THIRTEENTH_EDITION_Strategic_Management.pdf

THIRTEENTH EDITION Strategic Management CONCEPTS AND CASES Fred R. David Francis Marion University Florence, South Carolina Prentice Hall Boston Columbus Indianapolis New York San F...

THIRTEENTH EDITION Strategic Management CONCEPTS AND CASES Fred R. David Francis Marion University Florence, South Carolina Prentice Hall Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Strategic Management CONCEPTS AND CASES Editorial Director: Sally Yagan Manager, Visual Research: Beth Brenzel Editor in Chief: Eric Svendsen Manager, Rights and Permissions: Zina Arabia Acquisitions Editor: Kim Norbuta Image Permission Coordinator: Cynthia Vincenti Product Development Manager: Ashley Santora Manager, Cover Visual Research & Permissions: Editorial Project Manager: Claudia Fernandes Karen Sanatar Editorial Assistant: Meg O’Rourke Cover Art: Vetta TM Collection Dollar Bin: Director of Marketing: Patrice Lumumba Jones istockphoto Marketing Manager: Nikki Ayana Jones Editorial Media Project Manager: Ashley Lulling Marketing Assistant: Ian Gold Production Media Project Manager: Lisa Rinaldi Senior Managing Editor: Judy Leale Full-Service Project Management: Thistle Hill Associate Production Project Manager: Publishing Services, LLC Ana Jankowski Composition: Integra Software Services, Ltd. Operations Specialist: Ilene Kahn Printer/Binder: Courier/Kendallville Art Director: Steve Frim Cover Printer: Lehigh-Phoenix Color/Hagerstown Text and Cover Designer: Judy Allan Text Font: 10/12 Times Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook appear on appropriate page within text. Copyright © 2011, 2009, 2007 by Pearson Education, Inc., publishing as Prentice Hall, One Lake Street, Upper Saddle River, New Jersey 07458. All rights reserved. Manufactured in the United States of America. This publication is protected by Copyright, and permission should be obtained from the publisher prior to any prohibited reproduction, storage in a retrieval system, or transmission in any form or by any means, electronic, mechanical, photocopying, recording, or likewise. To obtain permission(s) to use material from this work, please submit a written request to Pearson Education, Inc., Permissions Department, One Lake Street, Upper Saddle River, New Jersey 07458. Many of the designations by manufacturers and seller to distinguish their products are claimed as trademarks. Where those designations appear in this book, and the publisher was aware of a trademark claim, the designations have been printed in initial caps or all caps. Library of Congress Cataloging-in-Publication Data David, Fred R. Strategic management: concepts and cases / Fred R. David.—13th ed. p. cm. Includes bibliographical references and index. ISBN-13: 978-0-13-612098-8 (casebound) ISBN-10: 0-13-612098-9 (casebound) 1. Strategic planning. 2. Strategic planning—Case studies. I. Title. HD30.28.D385 2011 658.4'012—dc22 2009052036 10 9 8 7 6 5 4 3 2 ISBN 10: 0-13-612098-9 ISBN 13: 978-0-13-612098-8 To Joy, Forest, Byron, and Meredith— my wife and children— for their encouragement and love. Brief Contents Preface xvii Acknowledgments xxiii Part 4 About the Author xxvii Strategy Evaluation 284 Chapter 9 Part 1 Strategy Review, Evaluation, Overview of Strategic Management 2 and Control 284 Chapter 1 Part 5 The Nature of Strategic Management 2 Key Strategic-Management Topics 308 THE COHESION CASE: MCDONALD’S — 2009 27 Chapter 10 Part 2 Business Ethics/Social Responsibility/ Strategy Formulation 40 Environmental Sustainability 308 Chapter 2 Chapter 11 The Business Vision and Mission 40 Global/International Issues 328 Chapter 3 Part 6 The External Assessment 58 Strategic-Management Case Chapter 4 Analysis 346 The Internal Assessment 90 How to Prepare and Present Chapter 5 a Case Analysis 346 Strategies in Action 130 Name Index 359 Chapter 6 Subject Index 363 Strategy Analysis and Choice 172 Part 3 Strategy Implementation 210 Chapter 7 Implementing Strategies: Management and Operations Issues 210 Chapter 8 Implementing Strategies: Marketing, Finance/ Accounting, R&D, and MIS Issues 250 vii Contents Preface xvii What Is Our Business? 43 Vision versus Mission 45 & The Process of Developing Vision Acknowledgments xxiii and Mission Statements 46 About the Author xxvii Importance (Benefits) of Vision and Mission Statements 47 Part 1 A Resolution of Divergent Views 48 Overview of Strategic Management 2 Characteristics of a Mission Statement 49 A Declaration of Attitude 49 & A Customer Chapter 1 Orientation 50 & Mission Statement Components 51 The Nature of Strategic Management 2 Writing and Evaluating Mission Statements 53 MCDONALD’S CORPORATION: DOING GREAT ASSURANCE OF LEARNING EXERCISES 56 IN A WEAK ECONOMY 4 Assurance of Learning Exercise 2A: Evaluating Mission What Is Strategic Management? 5 Statements 56 Defining Strategic Management 6 & Stages of Assurance of Learning Exercise 2B: Writing a Vision and Mission Strategic Management 6 & Integrating Intuition Statement for McDonald’s Corporation 56 and Analysis 7 & Adapting to Change 8 Assurance of Learning Exercise 2C: Writing a Vision and Mission Key Terms in Strategic Management 9 Statement for My University 57 Competitive Advantage 9 & Strategists 10 & Vision and Mission Assurance of Learning Exercise 2D: Conducting Mission Statement Statements 11 & External Opportunities and Threats 11& Research 57 Internal Strengths and Weaknesses 12 & Long-Term Objectives 13 & Strategies 13 & Annual Objectives 13 & Policies 14 The Strategic-Management Model 14 Chapter 3 Benefits of Strategic Management 16 The External Assessment 58 Financial Benefits 17 & Nonfinancial Benefits 18 DUNKIN' BRANDS, INC.: DOING GREAT IN A WEAK Why Some Firms Do No Strategic Planning 18 ECONOMY 60 Pitfalls in Strategic Planning 19 The Nature of an External Audit 61 Guidelines for Effective Strategic Management 19 Key External Forces 61 & The Process of Performing an External Audit 62 Comparing Business and Military Strategy 21 The Industrial Organization (I/O) View 63 THE COHESION CASE: MCDONALD’S CORPORATION—2009 27 Economic Forces 63 ASSURANCE OF LEARNING EXERCISES 37 Social, Cultural, Demographic, and Natural Environment Assurance of Learning Exercise 1A: Gathering Strategy Forces 66 Information 37 Political, Governmental, and Legal Forces 68 Assurance of Learning Exercise 1B: Strategic Planning Technological Forces 69 for My University 37 Competitive Forces 71 Assurance of Learning Exercise 1C: Strategic Planning Competitive Intelligence Programs 72 & Market Commonality at a Local Company 38 and Resource Similarity 74 Assurance of Learning Exercise 1D: Getting Familiar with SMCO 38 Competitive Analysis: Porter’s Five-Forces Model 74 Part 2 Rivalry Among Competing Firms 75 & Potential Entry of Strategy Formulation 40 New Competitors 76 & Potential Development of Substitute Products 77 & Bargaining Power of Suppliers 77 & Bargaining Chapter 2 Power of Consumers 77 The Business Vision and Mission 40 Sources of External Information 78 WAL-MART: DOING GREAT IN A WEAK ECONOMY 42 Forecasting Tools and Techniques 78 What Do We Want to Become? 43 Making Assumptions 79 ix x CONTENTS Industry Analysis: The External Factor Evaluation (EFE) Chapter 5 Matrix 80 Strategies in Action 130 The Competitive Profile Matrix (CPM) 81 VOLKSWAGEN AG: DOING GREAT IN A WEAK ASSURANCE OF LEARNING EXERCISES 86 ECONOMY. HOW? 132 Assurance of Learning Exercise 3A: Developing an EFE Matrix for Long-Term Objectives 133 McDonald’s Corporation 86 The Nature of Long-Term Objectives 133 & Financial versus Assurance of Learning Exercise 3B: The External Strategic Objectives 134 & Not Managing by Assessment 86 Objectives 135 Assurance of Learning Exercise 3C: Developing an EFE Matrix for The Balanced Scorecard 135 My University 87 Types of Strategies 136 Assurance of Learning Exercise 3D: Developing a Competitive Levels of Strategies 138 Profile Matrix for McDonald’s Corporation 87 Integration Strategies 139 Assurance of Learning Exercise 3E: Developing a Competitive Profile Matrix for My University 87 Forward Integration 139 & Backward Integration 140 & Horizontal Integration 141 Chapter 4 Intensive Strategies 141 The Internal Assessment 90 Market Penetration 141 & Market Development 142 & Product Development 142 AMAZON.COM, INC.: DOING GREAT IN A WEAK ECONOMY. HOW? 92 Diversification Strategies 143 Related Diversification 144 & Unrelated Diversification 144 The Nature of an Internal Audit 93 Key Internal Forces 93 & The Process of Performing an Internal Defensive Strategies 146 Audit 93 Retrenchment 146 & Divestiture 148 & Liquidation 149 The Resource-Based View (RBV) 96 Michael Porter’s Five Generic Strategies 151 Integrating Strategy and Culture 97 Cost Leadership Strategies (Type 1 and Type 2) 152 & Differentiation Strategies (Type 3) 153 & Focus Strategies (Type 4 and Type 5) 154 Management 99 & Strategies for Competing in Turbulent, High-Velocity Planning 100 & Organizing 100 & Motivating 101 & Staffing Markets 155 102 & Controlling 102 & Management Audit Checklist of Questions 103 Means for Achieving Strategies 155 Cooperation Among Competitors 155 & Joint Venture/ Marketing 103 Partnering 156 & Merger/Acquisition 158 & First Mover Customer Analysis 103 & Selling Products/Services 103 & Advantages 161 & Outsourcing 161 Product and Service Planning 104 & Pricing 105 & Distribution 105 & Marketing Research 106 & Cost/Benefit Analysis 106 & Strategic Management in Nonprofit and Governmental Marketing/Audit Checklist of Questions 106 Organizations 162 Educational Institutions 162 & Medical Organizations 163 Finance/Accounting 106 & Governmental Agencies and Departments 163 Finance/Accounting Functions 107 & Basic Types of Financial Ratios 108 & Finance/Accounting Audit Checklist 113 Strategic Management in Small Firms 164 Production/Operations 113 ASSURANCE OF LEARNING EXERCISES 168 Production/Operations Audit Checklist 115 Assurance of Learning Exercise 5A: What Strategies Should McDonald’s Pursue in 2011–2013? 