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STRATEGIC MANAGEMENT Concepts and Cases

A COMPETITIVE ADVANTAGE APPROACH

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Fred R. David Francis Marion University Florence, South Carolina

Forest R. David Strategic Planning Consultant

SIXTEENTH EDITION

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STRATEGIC MANAGEMENT Concepts and Cases

A COMPETITIVE ADVANTAGE APPROACH

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Library of Congress Cataloging-in-Publication Data David, Fred R. Strategic management: concepts and cases—a competitive advantage approach / Fred R. David, Francis Marion University, Florence, South Carolina, Forest R. David, Strategic Planning Consultant.—Sixteenth Edition. pages cm ISBN 978-0-13-416784-8 (alk. paper) — ISBN 0-13-416784-8 (alk. paper) 1. Strategic planning. 2. Strategic planning—Case studies. I. David, Forest R. II. Title. HD30.28.D3785 2015 658.4'012—dc23 2015021210

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Thank you to the following companies that graciously provided the substance of the Cohesion Cases

over a 30-year span of 16 editions of this book.

1st edition, 1987: Ponderosa 2nd edition, 1989: Ponderosa 3rd edition, 1991: Hershey Company 4th edition, 1993: Hershey Company 5th edition, 1995: Hershey Company 6th edition, 1997: Hershey Company 7th edition, 1999: Hershey Company 8th edition, 2001: America Online (AOL) 9th edition, 2003: American Airlines 10th edition, 2005: Krispy Kreme Doughnuts, Inc. 11th edition, 2007: Google Inc. 12th edition, 2009: The Walt Disney Company 13th edition, 2011: Apple, Inc. 14th edition, 2013: McDonald’s Corporation 15th edition, 2015: PepsiCo, Inc. 16th edition, 2017: Hershey Company

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Brief Contents

Preface xvii

Acknowledgments xxxi

About the Authors xxxiii

Part 1 Overview of Strategic Management 2 Chapter 1 The Nature of Strategic Management 3

The Cohesion Case: The heRsheY CoMPanY, 2015 (hsY) 26

Part 2 Strategy Formulation 38 Chapter 2 The Business Vision and Mission 39 Chapter 3 The External Assessment 59 Chapter 4 The Internal Assessment 89 Chapter 5 Strategies in Action 129 Chapter 6 Strategy Analysis and Choice 167

Part 3 Strategy Implementation 204 Chapter 7 Implementing Strategies: Management, Operations, and Human Resource Issues 205 Chapter 8 Implementing Strategies: Marketing, Finance/Accounting, R&D, and MIS Issues 243

Part 4 Strategy Evaluation 278 Chapter 9 Strategy Review, Evaluation, and Control 279

Part 5 Key Strategic-Management topics 304 Chapter 10 Business Ethics, Social Responsibility, and Environmental Sustainability 305 Chapter 11 Global and International Issues 329

Part 6 Strategic-Management Case analysis 356 How to Prepare and Present a Case Analysis 357 Glossary 627

Name Index 637

Subject Index 643

vii

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Contents

Preface xvii

Acknowledgments xxxi

About the Authors xxxiii

Part 1 Overview of Strategic Management 2

Chapter 1 the Nature of Strategic Management 3

exeMPlaRY CoMPanY showCased: aPPle, inC. 4 what is strategic Management? 4

What Is a Cohesion Case? 5 • Defining Strategic Management 5

stages of strategic Management 5 integrating intuition and analysis 6

Adapting to Change 7

Key Terms in strategic Management 8 Competitive Advantage 8 • Strategists 8

aCadeMiC ReseaRCh CaPsule 1-1: when aRe Chief sTRaTegY offiCeRs (Csos) hiRed/aPPoinTed? 9 Vision and Mission Statements 10 • External Opportunities and Threats 10 • Internal Strengths and Weaknesses 11 • Long-Term Objectives 12 • Strategies 12 • Annual Objectives 12 • Policies 13

The strategic-Management Model 14 aCadeMiC ReseaRCh CaPsule 1-2: whaT aCTiviTY is Most IMportant In the strategIc-ManageMent PRoCess? 15

