- •%*• L 1 \ " , • 1H I * , ,

uConcepts &- Cases

8th Edition

R. Duane IrelandTexas A&M University

Robert E. HoskissonArizona State University

Michael A. HittTexas A&M University

VT^\^^

SOUTH-WESTERNCENGAGE Learning-

A u s t r a l i a • B r a z i l • C a n a d a • M e x i c o • S i n g a p o r e • S p a i n • U n i t e d K i n g d o m • U n i t e d S t a t e s

Contents

Preface xviii

About the Authors xxiv

Part 1: Strategic Management Inputs 11: What is StrategicManagement? 2

Opening Case: Boeing and Airbus: A GlobalCompetitive Battle over Supremacy in ProducingCommercial Aircraft 3

The Competitive Landscape 6The Global Economy 7

Technology and Technological Changes 10

Strategic Focus: Apple: Using Innovation toCreate Technology Trends and Maintain Competitive Advantage

The I/O Model of Above-Average Returns 13

Strategic Focus: Netflix Confronts a Turbulent CompetitiveEnvironment 14

The Resource-Based Model of Above-Average Returns 16

Vision and Mission 18

Vision 18

Mission 19

Stakeholders 20

Classifications of Stakeholders 20

Strategic Leaders 22The Work of Effective Strategic Leaders 23

Predicting Outcomes of Strategic Decisions: Profit Pools 24

The Strategic Management Process 24

Summary 26 • Review Questions 26 • Notes 27

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2: Exploring the External Environment:Competition and Opportunities 32Opening Case: Environmental Pressures on Wal-Mart 33

The General, Industry, and Competitor Environments 35

External Environmental Analysis 37

Scanning 38

Monitoring 38

Forecasting 39

Assessing 39

Segments of the General Environment 39

The Demographic Segment 40

The Economic Segment 42

The Political/Legal Segment 42

The Sociocultural Segment 43

The Technological Segment 44

The Global Segment 45

Strategic Focus: Does Google Have the Market Power to Ignore External Pressures? 46

Industry Environment Analysis 48

Threat of New Entrants 49

Bargaining Power of Suppliers 52

Bargaining Power of Buyers 52

Threat of Substitute Products 52

Intensity of Rivalry Among Competitors 53

Interpreting Industry Analyses 55

Strategic Groups 55

Strategic Focus: IBM Closely Watches Its Competitorsto Stay at the Top of Its Game 57

Competitor Analysis 58

Ethical Considerations 60

Summary 61 e Review Questions 61 • Notes 62

3: Examining the internal Organization: Activities,Resources, and Capabilities 68

Opening Case: Managing the Tension Between Innovation and Efficiency 69

Analyzing the Internal Organization 71

The Context of Internal Analysis 71

Creating Value 72

The Challenge of Analyzing the Internal Organization 73

Strategic Focus: Hyundai Cars: The Quality Is There, So Why Aren't theCars Selling? 75

Resources, Capabilities, and Core Competencies 76Resources 76

Strategic Focus: Seeking to Repair a Tarnished Brand Name 79

Capabilities 80

Core Competencies 81

Building Core Competencies 81Four Criteria of Sustainable Competitive Advantage 81

Value Chain Analysis 84

Outsourcing 87

Competencies, Strengths, Weaknesses, and Strategic Decisions 88

Summary 90 • Review Questions 91 • Notes 91

Part 2; Strategic Actions; Strategy Formulation 954: Building and Sustaining CompetitiveAdvantage 96

Opening Case: Competition Between Hewlett-Packardand Dell: The Battle Rages On 97

A Model of Competitive Rivalry 99

Competitor Analysis 100Market Commonality 101

Resource Similarity 102

Drivers of Competitive Actions and Responses 103

Strategic Focus: Who Will Win the Competitive Battles BetweenNetflix and Blockbuster? 105

Competitive Rivalry 105Strategic and Tactical Actions 106

Likelihood of Attack 106Strategic Focus: Using Aggressive Pricing as a Tactical Actionat Wal-Mart 107