168 Research and Development 115 Assurance of Learning Exercise 5B: Examining Strategy Articles 168 Internal and External R&D 116 & Research and Development Audit 117 Assurance of Learning Exercise 5C: Classifying Some Year 2009 Strategies 169 Management Information Systems 117 Assurance of Learning Exercise 5D: How Risky Are Various Strategic-Planning Software 118 & Management Information Alternative Strategies? 169 Systems Audit 119 Assurance of Learning Exercise 5E: Developing Alternative Value Chain Analysis (VCA) 119 Strategies for My University 170 Benchmarking 120 Assurance of Learning Exercise 5F: Lessons in Doing Business The Internal Factor Evaluation (IFE) Matrix 122 Globally 170 ASSURANCE OF LEARNING EXERCISES 128 Assurance of Learning Exercise 4A: Performing a Financial Ratio Chapter 6 Analysis for McDonald’s Corporation (MCD) 128 Strategy Analysis and Choice 172 Assurance of Learning Exercise 4B: Constructing an IFE Matrix for McDonald’s Corporation 128 APPLE: DOING GREAT IN A WEAK ECONOMY. HOW? 174 Assurance of Learning Exercise 4C: Constructing an IFE Matrix for The Nature of Strategy Analysis and Choice 175 My University 128 The Process of Generating and Selecting Strategies 175  CONTENTS xi A Comprehensive Strategy-Formulation Framework 176 Linking Performance and Pay to The Input Stage 177 Strategies 231 The Matching Stage 177 Managing Resistance to Change 234 The Strengths-Weaknesses-Opportunities-Threats (SMOT) Matrix Creating a Strategy-Supportive Culture 235 178 & The Strategic Position and Action Evaluation (SPACE) Production/Operations Concerns When Implementing Matrix 181 & The Boston Consulting Group (BCG) Matrix 185 & Strategies 236 The Internal-External (IE) Matrix 188 & The Grand Strategy Human Resource Concerns When Implementing Matrix 191 Strategies 237 The Decision Stage 192 Employee Stock Ownership Plans (ESOPs) 239 & Balancing Work The Quantitative Strategic Planning Matrix (QSPM) 192 Life and Home Life 240 & Benefits of a Diverse Workforce 242 & Positive Features and Limitations of the QSPM 195 & Corporate Wellness Programs 242 Cultural Aspects of Strategy Choice 196 ASSURANCE OF LEARNING EXERCISES 248 The Politics of Strategy Choice 196 Assurance of Learning Exercise 7A: Revising McDonald’s Governance Issues 198 Organizational Chart 248 ASSURANCE OF LEARNING EXERCISES 205 Assurance of Learning Exercise 7B: Do Organizations Really Assurance of Learning Exercise 6A: Developing a SWOT Matrix for Establish Objectives? 248 McDonald’s 205 Assurance of Learning Exercise 7C: Understanding My University’s Assurance of Learning Exercise 6B: Developing a SPACE Matrix for Culture 249 McDonald’s 205 Assurance of Learning Exercise 6C: Developing a BCG Matrix for Chapter 8 McDonald’s 205 Implementing Strategies: Marketing, Assurance of Learning Exercise 6D: Developing a QSPM for Finance/Accounting, R&D, and MIS McDonald’s 206 Issues 250 Assurance of Learning Exercise 6E: Formulating Individual The Nature of Strategy Implementation 252 Strategies 206 JOHNSON & JOHNSON (J&J): DOING GREAT IN A WEAK Assurance of Learning Exercise 6F: The Mach Test 206 ECONOMY. HOW? 252 Assurance of Learning Exercise 6G: Developing a BCG Matrix for Current Marketing Issues 253 My University 208 New Principles of Marketing 254 & Advertising Media 256 Assurance of Learning Exercise 6H: The Role of Boards of & Purpose-Based Marketing 257 Directors 208 Market Segmentation 257 Assurance of Learning Exercise 6I: Locating Companies in a Grand Strategy Matrix 209 Does the Internet Make Market Segmentation Easier? 259 Product Positioning 260 Part 3 Finance/Accounting Issues 261 Strategy Implementation 210 Acquiring Capital to Implement Strategies 262 New Source of Funding 266 & Projected Financial Chapter 7 Statements 266 & Projected Financial Statement for Implementing Strategies: Management Mattel, Inc. 268 & Financial Budgets 271 & Evaluating and Operations Issues 210 the Worth of a Business 273 & Deciding Whether to Go Public 275 GOOGLE: DOING GREAT IN A WEAK ECONOMY. HOW? 212 Research and Development (R&D) Issues 275 The Nature of Strategy Implementation 213 Management Information Systems (MIS) Issues 277 Management Perspectives 214 ASSURANCE OF LEARNING EXERCISES 282 Annual Objectives 215 Assurance of Learning Exercise 8A: Developing a Product- Positioning Map for McDonald’s 282 Policies 217 Assurance of Learning Exercise 8B: Performing an EPS/EBIT Resource Allocation 219 Analysis for McDonald’s 282 Managing Conflict 220 Assurance of Learning Exercise 8C: Preparing Projected Financial Matching Structure with Strategy 220 Statements for McDonald’s 282 The Functional Structure 222 & The Divisional Structure 222 Assurance of Learning Exercise 8D: Determining the Cash Value of & The Strategic Business Unit (SBU) Structure 225 & The Matrix McDonald’s 283 Structure 226 & Some Do’s and Don’ts in Developing Assurance of Learning Exercise 8E: Developing a Product- Organizational Charts 228 Positioning Map for My University 283 Restructuring, Reengineering, and E-Engineering 229 Assurance of Learning Exercise 8F: Do Banks Require Projected Restructuring 230 & Reengineering 231 Financial Statements? 283 xii CONTENTS Part 4 Assurance of Learning Exercise 10B: The Ethics of Spying on Competitors 326 Strategy Evaluation 284 Assurance of Learning Exercise 10C: Who Prepares a Sustainability Chapter 9 Report? 327 Strategy Review, Evaluation, and Chapter 11 Control 284 Global/International Issues 328 FAMILY DOLLAR STORES: DOING GREAT IN A WEAK MARRIOTT INTERNATIONAL: DOING GREAT IN A WEAK ECONOMY. HOW? 286 ECONOMY. HOW? 330 The Nature of Strategy Evaluation 286 Multinational Organizations 331 The Process of Evaluating Strategies 290 Advantages and Disadvantages of International A Strategy-Evaluation Framework 290 Operations 332 Reviewing Bases of Strategy 290 & Measuring Organizational The Global Challenge 333 Performance 292 & Taking Corrective Actions 294 Globalization 334 & A Weak Economy 335 The Balanced Scorecard 295 United States versus Foreign Business Cultures 335 Published Sources of Strategy-Evaluation The Mexican Culture 337 & The Japanese Culture 338 & Information 297 Communication Differences Across Countries 338 Characteristics of an Effective Evaluation System 298 Worldwide Tax Rates 339 Contingency Planning 299 Joint Ventures in India 339 Auditing 300 ASSURANCE OF LEARNING EXERCISES 343 Twenty-First-Century Challenges in Strategic Assurance of Learning Exercise 11A: McDonald’s Wants to Enter Management 301 Africa. Help Them. 343 The Art of Science Issue 301 & The Visible or Hidden Issue 301 Assurance of Learning Exercise 11B: Does My University Recruit in & The Top-Down or Bottom-Up Approach 302 Foreign Countries? 343 ASSURANCE OF LEARNING EXERCISES 306 Assurance of Learning Exercise 11C: Assessing Differences in Assurance of Learning Exercise 9A: Preparing a Strategy-Evaluation Culture Across Countries 343 Report for McDonald’s Corp. 306 Assurance of Learning Exercise 11D: How Well Traveled Are Assurance of Learning Exercise 9B: Evaluating My University’s Business Students at Your University? 344 Strategies 306 Part 6 Part 5 Strategic-Management Case Analysis 346 Key Strategic-Management Topics 308 How to Prepare and Present a Case Chapter 10 Analysis 346 Business Ethics/Social Responsibility/ Environmental Sustainability 308 What Is a Strategic-Management Case? 348 WALT DISNEY: DOING GREAT IN A WEAK ECONOMY. Guidelines for Preparing Case Analyses 348 HOW? 310 The Need for Practicality 348 & The Need for Justification 348 & The Need for Realism 348 & The Need for Business Ethics 311 Specificity 349 & The Need for Originality 349 & The Need to Code of Business Ethics 312 & An Ethics Culture 313 & Bribes Contribute 349 314 & Love Affairs at Work 314 Preparing a Case for Class Discussion 349 Social Responsibility 315 The Case Method versus Lecture Approach 349 & The Cross- Social Policy 315 & Social Policies on Retirement 316 Examination 350 Environmental Sustainability 317 Preparing a Written Case Analysis 350 What Is a Sustainability Report? 317 & Lack of Standards The Executive Summary 350 & The Comprehensive Written Changing 318 & Obama Regulations 318 & Managing Analysis 351 & Steps in Preparing a Comprehensive Written Environmental Affairs in the Firm 319 & Should Students Receive Analysis 351 Environmental Training? 