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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

x CONTENTS

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

iMPliCaTions foR sTRaTegisTs 235 iMPliCaTions foR sTudenTs 236

Chapter summary 237 Key Terms and Concepts 237 Issues for Review and Discussion 237 assuRanCe of leaRning exeRCises 239 Assurance of Learning Exercise 7A: Critique Corporate Organizational Charts 239 Assurance of Learning Exercise 7B: Draw an Organizational Chart for Hershey Company Using a Free, Online Template 239 Assurance of Learning Exercise 7C: Do Organizations Really Establish Objectives? 239 Assurance of Learning Exercise 7D: Understanding Your University’s Culture 240

Mini-Case on hilTon woRldwide holdings: is The new hilTon PoliCY waRRanTed? 240 Current Readings 241 Endnotes 241

Chapter 8 Implementing Strategies: Marketing, Finance/accounting, r&D, and MIS Issues 243

exeMPlaRY CoMPanY showCased: fooT loCKeR, inC. 244

strategic Marketing issues 244 social Media Marketing 245 Market segmentation 247 Product Positioning and Perceptual Mapping 250

Author Commentary 251

strategic finance/accounting issues 253 ePs/eBiT analysis: acquire needed Capital 254 Projected financial statements 258 Projected financial statement analysis for d. R. horton 260 Corporate valuation 262

aCadeMiC ReseaRCh CaPsule 8-1: when should we oveRPaY To aCQuiRe a fiRM? 264 Corporate Valuation Methods 264

iPos, Cash Management, and Corporate Bonds 266 Go Public With An IPO? 266 Keep Cash Offshore if Earned Offshore? 267 Issue Corporate Bonds for What Purpose? 267

strategic Research and development (R&d) issues 267 strategic Management information systems (Mis) issues 269

Mobile Tracking of Employees 270

iMPliCaTions foR sTRaTegisTs 270 iMPliCaTions foR sTudenTs 271 Mobile Apps for Customers 271

Chapter summary 271 Key Terms and Concepts 272 Issues for Review and Discussion 272 assuRanCe of leaRning exeRCises Assurance of Learning Exercise 8A: Develop a Product-Positioning Map for Hershey Company Assurance of Learning Exercise 8B: Gain Practice Developing Perceptual Maps 274 Assurance of Learning Exercise 8C: Perform an EPS/EBIT Analysis for Hershey Company 274 Assurance of Learning Exercise 8D: Prepare Projected Financial Statements for Hershey Company Assurance of Learning Exercise 8E: Determine the Cash Value of Hershey Company 275 Assurance of Learning Exercise 8F: Develop a Product-Positioning Map for Your University 275 Assurance of Learning Exercise 8G: Do Banks Require Projected Financial Statements? 27

Mini-Case on aliBaBa gRouP holding lTd.: is selling sToCK oR Bonds BesT To Raise CaPiTal? 276 Current Readings 277 Endnotes 277

Part 4 Strategy Evaluation 278

Chapter 9 Strategy review, Evaluation, and Control 279

exeMPlaRY CoMPanY showCased: niKe, inC. 280 The strategy-evaluation Process, Criteria, and Methods 280

The Process of Evaluating Strategies 283

The Three strategy-evaluation activities 284 Reviewing Bases of Strategy 284 • Measuring Organizational Performance 286 • Taking Corrective Actions 287

The Balanced scorecard 289 Published sources of strategy-evaluation information 291 Characteristics of an effective strategy evaluation system 291 Contingency Planning 292 auditing 293 Twenty-first-Century Challenges in strategic Management 294

The Art or Science Issue 294 • The Visible or Hidden Issue 295 • The Top-Down or Bottom-Up Approach 296

guidelines for effective strategic Management 296 iMPliCaTions foR sTRaTegisTs 298 iMPliCaTions foR sTudenTs 298

Chapter summary 299 Key Terms and Concepts 299 Issues for Review and Discussion 299 assuRanCe of leaRning exeRCises 300

xii CONTENTS

274

274

275

6

Assurance of Learning Exercise 9A: Examine 100 Balanced Scorecards 300 Assurance of Learning Exercise 9B: Prepare a Strategy-Evaluation Report for Hershey Company 301 Assurance of Learning Exercise 9C: Evaluate Your University’s Strategies 301