First-Mover Incentives 107

Organizational Size 109

Quality 110

Likelihood of Response 111Type of Competitive Action 112

Actor's Reputation 112

Dependence on the Market 113

Competitive Dynamics 113

Slow-Cycle Markets 113

Fast-Cycle Markets 114

Standard-Cycle Markets 115

Summary 117 • Review Questions 118 • Notes 118

5: Strategy at the Business Level 122

Opening Case: From Pet Food to PetSmart 123

Customers: Their Relationship with Business-Level Strategies 125

Effectively Managing Relationships with Customers 126

Reach, Richness, and Affiliation 126

Who: Determining the Customers to Serve 127

What: Determining Which Customer Needs to Satisfy 128

How: Determining Core Competencies Necessary to Satisfy CustomerNeeds 129

The Purpose of a Business-Level Strategy 129

Types of Business-Level Strategies 131

Cost Leadership Strategy 132

Differentiation Strategy 136

Focus Strategies 139

Strategic Focus: Caribou Coffee: When You Are Number Two, You Try Harder 140

Integrated Cost Leadership/Differentiation Strategy 143

Strategic Focus: Zara: Integrating Both Sides of the Coin 144

Summary 147 • Review Questions 148 • Notes 148

6: Corporate-Level Strategy 152

Opening Case: Procter and Gamble's Diversification Strategy 153

Levels of Diversification 155

Low Levels of Diversification 155

Moderate and High Levels of Diversification • 156

Reasons for Diversification 157

Value-Creating Diversification: Related Constrained and RelatedLinked Diversification 158

Operational Relatedness: Sharing Activities 159

Corporate Relatedness: Transferring of Core Competencies 160

Market Power 161

Simultaneous Operational Relatedness and Corporate Relatedness 163

Unrelated Diversification 163

Strategic Focus: Operational and Corporate Relatedness: Smith & Wessonand Luxottica 164

Efficient Internal Capital Market Allocation 165

Restructuring of Assets 166

Value-Neutral Diversification: Incentives and Resources 166

Strategic Focus: Revival of the Unrelated Strategy (Conglomerate): Small Firms AcquireCastoffs from Large Firms and Seek to Improve Their Value 167

Incentives to Diversify 168

Resources and Diversification 171

Value-Reducing Diversification: Managerial Motives to Diversify 172

Summary 174 • Review Questions 174 • Notes 175

7: Acquisition and Restructuring Strategies 180Opening Case: The Increased Trend Toward Cross-BorderAcquisitions 181

The Popularity of Merger and Acquisition Strategies 183

Mergers, Acquisitions, and Takeovers: What Are the Differences? 184

Reasons for Acquisitions 184

Increased Market Power 184

Strategic Focus: Oracle Makes a Series of Horizontal Acquisitions WhileCVS Makes a Vertical Acquisition 185

Overcoming Entry Barriers 187

Cost of New Product Development and Increased Speed to Market 188

Lower Risk Compared to Developing New Products 189

Increased Diversification 189

Reshaping the Firm's Competitive Scope 190

Learning and Developing New Capabilities 190

Problems in Achieving Acquisition Success 191

Integration Difficulties 192

Inadequate Evaluation of Target 192

Large or Extraordinary Debt 193

Inability to Achieve Synergy 193

Too Much Diversification 194

Managers Overly Focused on Acquisitions 195

. Too Large 196

Effective Acquisitions 196

Restructuring 198

Strategic Focus: DaimlerChrysler Is Now Daimler AG: The Failed Mergerwith Chrysler Corporation 199

Downsizing 200

Downscoping 200

Leveraged Buyouts 201

Restructuring Outcomes 202

Summary 203 • Review Questions 204 • Notes 204

8: International Strategy 210

Opening Case: Shanghai Automotive Industry Corporation:Reaching for Global Markets 211

Identifying International Opportunities: Incentives to Use anInternational Strategy 213