319 & Reasons Why Firms Should “Be Green” 320 & Be Proactive, Not Reactive 320 & ISO Making an Oral Presentation 351 14000/14001 Certification 320 & Electric Car Networks Are Organizing the Presentation 351 & Controlling Your Coming 321 & The March 2009 Copenhagen Meeting 322 Voice 352 & Managing Body Language 352 & Speaking from Notes 352 & Constructing Visual Aids 352 & Answering ASSURANCE OF LEARNING EXERCISES 326 Questions 353 & Tips for Success in Case Analysis 353 & Assurance of Learning Exercise 10A: Does McDonald’s Have a Content Tips 353 & Process Tips 354 & Sample Case Analysis Code of Business Ethics? 326 Outline 355  CONTENTS xiii STEPS IN PRESENTING AN ORAL CASE ANALYSIS 356 Oral Presentation—Step 6: Strategy Implementation (8 minutes) 357 Oral Presentation—Step 1: Introduction (2 minutes) 356 Oral Presentation—Step 7: Strategy Evaluation (2 minutes) 358 Oral Presentation—Step 2: Mission/Vision (4 minutes) 356 Oral Presentation—Step 8: Conclusion (4 minutes) 358 Oral Presentation—Step 3: Internal Assessment (8 minutes) 356 Name Index 359 Oral Presentation—Step 4: External Assessment (8 minutes) 357 Oral Presentation—Step 5: Strategy Formulation (14 minutes) 357 Subject Index 363 xiv CONTENTS Cases HOSPITALITY/ENTERTAINMENT 1. Walt Disney Company — 2009, Mernoush Banton 1 2. Merryland Amusement Park — 2009, Gregory Stone 14 AIRLINES 3. JetBlue Airways Corporation — 2009, Mernoush Banton 26 4. AirTran Airways, Inc. — 2009, Charles M. Byles 37 RETAIL STORES 5. Family Dollar Stores, Inc. — 2009, Joseph W. Leonard 50 6. Wal-Mart Stores, Inc. — 2009, Amit J. Shah and Michael L. Monahanat 59 7. Whole Foods Market, Inc. — 2009, James L. Harbin and Patricia Humphrey 73 8. Macy’s, Inc. — 2009, Rochelle R. Brunson and Marlene M. Reed 83 INTERNET BASED 9. Yahoo! Inc. — 2009, Hamid Kazeroony 91 10. eBay Inc. — 2009, Lori Radulovich 99 FINANCIAL 11. Wells Fargo Corporation — 2009, Donald L. Crooks, Robert S. Goodman, and John Burbridge 111 RESTAURANTS 12. Krispy Kreme Doughnuts (KKD) — 2009, John Burbridge and Coleman Rich 120 13. Starbucks Corporation — 2009, Sharynn Tomlin 129 NONPROFIT 14. The United States Postal Service (USPS) — 2009, Fred and Forest David 138 15. National Railroad Passenger Corporation (AMTRAK) — 2009, Kristopher J. Blanchard 150 16. Goodwill of San Francisco, San Mateo and Marin Counties — 2009, Mary E. Vradelis 158 TRANSPORTATION 17. Harley-Davidson, Inc. — 2009, Carol Pope and Joanne Mack 166 18. Ford Motor Company — 2009, Alen Badal 176 FOOD 19. Kraft Foods Inc. — 2009, Kristopher J. Blanchard 184 20. Hershey Company — 2009, Anne Walsh and Ellen Mansfield 192 PERSONAL CARE 21. Johnson & Johnson — 2009, Sharynn Tomlin, Matt Milhauser, Bernhard Gierke, Thibault Lefebvre, and Mario Martinez 201 22. Avon Products Inc. — 2009, Rochelle R. Brunson and Marlene M. Reed 212 BEVERAGE 23. Molson Coors — 2009, Amit J. Shah 220 24. PepsiCo — 2009, John and Sherry Ross 232  CONTENTS xv HEALTH CARE 25. Pfizer, Inc. — 2009, Vijaya Narapareddy 243 26. Merck & Company Inc. — 2010, Mernoush Banton 252 SPORTS 27. Nike, Inc. — 2010, Randy Harris 261 28. Callaway Golf Company — 2009, Amit J. Shah 272 ENERGY 29. Chevron Corporation — 2009, Linda Herkenhoff 282 Preface Why the Need for This New Edition? The global economic recession has created a business world today that is quite different and more complex than it was just two years ago when the previous edition of this text was published. Thousands of businesses have vanished, and consumers have become extremely price sensitive and oftentimes reluctant purchasers of products and services. Very tight credit markets, high unemployment, and millions of new entrepreneurs have also changed the business landscape. Business firms that have survived the last three years of global economic turmoil are today leaner and meaner than ever before. Gaining and sustaining competitive advantage is harder than ever. Social networking and e-commerce have altered marketing to its core since the prior edition. This new edi- tion reveals how to conduct effective strategic planning in this new world order. Since the prior edition, thousands of liquidations, bankruptcies, divestitures, merg- ers, alliances, and partnerships captured the news. Corporate scandals highlighted the need for improved business ethics and corporate disclosure of financial transactions. Downsizing, rightsizing, and reengineering contributed to a permanently altered corpo- rate landscape. Thousands of firms began doing business globally, and thousands more closed their global operations. Thousands prospered, and yet thousands failed in the last two years as the global recession spared few. Long-held competitive advantages have eroded as new ones formed. This new edition captures the complexity of this world busi- ness environment. Both the challenges and opportunities facing organizations of all sizes today are greater than ever. There is less room than ever for error in the formulation and imple- mentation of a strategic plan. This new edition provides a systematic effective approach for developing a clear strategic plan, even in the worst of times. Changes made in this edition are aimed squarely at illustrating the effect of new business concepts and tech- niques on strategic-management theory and practice. Due to the magnitude of recent changes affecting companies, cultures, and countries, every page of this edition has been updated. The first edition of this text was published in 1986. Since then, this textbook has grown to be one of the most widely read strategic- management books, perhaps the most widely read, in the world. This text is now published in nine languages. What Is New in This Edition? This edition includes exciting new features, changes, and content designed to position this text as the clear leader and best choice for teaching strategic management. Here is a sum- mary of what is new in this edition: A new Chapter 10, “Business Ethics/Social Responsibility/Environmental Sustainability”; there is extensive new coverage of ethics and sustainability because this text emphasizes that “good ethics is good business.” Unique to strategic-management texts, the natural environment discussion is strengthened in this edition to promote and encourage firms to conduct operations in an environmentally sound manner. Respect for the natural environment has become an important concern for consumers, companies, society, and AACSB-International. A new Chapter 11, “Global/International Issues”; there is extensive new coverage of cultural and conceptual strategic-management differences across countries. Doing business globally has become a necessity, rather than a luxury in most industries because nearly all strategic decisions today are affected by global xviii PREFACE issues and concerns. Every case company in this edition does business globally, providing students ample opportunity to evaluate and consider international aspects of doing business. A new boxed insert at the beginning of each chapter showcases a company that has done exceptionally well in the 2008–2010 global economic recession and reveals their strategy. Hundreds of new examples abound in every chapter. A new cohesion case on McDonald’s Corporation (2010); this is one of the most successful, well-known, and best managed global companies in the world; students apply strategy concepts to McDonald’s at the end of each chapter through new Assurance of Learning Exercises. Thirty-two new tables in the chapters to better capture key strategic-management concepts. A revised comprehensive strategic management model to reflect the new chapters. Extensive new narrative on strategic management theory and concepts in every chapter to illustrate the new business world order. On average, 15 new review questions at the end of each chapter. Forty-eight new Assurance of Learning Exercises at the end of chapters that apply chapter concepts; the exercises prepare students for strategic-management case analysis. Twenty-four new color photographs bring the edition to life and illustrate companies/concepts. All new current readings at the end of each chapter; new research and theories of seminal thinkers in strategy development, such as Ansoff, Chandler, Porter, Hamel, Prahalad, Mintzberg, and Barney are provided in the chapters; practical aspects of strategic management, however, are still center stage and the trademark of this text below. Twenty-nine new cases—grouped by industry; great mix of profit/nonprofit, large/small, and manufacturing/service organizations; all the cases have a 2009–2010 time setting; all the cases are “comprehensive” in the sense that each focuses on multiple business functions, rather than addressing one particular busi- ness problem or issue; all the cases are undisguised and feature real organizations in real industries using real names and real places (nothing is fictitious in any case); all the cases feature an organization “undergoing strategic change,” thus offering students up-to-date issues to evaluate and consider; all the cases are written in a lively, concise writing style that captures the reader’s interest and establishes a time setting, usually in the opening paragraph; all the cases provide excellent quantitative information such as numbers, ratios, percentages, dollar val- ues, graphs, statistics, and maps so students can prepare a more specific, rational, and defensible strategic plan for the organization; all the cases provide excellent information about the industry and competitors. This edition continues to offer many special time-tested features and content that have made this text so successful for over 20 years. Historical trademarks of this text that are strengthened in this edition are described below. Chapters: Time-Tested Features This text meets AACSB-International guidelines that support a practitioner orien- tation rather than a theory/research approach. It offers a skills-oriented approach to developing a vision and mission statement; performing an external audit; con- ducting an internal assessment; and formulating, implementing, and evaluating strategies. The author’s writing style is concise, conversational, interesting, logical, lively, and supported by numerous current examples throughout.  