Mini-Case on TJx CoMPanies, inC.: is seCReT sTRaTegiC Planning BesT foR TJx? 301 Current Readings 302 Endnotes 302

Part 5 Key Strategic-Management topics 304

Chapter 10 Business Ethics, Social responsibility, and Environmental Sustainability 305

exeMPlaRY CoMPanY showCased: ChiCK-fil-a 306

why “good ethics is good Business” 306 Does It Pay to Be Ethical? 307

aCadeMiC ReseaRCh CaPsule 10-1: whaT Can we leaRn fRoM high-PeRfoRManCe CoMPanies? 308 aCadeMiC ReseaRCh CaPsule 10-2: who is PRone To Be uneThiCal in a Business? 309 How to Establish an Ethics Culture 309

whistle-Blowing, Bribery, and workplace Romance 310 Whistle-Blowing 310 • Avoid Bribery 311 • Workplace Romance 312

social Responsibility and Policy 313 aCadeMiC ReseaRCh CaPsule 10-3: does iT PaY To Be soCiallY ResPonsiBle? 314 Design and Articulate a Social Policy 314 • Social Policies on Retirement 314

environmental sustainability 315 What Firms Are the Best Stewards? 316 • Sustainability Reports 317 • The Office of Environmental Affairs 318 • ISO 14000/14001 Certification 318

wildlife welfare 319 Food Suppliers and Animal Welfare 321

iMPliCaTions foR sTRaTegisTs 321 iMPliCaTions foR sTudenTs 322

Chapter summary 322 Key Terms and Concepts 322 Issues for Review and Discussion 322 assuRanCe of leaRning exeRCises 323 Assurance of Learning Exercise 10A: How Does Your Municipality Compare to Others on Being Pollution-Safe? 323 Assurance of Learning Exercise 10B: Does Hershey Company or Mars, Inc. Win on Sustainability? 324 Assurance of Learning Exercise 10C: The Ethics of Spying on Competitors 324 Assurance of Learning Exercise 10D: Who Prepares a Sustainability Report? 325

Mini-Case on avon PRoduCTs, inC.: would ClaiMs of eThiCal wRongdoing BY a CoMPanY iMPaCT YouR BuYing The fiRM’s PRoduCTs? 325 Current Readings 326 Endnotes 326

Chapter 11 Global and International Issues 329

exeMPlaRY CoMPanY showCased: alCoa, inC. 330 The nature of doing Business globally 330

Multinational Firms 332 • Different Languages Globally 333 • Labor Unions across Europe 333

aCadeMiC ReseaRCh CaPsule 11-1: how ManY languages aRe TheRe gloBallY? 333

advantages and disadvantages of doing Business globally 334 The global Challenge 335

aCadeMiC ReseaRCh CaPsule 11-2: how do fiRMs deCide wheRe To exPand? 336

Tax Rates and Tax inversions 336 Tax Rates 336 • Tax Inversions 338

american versus foreign Business Culture 338 Communication Differences across Countries 340

Business Culture across Countries 341 Mexico’s Business Culture 341 • Japan’s Business Culture 342 • China’s Business Culture 343 • India’s Business Culture 344

Business Climate across Countries 344 Africa’s Business Climate 345 • China’s Business Climate 346 • Brazil's Business Climate 347 • Indonesia’s Business Climate 347 • India’s Business Climate 347 • Japan’s Business Climate 348 • Mexico’s Business Climate 348 • Vietnam’s Business Climate 349

iMPliCaTions foR sTRaTegisTs 350 iMPliCaTions foR sTudenTs 350

Chapter summary 351 Key Terms and Concepts 351 Issues for Review and Discussion 351 assuRanCe of leaRning exeRCises 352 Assurance of Learning Exercise 11A: Business Cultures across Countries: A Hershey Company Analysis 352 Assurance of Learning Exercise 11B: Hershey Company Wants to Enter Africa. Help Them 353 Assurance of Learning Exercise 11C: Does Your University Recruit in Foreign Countries? 353 Assurance of Learning Exercise 11D: Assess Differences in Culture across Countries 353 Assurance of Learning Exercise 11E: How Well Traveled Are Business Students at Your University? 354