Increased Market Size 214

Return on Investment 215

Economies of Scale and Learning 215

Strategic Focus: Does General Motors' Survival Depend onInternational Markets? 216

Location Advantages 217

International Strategies 217

International Business-Level Strategy 218

International Corporate-Level Strategy 220

Environmental Trends 222

Liability of Foreignness 223

Regionalization 223

Choice of International Entry Mode 224

Exporting 225

Licensing 225

Strategic Alliances 226

Acquisitions 227

New Wholly Owned Subsidiary 228

Strategic Focus: Has the Largest Automaker in the World Made Mistakes with ItsInternational Strategy? 229

Dynamics of Mode of Entry 230

Strategic Competitive Outcomes 231

International Diversification and Returns 231

International Diversification and Innovation 232

Complexity of Managing Multinational Firms 232

Risks in an International Environment 233

Political Risks 234

Economic Risks 234

Limits to International Expansion: Management Problems 235

Summary 235 • Review Questions 236 • Notes 237

9: Cooperative Strategy 244

Opening Case: Using Cooperative Strategies at IBM 245

Strategic Alliances as a Primary Type of Cooperative Strategy 247

Three Types of Strategic Alliances 247

Strategic Focus: Partnering for Success at Kodak 248

Reasons Firms Develop Strategic Alliances 250

Business-Level Cooperative Strategy 252

Complementary Strategic Alliances 252

Competition Response Strategy 253

Strategic Focus: Using Complementary Resources and Capabilities to Succeed in theGlobal Automobile Industry 255

Uncertainty-Reducing Strategy 256

Competition-Reducing Strategy 256

Assessment of Business-Level Cooperative Strategies 257

Corporate-Level Cooperative Strategy 258

Diversifying Strategic Alliance 258

Synergistic Strategic Alliance 259

Franchising 259

Assessment of Corporate-Level Cooperative Strategies 260

International Cooperative Strategy 261

Network Cooperative Strategy 262

Alliance Network Types 263

Competitive Risks with Cooperative Strategies 263

Managing Cooperative Strategies 265

Summary 266 • Review Questions 267 • Notes 267

Part 3: Strategic Actions; Strategy Implementation 21310: Corporate Governance 274

Opening Case: How Has Increasingly Intensive Corporate Governance Affected theLives of CEOs? 275

Separation of Ownership and Managerial Control 278

Agency Relationships 279

Product Diversification as an Example of an Agency Problem 280

Agency Costs and Governance Mechanisms 281

Ownership Concentration 283

The Growing Influence of Institutional Owners 283

Board of Directors 284

Enhancing the Effectiveness of the Board of Directors 286

Executive Compensation 287

Strategic Focus: Executive Compensation Is Increasingly Becoming a Target for Media,Activist Shareholders, and Government Regulators 288

The Effectiveness of Executive Compensation 289

Market for Corporate Control 290

Managerial Defense Tactics 292

International Corporate Governance 293

Corporate Governance in Germany 294

Corporate Governance in Japan 295

Strategic Focus: Shareholder Activists Invade Japan's Large Firms TraditionallyFocused on "Stakeholder" Capitalism 296

Global Corporate Governance 297

Governance Mechanisms and Ethical Behavior 298

Summary 299 • Review Questions 300 • Notes 300

11: Organizational Structure and Controls 306

Opening Case: Are Strategy and Structural Changes in the Cards for GE? 307

Organizational Structure and Controls 308

Organizational Structure 309

Strategic Focus: Increased Job Autonomy: A Structural Approach to IncreasedPerformance and Job Satisfaction? 310

Organizational Controls 311

Relationships between Strategy and Structure 312

Evolutionary Patterns of Strategy and Organizational Structure 313

Simple Structure 314

Functional Structure 314

Multidivisional Structure 314

Matches between Business-Level Strategies and theFunctional Structure 315

Matches between Corporate-Level Strategies and theMultidivisional Structure 318

Matches between International Strategies and Worldwide Structure 324

Strategic Focus: Using the Worldwide Geographic Area Structure at XeroxCorporation 325