Benefits of engaging in strategic Management 15 Financial Benefits 16 • Nonfinancial Benefits 17

why some firms do no strategic Planning 17 Pitfalls in strategic Planning 18 Comparing Business and Military strategy 18

iMPliCaTions foR sTRaTegisTs 20 iMPliCaTions foR sTudenTs 21

Chapter summary 21 Key Terms and Concepts 22 Issues for Review and Discussion 22 Mini-Case on The KRogeR CoMPanY: whaT aMeRiCan CoMPanY does The BesT JoB of sTRaTegiC Planning? 24 Current Readings 25 Endnotes 25` The Cohesion Case: The heRsheY CoMPanY, 2015 26 assuRanCe of leaRning exeRCises 35 Assurance of Learning Exercise 1A: Compare Business Strategy with Military Strategy 35 Assurance of Learning Exercise 1B: Gather Strategy Information for the Hershey Company 35

Assurance of Learning Exercise 1C: Update the Hershey Cohesion Case 36 Assurance of Learning Exercise 1D: Strategic Planning for Your University 36 Assurance of Learning Exercise 1E: Strategic Planning at a Local Company 37 Assurance of Learning Exercise 1F: Get Familiar with the Strategy Club Website Assurance of Learning Exercise 1G: Game Plans vs. Strategic Plans: Teams vs. Companies

Part 2 Strategy Formulation 38

Chapter 2 the Business Vision and Mission 39 exeMPlaRY CoMPanY showCased: h&R BloCK 40

vision statements: what do we want to Become? 40 Vision Statement Analysis 41

Mission statements: what is our Business? 42 The Process of developing vision and Mission statements 43 The importance (Benefits) of vision and Mission statements 44

aCadeMiC ReseaRCh CaPsule 2-1: The Mission sTaTeMenT/ fiRM PeRfoRManCe linKage 44 A Resolution of Divergent Views 45

Characteristics of a Mission statement 46 A Customer Orientation 47

Components of a Mission statement 47 evaluating and writing Mission statements 48

Two Mission Statements Critiqued 49 • Five Mission Statements Revised 49 • Two Mission Statements Proposed 49

iMPliCaTions foR sTRaTegisTs 51 iMPliCaTions foR sTudenTs 52

Chapter summary 52 Key Terms and Concepts 53 Issues for Review and Discussion 53 assuRanCe of leaRning exeRCises 54 Assurance of Learning Exercise 2A: Develop an Improved BB&T Mission Statement 54 Assurance of Learning Exercise 2B: Evaluate Three Mission Statements 54 Assurance of Learning Exercise 2C: Write a Vision and Mission Statement for the Hershey Company 55 Assurance of Learning Exercise 2D: Compare Your College or University’s Vision and Mission Statements to That of a Leading Rival Institution 55 Assurance of Learning Exercise 2E: Conduct Mission Statement Research 55

Mini-Case on walT disneY CoMPanY: whaT is disneY’s vision foR The fuTuRe and Mission foR The PResenT? 56 Current Readings 56 Endnotes 57

ix

37

37

Chapter 3 the External assessment 59 exeMPlaRY CoMPanY showCased: ChiPoTle MexiCan gRill 60

The Purpose and nature of an external audit 61 Key External Forces 61 • The Process of Performing an External Audit 62 • The Industrial Organization (I/O) View 63

Ten external forces That affect organizations 63 Economic Forces 63 • Social, Cultural, Demographic, and Natural Environment Forces 65 • Political, Governmental, and Legal Forces 66 • Technological Forces 68 • Competitive Forces 69

Porter’s five-forces Model 71 Rivalry among Competing Firms 72 • Potential Entry of New Competitors 73 • Potential Development of Substitute Products 73 • Bargaining Power of Suppliers 73 • Bargaining Power of Consumers 74

sources of external information 74 forecasting Tools and Techniques 74

Making Assumptions 75 • Business Analytics 76

The external factor evaluation Matrix 77 The Competitive Profile Matrix 78

iMPliCaTions foR sTRaTegisTs 81 iMPliCaTions foR sTudenTs

Chapter summary 82 Key Terms and Concepts 83 Issues for Review and Discussion 83 assuRanCe of leaRning exeRCises 84 Assurance of Learning Exercise 3A: Competitive Intelligence (CI) Certification 84 Assurance of Learning Exercise 3B: Develop an EFE Matrix for Hershey Company 84 Assurance of Learning Exercise 3C: Perform an External Assessment 85 Assurance of Learning Exercise 3D: Develop an EFE Matrix for Your University 85 Assurance of Learning Exercise 3E: Comparing Chipotle Mexican Grill to Panera Bread and Moe’s Southwest Grill 85 Assurance of Learning Exercise 3F: Develop a Competitive Profile Matrix for Hershey Company 86 Assurance of Learning Exercise 3G: Develop a Competitive Profile Matrix for Your University 86