Mini-Case on doMino’s Pizza, inC.: To gRow gloBallY The RighT waY = follow doMino’s? 354 Current Readings 355 Endnotes 355

Part 6 Strategic-Management Case analysis 356

How to Prepare and Present a Case analysis 357

what is a strategic-Management Case? 358 guidelines for Preparing Case analyses 358

The Need for Practicality 358 • The Need for Justification 358 • The Need for Realism 358 • The Need for Specificity 358 • The Need for Originality 359 • The Need to Contribute 359

CONTENTS xiii

The Case Method versus lecture approach 359 The Cross-Examination 359

Preparing a written Case analysis 360 The Executive Summary 360 • The Comprehensive Written Analysis 360 • Steps in Preparing a Comprehensive Written Analysis 360

Making an oral Presentation 361 Controlling Your Voice 361 • Managing Body Language 361 • Speaking from Notes 362 • Constructing Visual Aids 362 • Answering Questions 362

Tips for success in Case analysis 362

Sample Case Analysis Outline 363 • Recommended Time Allocation for Presenting a Case Analysis 365 Assurance of Learning Exercise Strategic Planning for Gruma SAB 365

strategic-Management Cases

Glossary 627

Name Index 637

Subject Index 643

xiv CONTENTS

Cases

USa-Headquartered Service Firms

Restaurants

1. Dunkin’ Brands Group, Inc. (DNKN) 370 2. Krispy Kreme Doughnuts, Inc. (KKD) 378

Lodging and Movies

3. Marriott International, Inc. (MAR) 385 4. Wynn Resorts Limited (WYNN) 396 5. Cinemark Holdings, Inc. (CNK) 404

Internet Based

6. Facebook, Inc. (FB) 412 7. Zynga, Inc. (ZNGA) 420 8. The Priceline Group, Inc. (PCLN) 428

Stores and Banks

9. The TJX Companies, Inc. (TJX) 437 10. Tiffany & Company (TIF) 446 11. Citigroup Inc. (C) 455

Airlines and Airfreight

12. JetBlue Airways Corporation (JBLU) 464 13. FedEx Corporation (FDX) 472

USa-Headquartered Manufacturing Firms

Food

14. Tyson Foods, Inc. (TSN) 481 15. Constellation Brands Inc. (STZ) 491

Leisure Sports

16. GoPro, Inc. (GPRO) 500 17. Arctic Cat Inc. (ACAT) 508

Automobiles and Motorcycles

18. Tesla Motors, Inc. (TSLA) 516 19. Ford Motor Company (F) 522 20. Harley-Davidson, Inc. (HOG) 532

Computers/Software

21. Apple Inc. (AAPL) 540 22. International Business Machines Corporation (IBM) 549

Personal Products

23. TASER International, Inc. (TASR) 558 24. Revlon, Inc. (REV) 566

xv

Nonprofit Organizations

25. World Relief 574 26. World Wildlife Fund for Nature (WWF) 582

Outside-USA Headquartered Firms

27. Michael Kors Holdings Ltd. (KORS) 591 28. SABMiller plc (SAB) 599 29. Gruma S.A.B. de C.V. (GMK) 609 30. Restaurant Brands International, Inc. (QSR) 617

xvi CASES

xvii xvii

Preface

Why Adopt This Text? This textbook is trusted across five continents to provide managers the latest skills and con- cepts needed to effectively formulate and efficiently implement a strategic plan—a game plan, if you will—that can lead to sustainable competitive advantage for any type of business. The Association to Advance Collegiate Schools of Business (AACSB) International increasingly advocates a more skills-oriented, practical approach in business books, which this text provides, rather than a theory-based approach. Strategic Management Concepts and Cases: A Competitive Advantage Approach meets all AACSB International guidelines for the strategic-management course at both the graduate and undergraduate levels, and previous editions have been used at more than 500 colleges and universities globally. We believe you will find this sixteenth edition to be the best textbook available for communicating both the excitement and value of strategic management. Concise and exceptionally well organized, this text is now available in English, Chinese, Spanish, Thai, German, Japanese, Farsi, Indonesian, Indian, Vietnamese, and Arabic. A version in Russian is being negotiated. In addition to universities, hundreds of companies, orga- nizations, and governmental bodies use this text as a management guide.