Matches between Cooperative Strategies and Network Structures 329

Implementing Business-Level Cooperative Strategies 330

Implementing Corporate-Level Cooperative Strategies 331

Implementing International Cooperative Strategies 331

Summary 332 • Review Questions 333 • Notes 333

12: Strategic Leadership 338Opening Case: How Long Can I Have the Job? The Short Lives of CEOsand Top-Level Strategic Leaders 339

Strategic Leadership and Style 340

Strategic Focus: Doug Conant: Providing EffectiveStrategic Leadership at Campbell Soup Co. 343

The Role of Top-Level Managers 343

Top Management Teams 344

Managerial Succession 347

Key Strategic Leadership Actions 350

Determining Strategic Direction 350

Effectively Managing the Firm's Resource Portfolio 351

Sustaining an Effective Organizational Culture 354

Emphasizing Ethical Practices 355

Establishing Balanced Organizational Controls 356

Strategic Focus: What's Next? Strategic Leadership inthe Future 359

Summary 360 • Review Questions 361 • Notes 361

13: Strategic Entrepreneurship 366Opening Case: Googling Innovation! 367

Entrepreneurship and Entrepreneurial Opportunities 369

Innovation 370

Entrepreneurs 371

International Entrepreneurship 372

Internal Innovation 373

Incremental and Radical Innovation 373

Strategic Focus: The Razr's Edge: R&D and Innovation at Motorola 374

Autonomous Strategic Behavior 376

Induced Strategic Behavior 376

Implementing Internal Innovations 377

Cross-Functional Product Development Teams 377

Facilitating Integration and Innovation 378

Creating Value from Internal Innovation 378

Innovation Through Cooperative Strategies 379

Strategic Focus: Does Whole Foods Really Obtain Innovation in Unnatural Ways? 381

Innovation Through Acquisitions 382

Creating ValueThrough Strategic Entrepreneurship 382

Summary 384 • Review Questions 384 • Notes 385

Part 4; CasesPreparing an Effective Case Analysis iii

Case 1: 3M: Cultivating Core Competency, 1

Case 2: A-1 Lanes and the Currency Crisis of the East Asian Tigers, 13

Case 3: AMD vs. Intel: Competitive Challenges, 25

Case 4: Boeing: Redefining Strategies to Manage the Competitive Market, 33

Case 5: Carrefour in Asia, 49

Case 6: Dell: From a Low-Cost PC Maker to an Innovative Company, 61

Case 7: Ford Motor Company, 75

Case 8: Jack Welch and Jeffrey Immelt: Continuity and Changein Strategy, Style, and Culture at GE, 91

Case 9: The Home Depot, 105

Case 10: China's Home Improvement Market: Should Home Depot Enteror Will it Have a Late-Mover (Dis)advantage? 117

Case 11: Huawei: Cisco's Chinese Challenger, 133

Case 12: ING DIRECT: Rebel in the Banking Industry, 145

Case 13: JetBlue Airways: Challenges Ahead, 157

Case 14: Lufthansa: Going Global, but How to Manage Complexity? 175

Case 15: Microsoft's Diversification Strategy, 185

Case 16: Nestle: Sustaining Growth in Mature Markets, 203

Case 17: An Entrepreneur Seeks the Holy Grail of Retailing, 217

Case 18: PSA Peugeot Citroen: Strategic Alliances for Competitive Advantage? 221

Case 19: Sun Microsystems, 233

Case 20:Teleflex Canada: A Culture of Innovation, 241

Case 21: Tyco International: A Case of Corporate Malfeasance, 249

Case 22: Vodafone: Out of Many, One, 263

Case 23: Wal-Mart Stores, Inc. (WMT), 281

Case 24: WD^O Company: The Squeak, Smell, and Dirt Business (A), 309

Name'lndex 1-1

Company Index 1-13

Subject Index 1-17