PREFACE xix A simple, integrative strategic-management model appears in all chapters and on the inside front cover of the text. This model is widely used for strategic planning among consultants and companies worldwide. One reviewer said, “One thing I have admired about David’s text is that he follows the fundamental sequence of strategy formulation, implementation, and evaluation. There is a basic flow from mission/purposes to internal/external environmental scanning to strategy develop- ment, selection, implementation, and evaluation. This has been, and continues to be, a hallmark of the David text. Many other strategy texts are more disjointed in their presentation, and thus confusing to the student, especially at the undergraduate level.” A Cohesion Case follows Chapter 1 and is revisited at the end of each chapter. This Cohesion Case allows students to apply strategic-management concepts and tech- niques to a real organization as chapter material is covered, which readies students for case analysis in the course. End-of-chapter Assurance of Learning Exercises effectively apply concepts and techniques in a challenging, meaningful, and enjoyable manner. Eighteen exercises apply text material to the Cohesion Case; 10 apply textual material to a college or university; another 10 exercises send students into the business world to explore important strategy topics. The exercises are relevant, interesting, and contemporary. There is excellent pedagogy in this text, including notable quotes and objectives to open each chapter, and key terms, current readings, discussion questions, and experi- ential exercises to close each chapter. There is excellent coverage of strategy formulation issues, such as business ethics, global versus domestic operations, vision/mission, matrix analysis, partnering, joint venturing, competitive analysis, governance, and guidelines for conducting an internal/external strategy assessment. There is excellent coverage of strategy implementation issues such as corporate culture, organizational structure, outsourcing, marketing concepts, financial analysis, and business ethics. A systematic, analytical approach is presented in Chapter 6, including matrices such as the SWOT, BCG, IE, GRAND, SPACE, and QSPM. The chapter material is again published in a four-color format. A chapters-only paperback version of the text is available. Custom-case publishing is available whereby an instructor can combine chapters from this text with cases from a variety of sources or select any number of cases desired from the 29 cases in the full text. For the chapter material, the outstanding ancillary package includes a comprehensive Instructor’s Manual, computerized test bank, and PowerPoints. *The comprehensive strategic-management model is displayed on the inside front cover of the text. At the start of each chapter, the section of the comprehensive strategy model covered in that chapter is highlighted and enlarged so students can see the focus of each chapter in the basic unifying comprehensive model. *The Case Information Matrix and Case Description Matrix provided in the preface reveal (1) topical areas emphasized in each case and (2) contact and location information for each case company. These matrices provide suggestions on how the cases deal with concepts in the 11 chapters. Cases: Time-Tested Features This edition contains the most current set of cases in any strategic-management text on the market. All cases include year-end 2009 financial data and information. The cases focus on well-known firms in the news making strategic changes. All cases are undisguised, and most are exclusively written for this text to reflect xx PREFACE current strategic-management problems and practices. These are all “student- friendly” cases. Organized conveniently by industry (usually two competing firms per industry), the cases feature a great mix of small business, international, and not-for-profit firms. All cases have been class tested to ensure that they are interesting, challenging, and effective for illustrating strategic-management concepts. All the cases provide complete financial information about the firm, as well as an organizational chart and a vision and mission statement for the organization if those were available. Customized inclusion of cases to comprise a tailored text is available to meet the spe- cial needs of some professors. For the cases, the outstanding ancillary package includes an elaborate Case Solutions Manual and support from the www.strategyclub.com Web site. All of the cases are comprehensive in the sense that each provides a full description of the firm and its operations rather than focusing on one issue or problem such as a plant closing. Each case thus lends itself to students preparing a three-year strategic plan for the firm. Special Note to Students Welcome to strategic management. This is a challenging and exciting capstone course that will allow you to function as the owner or chief executive officer of different organizations. Your major task in this course will be to make strategic decisions and to justify those deci- sions through oral and written communication. Strategic decisions determine the future direction and competitive position of an enterprise for a long time. Decisions to expand geographically or to diversify are examples of strategic decisions. Strategic decision-making occurs in all types and sizes of organizations, from Exxon and IBM to a small hardware store or small college. Many people’s lives and jobs are affected by strategic decisions, so the stakes are very high. An organization’s very survival is often at stake. The overall importance of strategic decisions makes this course especially exciting and challenging. You will be called upon in this course to demonstrate how your strategic decisions could be successfully implemented. In this course, you can look forward to making strategic decisions both as an individ- ual and as a member of a team. No matter how hard employees work, an organization is in real trouble if strategic decisions are not made effectively. Doing the right things (effec- tiveness) is more important than doing things right (efficiency). For example, many American newspapers are faltering as consumers increasingly switch to interactive media for news. You will have the opportunity in this course to make actual strategic decisions, perhaps for the first time in your academic career. Do not hesitate to take a stand and defend specific strategies that you determine to be the best, based on tools and concepts in this textbook. The rationale for your strategic decisions will be more important than the actual decision, because no one knows for sure what the best strategy is for a particular organization at a given point in time. This fact accents the subjective, contingency nature of the strategic-management process. Use the concepts and tools presented in this text, coupled with your own intuition, to recommend strategies that you can defend as being most appropriate for the organizations that you study. You will also need to integrate knowledge acquired in previous business courses. For this reason, strategic management is often called a capstone course; you may want to keep this book for your personal library. A trademark of this text is its practitioner and applications orientation. This book pre- sents techniques and content that will enable you to actually formulate, implement, and  PREFACE xxi evaluate strategies in all kinds of profit and nonprofit organizations. The end-of-chapter Assurance of Learning Exercises allow you to apply what you’ve read in each chapter to the new McDonald’s Cohesion Case and to your own university. Definitely visit the Strategic Management Club Online at www.strategyclub.com. The templates and links there will save you time in performing analyses and will make your work look professional. Work hard in this course and have fun. Good luck! Acknowledgments Many persons have contributed