio
  75. Managing Linkages Across Businesses
  76. Managing Individual Businesses
  77. Managing Change in the Multibusiness Corporation
  78. Governance of Multibusiness Corporations
  79. 14 External Growth Strategies: Mergers, Acquisitions, and Alliances
  80. Mergers and Acquisitions
  81. Strategic Alliances
  82. 15 Current Trends in Strategic Management
  83. The New Environment of Business
  84. New Directions in Strategic Thinking
  85. Redesigning Organizations
  86. The Changing Role of Managers
  87. CASES TO ACCOMPANY CONTEMPORARY STRATEGY ANALYSIS, TENTH EDITION
  88. Case 1: Tough Mudder Inc.: Building Leadership in Mud Runs*
  89. The Market for Endurance Sports
  90. Growing the Company, Building the Brand
  91. Tough Mudder in 2018
  92. Case 2: Kering SA: Probing the Performance Gap with LVMH*
  93. From PPR to Kering
  94. Kering in 2018
  95. Appendix 1: Kering SA: Financial Data
  96. Appendix 2: LVMH: Selected Financial Data
  97. Case 3: Pot of Gold? The US Legal Marijuana Industry*
  98. Legalization
  99. The Market for Marijuana
  100. Development of Legal Marijuana Industry
  101. The Economics of the Marijuana Business
  102. Case 4: The US Airline Industry in 2018*
  103. From Regulation to Competition
  104. Firm Strategy
  105. The Industry in 2018
  106. Case 5: The Lithium‐Ion Battery Industry*
  107. Lithium‐Ion Batteries
  108. The Market for LIBs
  109. The Manufacture of Lithium‐ion Batteries
  110. Technology
  111. The Supply Chain for LIBs
  112. Case 6: Walmart, Inc. in 2018: The World’s Biggest Retailer Faces New Challenges*
  113. History of Walmart
  114. Walmart in 2018
  115. Walmarts’ Operations and Activities
  116. Case 7: Harley‐Davidson, Inc. in 2018*
  117. The History of Harley‐Davidson
  118. The Heavyweight Motorcycle Market
  119. Harley‐Davidson in 2018
  120. Appendix: Financial Data
  121. Case 8: BP: Organizational Structure and Management Systems*
  122. A Brief History of BP
  123. The Atomic Structure
  124. The Performance Management System
  125. BP as a Learning Organization
  126. Social and Environmental Responsiveness
  127. Adapting the Management Model, 2001–08
  128. Findings of the Baker Panel
  129. Case 9: Starbucks Corporation, March 2018*
  130. The Starbucks Story
  131. The Starbucks Experience
  132. Broadening Corporate Scope: Diversification, Internationalization, and Technology
  133. Case 10: Eastman Kodak’s Quest for a Digital Future*
  134. Kodak’s History, 1901–93
  135. Committing to a Digital Future
  136. Emphasis on Printed Images
  137. Harvesting the Traditional Photography Business
  138. Eastman Kodak in 2012
  139. Competition
  140. Kodak’s Resources and Capabilities
  141. Reflections
  142. Case 11: The New York Times: Adapting to the Digital Revolution*
  143. The US Newspaper Industry
  144. Decline and Refocusing
  145. Searching for an Online Business Model
  146. Our Path Forward
  147. Digital Initiatives
  148. Looking to the Future
  149. Case 12: Tesla: Disrupting the Auto Industry*
  150. Electric Cars
  151. Tesla Motors, 2003–2018
  152. Tesla’s Technology
  153. Tesla’s Future
  154. Appendix
  155. Case 13: Video Game Console Industry in 2018*
  156. History of the Video Game Industry, 1972–2018
  157. The Video Game Industry in 2018
  158. Looking to the Future
  159. Appendix: Financial Data for the Leading Console Makers
  160. Case 14: Eni SpA: The Corporate Strategy of an International Energy Major*
  161. The History of Eni
  162. The Petroleum Industry in 2018
  163. The Outlook for Eni in 2018
  164. Appendix
  165. Case 15: Zara: Super‐Fast Fashion*
  166. A Brief History1
  167. Zara in 20183
  168. The Fashion Clothing Business
  169. Meeting current and future challenges
  170. Case 16: Manchester City:Building a Multinational Soccer Enterprise*
  171. Manchester City Football Club
  172. City Football Group Ltd.
  173. Strategy
  174. The Management Team
  175. Player Sourcing, Assessment, and Development
  176. Technology
  177. Marketing
  178. Community Involvement and Corporate Social Responsibility
  179. Organizational Structure
  180. Finance
  181. Case 17: Haier Group: Internationalization Strategy*
  182. Building Leadership in the Home Market
  183. Haier’s Management System
  184. Internationalization
  185. Haier’s Future as a Global Company
  186. Case 18: The Virgin Group in 2018*
  187. Development of the Virgin Group, 1968–2017
  188. The Virgin Group of Companies in 2018
  189. Looking to the Future
  190. Case 19: Google Is Now Alphabet—But What’s the Corporate Strategy?*
  191. The History of Google, 1996–2018
  192. Alphabet’s Management and Capabilities
  193. The Future of Alphabet
  194. Case 20: Restructuring General Electric*
  195. The History of GE
  196. GE’s Business Portfolio
  197. Planning for a New General Electric
  198. Appendix: Extracts from General Electric Company Update, June 26, 2018
  199. Case 21: Walt Disney, 21st Century Fox, and the Challenge of New Media*
  200. Walt Disney Company
  201. 21st Century Fox
  202. Changes within the Media and Entertainment Sector
  203. Rationale for the Merger
  204. The Debate over the Merger
  205. Summer 2018
  206. Appendix
  207. Case 22: W. L. Gore & Associates: Rethinking Management*
  208. The Founding of Gore
  209. Origins of the Gore Management Philosophy
  210. Organization Structure and Management Principles
  211. Innovation
  212. GLOSSARY
  213. INDEX
  214. END USER LICENSE AGREEMENT

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