Mini-Case on CoaCh, inC.: whY aRe The ladies shunning CoaCh? 86 Current Readings 87 Endnotes 87

Chapter 4 the Internal assessment 89 exeMPlaRY CoMPanY showCased: neTflix, inC. 90

The nature of an internal audit 90 Key Internal Forces 91 • The Process of Performing an Internal Audit 92 • The Resource-Based View 93

aCadeMiC ReseaRCh CaPsule 4-1: does RBv TheoRY deTeRMine diveRsifiCaTion TaRgeTs? 93

integrating strategy and Culture 94 Management 96

Planning 96 • Organizing 97 • Motivating 98 • Staffing 98 • Controlling 99 • Management Audit Checklist of Questions 99

Marketing 100 Customer Analysis 100 • Selling Products and Services 100 • Product and Service Planning 101 • Pricing 101 • Distribution 102 • Marketing Research 102 • Cost/Benefit Analysis 102 • Marketing Audit Checklist of Questions 103

finance/accounting 103 Finance/Accounting Functions 103 • Financial Ratios 104 • Breakeven Analysis 107 • Finance/Accounting Audit Checklist 109

Production/operations 109 Production/Operations Audit Checklist 110

Research and development 111 Internal and External Research and Development 111 • Research and Development Audit 112

Management information systems 112 Managing Voluminous Consumer Data 112

aCadeMiC ReseaRCh CaPsule 4-2: new TRends in Managing Big daTa 113 Management Information Systems Audit 113

value Chain analysis 113 Benchmarking 114

The internal factor evaluation Matrix 116 iMPliCaTions foR sTRaTegisTs 118 iMPliCaTions foR sTudenTs 120

Chapter summary 121 Key Terms and Concepts 121 Issues for Review and Discussion 122 assuRanCe of leaRning exeRCises 123 Assurance of Learning Exercise 4A: Apply Breakeven Analysis 123 Assurance of Learning Exercise 4B: Compare Netflix with Redbox 123 Assurance of Learning Exercise 4C: Perform a Financial Ratio Analysis for Hershey Company 124 Assurance of Learning Exercise 4D: Construct an IFE Matrix for Hershey Company 124 Assurance of Learning Exercise 4E: Construct an IFE Matrix for Your University 124 Assurance of Learning Exercise 4F: Applying Research-Based View (RBV) Theory 125

Mini-Case on Buffalo wild wings, inC.: whaT do ouTsTanding ManageMenT, MaRKeTing, and finanCe exeCuTives do TogeTheR? 125 Current Readings 126 Endnotes 126

Chapter 5 Strategies in action 129 exeMPlaRY CoMPanY showCased: signeT JeweleRs liMiTed 130

long-Term objectives 130 Characteristics and Benefits of Objectives 131 • Financial versus Strategic Objectives 131 • Avoid Not Managing by Objectives 132

Types of strategies 132 Levels of Strategies 134

integration strategies 134 Forward Integration 135 • Backward Integration 136 • Horizontal Integration 137

intensive strategies 138 Market Penetration 138 • Market Development 138 • Product Development 139

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82

diversification strategies 139 Related Diversification 140 • Unrelated Diversification 140

defensive strategies 141 Retrenchment 141 • Divestiture 142 • Liquidation 143

Michael Porter’s five generic strategies 144 Cost Leadership Strategies (Type 1 and Type 2) 145 • Differentiation Strategies (Type 3) 146 • Focus Strategies (Type 4 and Type 5) 147

Means for achieving strategies 148 Cooperation among Competitors 148 • Joint Venture and Partnering 148

aCadeMiC ReseaRCh CaPsule 5-1: aRe inTeRnaTional allianCes MoRe effeCTive wiTh CoMPeTiToRs oR nonCoMPeTiToRs? 149 Merger/Acquisition 150 • Private-Equity Acquisitions 151

Tactics to facilitate strategies 152 First Mover Advantages 152 • Outsourcing and Reshoring 152

strategic Management in nonprofit, governmental, and small firms 154

Educational Institutions 154 • Medical Organizations 155 • Governmental Agencies and Departments 155 • Small Firms 155

aCadeMiC ReseaRCh CaPsule 5-2: whaT aTTRiBuTes do gReaT enTRePReneuRs Possess? 156 iMPliCaTions foR sTRaTegisTs 156 iMPliCaTions foR sTudenTs 157