time, energy, ideas, and suggestions for improving this text over 12 editions. The strength of this text is largely attributed to the collective wisdom, work, and experiences of strategic-management professors, researchers, students, and practitioners. Names of particular individuals whose published research is referenced in this edition of this text are listed alphabetically in the Name Index. To all individuals involved in making this text so popular and successful, I am indebted and thankful. Many special persons and reviewers contributed valuable material and suggestions for this edition. I would like to thank my colleagues and friends at Auburn University, Mississippi State University, East Carolina University, and Francis Marion University. I have served on the management faculty at all these universities. Scores of students and professors at these schools helped shape the development of this text. Many thanks go to the following 15 reviewers of the prior edition whose comments shaped this thirteenth edition: Moses Acquaah, The University of North Carolina at Greensboro Charles M. Byles, Virginia Commonwealth University Charles J. Capps III, Sam Houston State University Neil Dworkin, Western Connecticut State University John Frankenstein, Brooklyn College/City University of New York Bill W. Godair, Landmark College, Community College of Vermont Carol Jacobson, Purdue University Susan M. Jensen, University of Nebraska at Kearney Thomas E. Kulik, Washington University at St. Louis Jerrold K. Leong, Oklahoma State University Trina Lynch-Jackson, Indiana University NW, Purdue Calumet, Calumet College of St. Joseph, Indiana Wesleyan University Raza Mir, William Paterson University Thomas W. Sharkey, University of Toledo Jill Lynn Vihtelic, Saint Mary’s College Michael W. Wakefield, Colorado State University–Pueblo Individuals who develop cases for the North American Case Research Association Meeting, the Midwest Society for Case Research Meeting, the Eastern Case Writers Association Meeting, the European Case Research Association Meeting, and Harvard Case Services are vitally important for continued progress in the field of strategic manage- ment. From a research perspective, writing strategic management cases represents a valu- able scholarly activity among faculty. Extensive research is required to structure business policy cases in a way that exposes strategic issues, decisions, and behavior. Pedagogically, strategic management cases are essential for students in learning how to apply concepts, evaluate situations, formulate a “game plan,” and resolve implementation problems. Without a continuous stream of updated business policy cases, the strategic-management course and discipline would lose much of its energy and excitement. Professors who teach this course supplement lecture with simulations, guest speakers, experiential exercises, class projects, and/or outside readings. Case analysis, however, is typically the backbone of the learning process in most strategic-management courses across the country. Case analysis is almost always an integral part of this course. Analyzing strategic-management cases gives students the opportunity to work in teams to evaluate the internal operations and external issues facing various organizations and to craft strategies that can lead these firms to success. Working in teams gives students practical experience solving problems as part of a group. In the business world, important decisions are generally made within groups; strategic-management students learn to deal xxiv ACKNOWLEDGMENTS with overly aggressive group members and also timid, noncontributing group members. This experience is valuable as strategic-management students near graduation and soon enter the working world a full time. Students can improve their oral and written communication skills as well as their ana- lytical and interpersonal skills by proposing and defending particular courses of action for the case companies. Analyzing cases allows students to view a company, its competitors, and its industry concurrently, thus simulating the complex business world. Through case analysis, students learn how to apply concepts, evaluate situations, formulate strategies, and resolve implementation problems. Instructors typically ask students to prepare a three-year strategic plan for the firm. Analyzing a strategic-management case entails students applying concepts learned across their entire business curriculum. Students gain experience dealing with a wide range of organizational problems that impact all the business functions. The following people wrote cases that were selected for inclusion in this thirteenth edition. These persons helped develop the most current compilation of cases ever assem- bled in a strategic-management text: Dr. Alen Badal, The Union Institute Dr. Mernoush Banton, Florida International University Dr. Rochelle R. Brunson, Baylor University Dr. John J. Burbridge, Elon University Dr. Charles M. Byles, Virginia Commonwealth University Dr. Donald Crooks, Wagner College Forest R. David, MBA, Francis Marion University Dr. James Harbin, Texas A&M University–Texarkana Dr. Randall D. Harris, California State University–Stanislaus Dr. Linda Herkenhoff, Saint Mary’s College Dr. Patricia Humphrey, Texas A&M University–Texarkana Dr. Hamid H. Kazeroony, William Penn University Dr. Joe W. Leonard, Miami University Dr. Joanne Mack, Alverno College Dr. Ellen Mansfield, La Salle University Dr. Vijaya Narapareddy, University of Denver Dr. Carol V. Pope, Alverno College Dr. Lori Radulovich, Baldwin-Wallace College Dr. John Ross III, Southwest Texas State University–San Marcos Sherry Ross, Southwest Texas State University–San Marcos Dr. Amit J. Shah, Frostburg State University Dr. Greg Stone, Regent University Dr. Sharynn M. Tomlin, Angelo State University Mary Vradelis, Consultant in Berkeley, California Dr. Anne M. Walsh, La Salle University Scores of Prentice Hall employees and salespersons have worked diligently behind the scenes to make this text a leader in strategic management. I appreciate the continued hard work of all those professionals, such as Sally Yagan, Kim Norbuta, Claudia Fernandes, Ann Pulido, and Ana Jankowski. I also want to thank you, the reader, for investing the time and effort to read and study this text. It will help you formulate, implement, and evaluate strategies for any organiza- tion with which you become associated. I hope you come to share my enthusiasm for the rich subject area of strategic management and for the systematic learning approach taken in this text.  ACKNOWLEDGMENTS xxv Finally, I want to welcome and invite your suggestions, ideas, thoughts, comments, and questions regarding any part of this text or the ancillary materials. Please call me at 910-612-5343, fax me at 910-579-5132, e-mail me at [email protected], or write me at the School of Business, Francis Marion University, Florence, SC 29501. I sincerely appreciate and need your input to continually improve this text in future editions. Your willingness to draw my attention to specific errors or deficiencies in coverage or exposition will especially be appreciated. Thank you for using this text. Fred R. David About the Author Dr. Fred R. David is the sole author of two mainstream strategic- management textbooks: (1) Strategic Management: Concepts and Cases, and (2) Strategic-Management Concepts. These texts have been on a two-year revision cycle since 1986 when the first edition was pub- lished. They are among the best if not the best-selling strategic- management textbooks in the world and have been used at more than 500 colleges and universities, including Harvard University, Duke University, Carnegie-Mellon University, Johns Hopkins University, the University of Maryland, University of North Carolina, University of Georgia, San Francisco State University, University of South Carolina, and Wake Forest University. This textbook has been translated and published in Chinese, Japanese, Farsi, Spanish, Indonesian, Indian, Thai, and Arabic and is widely used across Asia and South America. It is the best-selling strategic-management textbook in Mexico, China, Peru, Chile, Japan, and number two in the United States. Approximately 90,000 students read Dr. David’s textbook annually as well as thousands of businesspersons. The book has led the field of strategic manage- ment for more than a decade in providing an applications/practitioner approach to the discipline. A native of Whiteville, North Carolina, Fred David received a BS degree in mathe- matics and an MBA from Wake Forest University before being employed as a bank manager with United Carolina Bank. He received a PhD in Business Administration from the University of South Carolina, where he majored in management. Currently the TranSouth Professor of Strategic Management at Francis Marion University (FMU) in Florence, South Carolina, Dr. David has also taught at Auburn University, Mississippi State University, East Carolina University, the University of South Carolina, and the University of North Carolina at Pembroke. He is the author of 152 referred publications, including 40 journal articles and 55 proceedings publications. David has articles pub- lished in such journals as Academy of Management Review, Academy of Management Executive, Journal of Applied Psychology, Long Range Planning, and Advanced Management Journal. Dr. David received a Lifetime Honorary Professorship Award from the Universidad Ricardo Palma in Lima, Peru. He delivered the keynote speech at the twenty-first Annual Latin American Congress on Strategy hosted by the Centrum School of Business in Peru. Dr. David recently delivered an eight-hour Strategic Planning Workshop to the faculty at Pontificia Universidad Catolica Del in Lima, Peru, and an eight-hour Case Writing/ Analyzing Workshop to the faculty at Utah Valley State College in Orem, Utah. He has received numerous awards, including FMU’s Board of Trustees Research Scholar Award, the university’s Award for Excellence in Research given annually to the best faculty researcher on campus, and the Phil Carroll Advancement of Management Award, given annually by the Society for the Advancement of Management (SAM) to a management scholar for outstanding contributions in management research. He recently gave the graduation commencement speech at Troy University. xxviii CASE COMPANY INFORMATION MATRIX Case Information Matrix 2008 Revenues Case Company Stock Symbol Headquarters Web Site Address #Employees in $millions Cohesion Case McDonald’s Corp. MCD Oak Brook, IL www.mcdonalds.com 400,000 23,522 SERVICE FIRMS Hospitality/Entertainment 1. Walt Disney Co. DIS Burbank, CA www.disney.com 150,000 37,843 2. Merryland Amusement Kansas City, MO 100 0.890 Park Airlines 3. JetBlue Airways JBLU Forest Hills, NY www.jetblue.com 10,047 3,388 4. AirTran Airways AAI Orlando, FL www.airtran.com 7,850 2,552 Retail Stores 5. Family Dollar Stores FDO Charlotte, NC www.familydollar.com 25,000 6,983 6. Wal-Mart Stores WMT Bentonville, AR www.walmartstores.com 2.1M 405,607 7. Whole Foods Market WFMI Austin, TX www.wholefoodsmarket.com 46,800 7,953 8. Macy’s M Cincinnati, Ohio www.macysinc.com 167,000 24,892 Internet Based 9. Yahoo YHOO Sunnyvale, CA www.yahoo.com 13,600 7,208 10. eBay Inc. EBAY San Jose, CA www.ebay.com 16,200 8,541 Financial 11. Wells Fargo WFC San Francisco, CA www.wellsfargo.com 272,800 52,389 Restaurants 12. Krispy Kreme KKD Winston-Salem, NC www.krispykreme.com 2,700 383 13. Starbucks Corporation SBUX Seattle, WA www.starbucks.com 176,000 10,383 Nonprofit 14. The United States Washington, DC www.usps.com 764,000 75,000 Postal Service - 15. Amtrak (NRPC) - Washington, DC www.amtrak.com 19,000 2,400 16. Goodwill Industries San Francisco, CA www.sfgoodwill.org/ 500 28.1 of San Francisco, storeLocations2.aspx San Mateo and Marin Counties MANUFACTURING Transportation 17. Harley-Davidson HOG Milwaukee, WI www.harlety-davidson.com 10,100 5,971 18. Ford Motor FORD Dearborn, MI www.ford.com 213,000 146,277 Food 19. Kraft Foods KFT Norfield, IL www.kraft.com 98,000 42,201 20. Hershey Foods HSY Hershey, PA www.hersheys.com 12,800 5,132 (continued)  CASE COMPANY INFORMATION MATRIX xxix Case Information Matrix (continued) 2008 Revenues Case Company Stock Symbol Headquarters Web Site Address #Employees in $millions Personal Care 21. Johnson & Johnson JNJ New www.jnj.com 118,700 63,747 Brunswick, NJ 22. Avon Products AVP New York, NY www.avon.com 42,000 10,690 Beverage 23. Molson Coors TAP Denver, CO www.molsoncoors.com 14,000 4,774 Brewing 24. PepsiCo PEP Purchase, NY www.pepsico.com 198,000 43,251 Health Care 25. Pfizer PFE New York, NY www.pfizer.com 81,800 48,296 26. Merck MRK Whitehouse Station, NJ www.merck.com 55,200 23,850 Sports 27. Nike NKE Beaverton, OR www.nike.com 32,500 18,627 28. Callaway Golf ELY Carlsbad, CA www.callawaygolf.com 2,700 1,117 Energy 29. Chevron CVX San Ramon, CA www.chevron.com 67,000 273,005 xxx CASE COMPANY INFORMATION MATRIX Case Description Matrix Topical Content Areas (Y = Yes and N = No) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Cohesion Case – McDonald’s Corp. Y Y Y Y Y Y Y Y Y N N Y Y N Service Firms Hospitality/Entertainment 1. Walt Disney Company Y Y Y Y Y Y Y Y Y N N Y Y N 2. Merryland Amusement Park Y Y Y Y Y Y Y Y Y Y Y Y Y N Airlines 3. JetBlue Airways Y N Y Y Y Y Y Y Y Y N Y Y N 4. AirTran Airways Y Y Y Y Y Y Y Y Y Y Y Y Y N Retail Stores 5. Family Dollar Stores Y Y Y N Y Y Y Y Y N N Y Y N 6. Wal-Mart Stores Y Y Y N Y Y Y Y Y N N Y Y N 7. Whole Foods Market Y Y Y N Y Y Y Y Y N N Y Y N 8. Macy’s Y Y Y N Y Y Y Y Y N N Y Y N Internet Based 9. Yahoo Y Y Y N Y Y Y Y Y Y Y Y Y N 10. eBay Inc. Y Y Y Y Y Y Y Y Y N Y Y Y N Financial 11. Wells Fargo Y Y Y Y Y Y Y Y N N Y Y Y Y Restaurants 12. Krispy Kreme Y Y N Y Y Y Y Y Y N N Y Y N 13. Starbucks Corporation Y Y Y Y Y Y Y Y Y Y N Y Y Y Nonprofit 14. The United States Postal Service Y Y N N Y Y Y Y Y N Y Y Y N 15. Amtrak Y N Y Y Y Y Y Y Y Y Y Y Y N 16. Goodwill Industries of San Francisco, Y N Y Y Y Y Y Y Y Y Y Y Y N San Mateo and Marin Counties Manufacturing Firms Transportation 17. Harley-Davidson Y Y Y Y Y Y Y Y Y N N Y Y N 18. Ford Motor Y Y Y Y Y Y Y Y Y N Y Y Y N Food 19. Kraft Foods Y Y Y N Y Y Y Y Y Y N Y Y N 20. Hershey Foods Y Y Y Y Y Y Y Y Y Y Y Y Y N Personal Care 21. Johnson & Johnson Y Y Y N Y Y Y Y Y Y Y Y Y N 22. Avon Products Y Y Y N Y Y Y Y Y N N Y Y N Beverage 23. Molson Coors Brewing Y Y Y Y Y Y Y Y Y Y Y Y Y Y 24. PepsiCo Y N Y N Y Y Y Y Y N N Y Y N Health Care 25. Pfizer Y Y Y Y Y Y Y Y Y N N Y Y Y 26. Merck Y Y Y Y Y Y Y Y Y N Y Y Y N (continued)  CASE COMPANY INFORMATION MATRIX xxxi Case Description Matrix (continued) Topical Content Areas (Y = Yes and N = No) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Sports 27. Nike Y N Y N Y Y Y Y Y N Y Y Y N 28. Callaway Golf Company Y Y Y Y Y Y Y Y Y N N Y Y N Energy 29. Chevron Y Y Y Y Y N Y Y Y Y Y Y Y N 1. Year-end 2006 Financial Statements Included? 2. Is Organizational Chart Included? 3. Does Company Do Business Outside the United States? 4. Is a Vision or Mission Statement Included? 5. E-Commerce Issues Included? 6. Natural Environment Issues Included? 7. Strategy Formulation Emphasis? 8. Strategy Implementation Included? 9. By-Segment Financial Data Included? 10. Firm Has Declining Revenues? 11. Firm Has Declining Net Income? 12. Discussion of Competitors is Provided? 13. Case Appears in Text for the First Time Ever? 14. Is Firm Headquartered Outside the United States? Strategic Management CONCEPTS PART 1 Overview of Strategic Management CHAPTER 1 The Nature of Strategic Management CHAPTER OBJECTIVES After studying this chapter, you should be able to do the following: 1. Describe the strategic-management 5. Describe the benefits of good process. strategic management. 2. Explain the need for integrating 6. Discuss the relevance of Sun Tzu’s The analysis and intuition in strategic Art of War to strategic management. management. 7. Discuss how a firm may achieve 3. Define and give examples of key terms sustained competitive advantage. in strategic management. 4. Discuss the nature of strategy formulation, implementation, and evaluation activities. Assurance of Assurance of Assurance of Assurance of Learning Exercise 1A Learning Exercise 1B Learning Exercise 1C Learning Exercise 1D Gathering Strategy Strategic Planning for My Strategic Planning at a Getting Familiar with SMCO Information University Local Company Source: Shutterstock/Photographer Jim Lopes “Notable Quotes” "If we know where we are and something about how we got "Most of us fear change. Even when our minds say change there, we might see where we are trending—and if the out- is normal, our stomachs quiver at the prospect. But for comes which lie naturally in our course are unacceptable, strategists and managers today, there is no choice but to make timely change." to change." —Abraham Lincoln —Robert Waterman Jr. "Without a strategy, an organization is like a ship without "If a man takes no thought about what is distant, a rudder, going around in circles. It’s like a tramp; it has he will find sorrow near at hand. He who will not worry no place to go." about what is far off will soon find something worse —Joel Ross and Michael Kami than worry." —Confucius "Plans are less important than planning." —Dale McConkey "The formulation of strategy can develop competitive advantage only to the extent that the process can give meaning to workers in the trenches." —David Hurst 4 PART 1 OVERVIEW OF STRATEGIC MANAGEMENT When CEOs from the big three American automakers, Ford, General Motors (GM), and Chrysler, showed up without a clear strategic plan to ask congressional leaders for bailout monies, they were sent home with instructions to develop a clear strategic plan for the future. Austan Goolsbee, one of President Obama’s top economic advisers, said, “Asking for a bailout without a convincing business plan was crazy.” Goolsbee also said, “If the three auto CEOs need a bridge, it’s got to be a bridge to somewhere, not a bridge to nowhere.”1 This textbook gives the instructions on how to develop a clear strategic plan— a bridge to somewhere rather than nowhere. This chapter provides an overview of strategic management. It introduces a practical, integrative model of