Chapter summary 157 Key Terms and Concepts 158 Issues for Review and Discussion 158 assuRanCe of leaRning exeRCises 159 Assurance of Learning Exercise 5A: Develop Hypothetical Hershey Company Strategies 159 Assurance of Learning Exercise 5B: Horizontal Integration in Practice 160 Assurance of Learning Exercise 5C: What Strategies Should Hershey Pursue in 2017? 160 Assurance of Learning Exercise 5D: Examine Strategy Articles 160 Assurance of Learning Exercise 5E: Classify Some Recent Strategies 161 Assurance of Learning Exercise 5F: How Risky Are Various Alternative Strategies? 162 Assurance of Learning Exercise 5G: Develop Alternative Strategies for Your University 162

Mini-Case on linKedin CoRPoRaTion: should linKedin CooPeRaTe wiTh faCeBooK? 163 Current Readings 164 Endnotes 164

Chapter 6 Strategy analysis and Choice 167 exeMPlaRY CoMPanY showCased: sMiTh & wesson holding CoRPoRaTion 168

The strategy analysis and Choice Process 168 The Process of Generating and Selecting Strategies 168

The strategy-formulation analytical framework 170 The Input Stage 171 • The Matching Stage 171 • The Decision Stage 171

The swoT Matrix 171 The strategic Position and action evaluation (sPaCe) Matrix 174 The Boston Consulting group (BCg) Matrix 178 The internal-external (ie) Matrix 181

aCadeMiC ReseaRCh CaPsule 6-1: a new ie MaTRix 184 The grand strategy Matrix 185 The decision stage: The Quantitative strategic Planning Matrix (QsPM) 186

Positive Features and Limitations of the QSPM 189

Cultural aspects of strategy analysis and Choice 190 The Politics of strategy analysis and Choice 190 Boards of directors: governance issues 191

aCadeMiC ReseaRCh CaPsule 6-2: how ManY BoaRd of diReCToRs MeMBeRs aRe ideal? 193 iMPliCaTions foR sTRaTegisTs 194 iMPliCaTions foR sTudenTs 194

Chapter summary 195 Key Terms and Concepts 196 Issues for Review and Discussion 196 assuRanCe of leaRning exeRCises 198 Assurance of Learning Exercise 6A: Perform a SWOT Analysis for Hershey Company 198 Assurance of Learning Exercise 6B: Develop a SPACE Matrix for Hershey 199 Assurance of Learning Exercise 6C: Develop a BCG Matrix for Hershey 199 Assurance of Learning Exercise 6D: Develop a QSPM for Hershey 199 Assurance of Learning Exercise 6E: Formulate Individual Strategies 200 Assurance of Learning Exercise 6F: Develop a BCG Matrix for Your University 200 Assurance of Learning Exercise 6G: The Role of Boards of Directors 200 Assurance of Learning Exercise 6H: Locate Companies in a Grand Strategy Matrix 201

Mini-Case on The sTaRBuCKs CoRPoRaTion: whaT sTaRBuCKs sTRaTegies aRe BesT? 201 Current Readings 202 Endnotes 202

Part 3 Strategy Implementation 204

Chapter 7 Implementing Strategies: Management, Operations, and Human resource Issues 205

exeMPlaRY CoMPanY showCased: PaPa John’s inTeRnaTional, inC. 206

Transitioning from formulating to implementing strategies 206 The need for Clear annual objectives 208 The need for Clear Policies 211 allocate Resources and Manage Conflict 211

Allocate Resources 211 • Manage Conflict 213

Match structure with strategy 213 Types of organizational structure 214

The Functional Structure 214 • The Divisional Structure 215 • The Strategic Business Unit (SBU) Structure 217 • The Matrix Structure 218

CONTENTS xi

dos and don’ts in developing organizational Charts 219 aCadeMiC ReseaRCh CaPsule 7-1: whY is The Coo PosiTion Being deleTed in ManY oRganizaTions? 221

strategic Production/operations issues 222 Restructuring and Reengineering 222 • Manage Resistance to Change 223 • Decide Where and How to Produce Goods 223 • Employee Stock Ownership Plans (ESOPs) 224

strategic human Resource issues 225 Linking Performance and Pay to Strategy 225 • Balance Work Life and Home Life 227 • Develop a Diverse Workforce 228

aCadeMiC ReseaRCh CaPsule 7-2: how do woMen vs. Men Ceos PeRfoRM? 229 Use Caution in Hiring a Rival’s Employees 229 • Create a Strategy- Supportive Culture 232 • Use Caution in Monitoring Employees’ Social Media 233 • Develop a Corporate Wellness Program 233