the strategic-management process; it defines basic activities and terms in strategic management. This chapter also introduces the notion of boxed inserts. A boxed insert is provided in each chapter to examine how some firms are doing really well competing in a global eco- nomic recession. Some firms are strategically capitalizing on the harsh business climate and prospering as their rivals weaken. These firms are showcased in this edition to reveal how those companies achieved prosperity. Each boxed insert examines the strategies of firms doing great amid the worst recession in almost 30 years, the biggest stock market decline since 1937, high unemployment, record high and then record low oil prices, low consumer confidence, low interest rates, bankruptcies, liquidations, unavailability of credit, falling consumer demand for almost everything, and intense price competition as Doing Great in a Weak Economy MCDonald’s Corporation W hen most firms were struggling in 2008, McDonald’s increased its revenues from $22.7 billion in 2007 to $23.5 billion in 2008. Headquartered in Oak Brook, Illinois McDonald’s net income nearly doubled during that time from $2.4 billion to $4.3 billion—quite impressive. Fortune magazine in 2009 rated McDonald’s as their 16th “Most Admired Company in the World” in terms of their management and performance. McDonald’s added 650 new outlets in 2009 when many restaurants struggled to keep their doors open. McDonald’s low prices and expanded menu items have attracted millions of new customers away from sit-down chains and independent eateries. Jim Skinner, CEO of McDonald’s, says, “We do so well every day in 2009, 2 million more than in 2008. Nearly because our strategies have been so well planned 80 percent of McDonald’s are run by franchisees out.” McDonald’s served about 60 million customers (or affiliates).  CHAPTER 1 THE NATURE OF STRATEGIC MANAGEMENT 5 McDonald’s in 2009 spent $2.1 billion to remodel The other two firms were Wal-Mart and Family Dollar many of its 32,000 restaurants and build new ones at Stores. a more rapid pace than in recent years. This is in stark Other strategies being pursued currently by contrast to most restaurant chains that are struggling McDonald’s include replacing gasoline-powered cars to survive, laying off employees, closing restaurants, with energy-efficient cars, lowering advertising rates, and reducing expansion plans. McDonald's restaurants halting building new outlets on street corners are in 120 countries. Going out to eat is one of the first where nearby development shows signs of weakness, activities that customers cut in tough times. A rising boosting the firm’s coffee business, and improving U.S. dollar is another external factor that hurts the drive-through windows to increase sales and McDonald’s. An internal weakness of McDonald’s is efficiency. that the firm now offers upscale coffee drinks like lattes McDonald’s receives nearly two thirds of its rev- and cappuccinos in over 7,000 locations just as budget- enues from outside the United States. The company conscious consumers are cutting back on such extrava- has 14,000 U.S. outlets and 18,000 outlets outside the gances. About half of McDonald’s 31,000 locations are United States. McDonald’s feeds 58 million customers outside the United States. every day. The company operates Hamburger University But McDonald’s top management team says every- in suburban Chicago. McDonald's reported that first thing the firm does is for the long term. McDonald’s quarter 2009 profits rose 4 percent and same-store for several years referred to their strategic plan as sales rose 4.3 percent across the globe. Same-store “Plan to Win.” This strategy has been to increase sales sales in the second quarter of 2009 were up another at existing locations by improving the menu, remodel- 4.8 percent. ing dining rooms, extending hours, and adding snacks. The company has avoided deep price cuts on Source: Based on Janet Adamy, “McDonald’s Seeks Way to Keep Sizzling,” Wall Street Journal (March 10, 2009): A1, A11. Also, Geoff its menu items. McDonald’s was only one of three Colvin, “The World’s Most Admired Companies,” Fortune (March 16, large U.S. firms that saw its stock price rise in 2008. 2009): 76–86. consumers today purchase only what they need rather than what they want. Societies worldwide confront the most threatening economic conditions in nearly a century. The boxed insert in each chapter showcases excellent strategic management under harsh economic times. The first company featured for excellent performance in the global recession is McDonald’s Corporation, also showcased as the Cohesion Case in this 13th edition. McDonald’s is featured as the Cohesion Case also because it is a well-known global firm undergoing strategic change and well managed. By working through McDonald’s-related Assurance of Learning Exercises at the end of each chapter, you will be well prepared to develop an effective strategic plan for any company assigned to you this semester. The end-of-chapter exercises apply chapter tools and concepts. What Is Strategic Management? Once there were two company presidents who competed in the same industry. These two presidents decided to go on a camping trip to discuss a possible merger. They hiked deep into the woods. Suddenly, they came upon a grizzly bear that rose up on its hind legs and snarled. Instantly, the first president took off his knapsack and got out a pair of jogging shoes. The second president said, “Hey, you can’t outrun that bear.” The first president responded, “Maybe I can’t outrun that bear, but I surely can outrun you!” This story captures the notion of strategic management, which is to achieve and maintain competitive advantage. 6 PART 1 OVERVIEW OF STRATEGIC MANAGEMENT Defining Strategic Management Strategic management can be defined as the art and science of formulating, implementing, and evaluating cross-functional decisions that enable an organization to achieve its objec- tives. As this definition implies, strategic management focuses on integrating management, marketing, finance/accounting, production/operations, research and development, and information systems to achieve organizational success. The term strategic management in this text is used synonymously with the term strategic planning. The latter term is more often used in the business world, whereas the former is often used in academia. Sometimes the term strategic management is used to refer to strategy formulation, implementation, and evaluation, with strategic planning referring only to strategy formulation. The purpose of strategic management is to exploit and create new and different opportunities for tomorrow; long-range planning, in contrast, tries to optimize for tomorrow the trends of today. The term strategic planning originated in the 1950s and was very popular between the mid-1960s and the mid-1970s. During these years, strategic planning was widely believed to be the answer for all problems. At the time, much of corporate America was “obsessed” with strategic planning. Following that “boom,” however, strategic planning was cast aside during the 1980s as various planning models did not yield higher returns. The 1990s, however, brought the revival of strategic planning, and the process is widely practiced today in the business world. A strategic plan is, in essence, a company’s game plan. Just as a football team needs a good game plan to have a chance for success, a company must have a good strategic plan to compete successfully. Profit margins among firms in most industries have been so reduced by the global economic recession that there is little room for error in the overall strategic plan. A strategic plan results from tough managerial choices among numerous good alternatives, and it signals commitment to specific markets, policies, procedures, and operations in lieu of other, “less desirable” courses of action. The term strategic management is used at many colleges and universities as the subti- tle for the capstone course in business administration. This course integrates material from all business courses. The Strategic Management Club Online at www.strategyclub.com offers many benefits for business policy and strategic management students. Professor Hansen at Stetson University provides a strategic management slide show for this entire text (www.stetson.edu/~rhansen/strategy). Stages of Strategic Management The strategic-management process consists of three stages: strategy formulation, strategy implementation, and strategy evaluation. Strategy formulation includes developing a vision and mission, identifying an organization’s external opportunities and threats, determining internal strengths and weaknesses, establishing long-term objectives, generating alternative strategies, and choosing particular strategies to pursue. Strategy-formulation issues include deciding what new businesses to enter, what businesses to abandon, how to allocate resources, whether to expand operations or diversify, whether to enter international markets, whether to merge or form a joint venture, and how to avoid a hostile takeover. Because no organization has unlimited resources, strategists must decide which alter- native strategies will benefit the firm most. Strategy-formulation decisions commit an organization to specific products, markets, resources, and technologies over an extended period of time. Strategies determine long-term competitive advantages. For better or worse, strategic decisions have major multifunctional consequences and enduring effects on an organization. Top managers have the best perspective to understand fully the ramifi- cations of strategy-formulation decisions; they have the authority to commit the resources necessary for implementation. Strategy implementation requires a firm to establish annual objectives, devise poli- cies, motivate employees, and allocate resources so that formulated strategies can be executed. Strategy implementation includes developing a strategy-supportive culture, creating an effective organizational structure, redirecting marketing efforts, preparing budgets, developing and utilizing information systems, and linking employee compensa- tion to organizational performance.  CHAPTER 1 THE NATURE OF STRATEGIC MANAGEMENT 7 Strategy implementation often is called the “action stage” of strategic management. Implementing strategy means mobilizing employees and managers to put formulated strate- gies into action. Often considered to be the most difficult stage in strategic management, strategy implementation requires personal discipline, commitment, and sacrifice. Successful strategy implementation hinges upon managers’ ability to motivate employees, which is more an art than a science. Strategies formulated but not implemented serve no useful purpose. Interpersonal skills are especially critical for successful strategy implementation. Strategy-implementation activities affect all employees and managers in an organization. Every division and department must decide on answers to questions, such as “What must we do to implement our part of the organization’s strategy?” and “How best can we get the job done?” The challenge of implementation is to stimulate managers and employees throughout an organization to work with pride and enthusiasm toward achieving stated objectives. Strategy evaluation is the final stage in strategic management. Managers desperately need to know when particular strategies are not working well; strategy evaluation is the primary means for obtaining this information. All strategies are subject to future modification because external and internal factors are constantly changing. Three fundamental strategy-evaluation activities are (1) reviewing external and internal factors that are the bases for current strategies, (2) measuring performance, and (3) taking corrective actions. Strategy evaluation is needed because success today is no guarantee of success tomorrow! Success always creates new and different problems; complacent organizations experience demise. Strategy formulation, implementation, and evaluation activities occur at three hierarchi- cal levels in a large organization: corporate, divisional or strategic business unit, and func- tional. By fostering communication and interaction among managers and employees across hierarchical levels, strategic management helps a firm function as a competitive team. Most small businesses and some large businesses do not have divisions or strategic business units; they have only the corporate and functional levels. Nevertheless, managers and employees at these two levels should be actively involved in strategic-management activities. Peter Drucker says the prime task of strategic management is thinking through the overall mission of a business:... that is, of asking the question, “What is our business?” This leads to the setting of objectives, the development of strategies, and the making of today’s decisions for tomorrow’s results. This clearly must be done by a part of the organization that can see the entire business; that can balance objectives and the needs of today against the needs of tomorrow; and that can allocate resources of men and money to key results.2 Integrating Intuition and Analysis Edward Deming once said, “In God we trust. All others bring data.” The strategic- management process can be described as an objective, logical, systematic approach for making major decisions in an organization. It attempts to organize qualitative and quan- titative information in a way that allows effective decisions to be made under conditions of uncertainty. Yet strategic management is not a pure science that lends itself to a nice, neat, one-two-three approach. Based on past experiences, judgment, and feelings, most people recognize that intuition is essential to making good strategic decisions. Intuition is particularly useful for making decisions in situations of great uncertainty or little precedent. It is also helpful when highly interrelated variables exist or when it is necessary to choose from several plausible alternatives. Some managers and owners of businesses profess to have extraordi- nary abilities for using intuition alone in devising brilliant strategies. For example, Will Durant, who organized GM, was described by Alfred Sloan as “a man who would proceed on a course of action guided solely, as far as I could tell, by some intuitive flash of bril- liance. He never felt obliged to make an engineering hunt for the facts. Yet at times, he was astoundingly correct in his judgment.”3 Albert Einstein acknowledged the importance of intuition when he said, “I believe in intuition and inspiration. At times I feel certain that I am right while not knowing the reason. Imagination is more important than knowledge, because knowledge is limited, whereas imagination embraces the entire world.”4 8 PART 1 OVERVIEW OF STRATEGIC MANAGEMENT Although some organizations today may survive and prosper because they have intu- itive geniuses managing them, most are not so fortunate. Most organizations can benefit from strategic management, which is based upon integrating intuition and analysis in deci- sion making. Choosing an intuitive or analytic approach to decision making is not an either–or proposition. Managers at all levels in an organization inject their intuition and judgment into strategic-management analyses. Analytical thinking and intuitive thinking complement each other. Operating from the I’ve-already-made-up-my-mind-don’t-bother-me-with-the-facts mode is not management by intuition; it is management by ignorance.5 Drucker says, “I believe in intuition only if you discipline it. ‘Hunch’ artists, who make a diagnosis but don’t check it out with the facts, are the ones in medicine who kill people, and in manage- ment kill businesses.”6 As Henderson notes: The accelerating rate of change today is producing a business world in which cus- tomary managerial habits in organizations are increasingly inadequate. Experience alone was an adequate guide when changes could be made in small increments. But intuitive and experience-based management philosophies are grossly inadequate when decisions are strategic and have major, irreversible consequences.7 In a sense, the strategic-management process is an attempt both to duplicate what goes on in the mind of a brilliant, intuitive person who knows the business and to couple it with analysis. Adapting to Change The strategic-management process is based on the belief that organizations should con- tinually monitor internal and external events and trends so that timely changes can be made as needed. The rate and magnitude of changes that affect organizations are increasing dramatically as evidenced how the global economic recession has caught so many firms by surprise. Firms, like organisms, must be “adept at adapting” or they will not survive. Corporate bankruptcies and defaults more than doubled in 2009 from an already bad 2008 year. All industries were hit hard, especially retail, chemicals, autos, and financial. As lenders tightened restrictions on borrowers, thousands of firms could not avoid bank- ruptcy. Even the economies of China, Japan, and South Korea stalled as demand for their goods from the United States and Europe dried up. China’s annual growth slowed from 13 percent in 2007 to 9 percent in 2008 and then 5 percent for 2009. Consumer confidence indexes were falling all over the world as were housing prices. Nine of 10 stocks in the S&P 1500 lost value in 2008. The Nasdaq composite index fell 40.5 percent in 2008, its worst year ever. S&P 500 stocks lost 38.5 percent of their value in 2008, the worst year since 1937. The Dow Jones Industrial Average lost 33.8 per- cent of its value in 2008, the worst loss since 1931 as shareholders lost $6.8 trillion in wealth. Only three S&P 500 stocks rose in 2008: Family Dollar up 38 percent, making it the best performer in the S&P 500; Wal-Mart Stores up 18 percent; and McDonald’s up nearly 6 percent. The biggest decliner on the Dow in 2008 was GM, whose stock fell 87 percent. Citigroup lost 77 percent of its stock value in 2008. Even General Electric lost 56 percent of its value. Fannie Mae and Freddie Mac each slid 98 percent as did Fleetwood Ente