An MBA student using this text recently wrote the following:

Dear Dr. David: I am in the midst of my MBA at Adams State University here in Colorado. I’m 7 of 12 classes in with a 4.0 average. As a result, I’ve been through about 14 textbooks (not to mention the 60 or so I went through for my BBA at the University of California (UC)-Berkeley. This is the first time I’ve written to the author of a textbook. Why? Because the David book is by far the best textbook I have ever used. It’s clear. It’s accurate. It’s not full of opinion masquerading as fact! You, sir, are to be commended. Usually when I spend an insane amount of money on a text, I’m broke. But your text is worth every cent, and I’ll keep it forever. Well done sir! Respectively, Eric Seiden, MBA Student in Littleton, Colorado (August 10, 2015)

Eric N. Sims, a professor who has used this text for his classes at Sonoma State University in California, says:

I have read many strategy books. I am going to use the David book. What I like—to steal a line from Alabama coach Nick Saban—is your book teaches “a process.” I believe at the end of your book, you can actually help a company do strategic planning. In contrast, other books teach a number of near and far concepts related to strategy.

A recent reviewer of this textbook shares his opinion:

One thing I admire most about the David text is that it follows the fundamental sequence of strategy formulation, implementation, and evaluation. There is a basic flow from vision/mission to internal/external environmental scanning, to strategy development, 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.

New to This Edition 1. This 16th edition is 40 percent new and improved from the prior edition. 2. A brand new COHESION CASE on The Hershey Company (2015) is provided. Hershey

is one of the most successful, well-known, and best-managed global companies in the world. Students apply strategy concepts to Hershey at the end of each chapter through new, innovative Assurance of Learning Exercises.

3. Brand-new one-page MINI-CASES appear at the end of each chapter, complete with ques- tions designed to apply chapter concepts. Provided for the first time ever in this text, the mini-cases focus on the following companies: Chapter 1: Kroger Company Chapter 2: Walt Disney Company Chapter 3: Coach Chapter 4: Buffalo Wild Wings Chapter 5: LinkedIn Chapter 6: Starbucks Chapter 7: Hilton Worldwide Chapter 8: Alibaba Chapter 9: TJX Companies Chapter 10: Avon Products Chapter 11: Domino’s Pizza

4. Original, half-page ACADEMIC RESEARCH CAPSULES are presented in each chapter to showcase how new strategic-management research is impacting business practice. Two capsules per chapter are provided—for the first time ever in this text.

5. At the end of each chapter are new sections titled IMPLICATIONS FOR STRATEGISTS and IMPLICATIONS FOR STUDENTS that highlight how companies can best gain and sustain competitive advantages.

6. Brand new EXEMPLARY COMPANY CAPSULES appear at the beginning of each chapter and showcase a company that is employing strategic management exceptionally well. The capsules focus on the following companies: Chapter 1: Apple Chapter 2: H&R Block Chapter 3: Chipotle Mexican Grill Chapter 4: Netflix Chapter 5: Signet Jewelers Limited Chapter 6: Smith & Wesson Holding Corp. Chapter 7: Papa John’s International Chapter 8: Foot Locker Chapter 9: Nike Chapter 10: Chick-fil-A Chapter 11: Alcoa

7. Chapter 2, The Business Vision and Mission, is 60 percent new, due to current research and practice that reveals the need for “these statements to be more customer-oriented.”

8. Chapter 11, Global and International Issues, is shortened by 30 percent but provides new coverage of cultural and conceptual strategic-management differences across countries. Doing business globally has become a necessity in most industries.

9. Chapter 10, Business Ethics, Social Responsibility, and Environmental Sustainability, provides extensive new coverage of ethics, workplace romance, flirting, hiring away rival firms’ employees, wildlife welfare, and sustainability. “Good ethics is good business.” Unique to strategic-management texts, the sustainability discussion is strengthened in this edition to promote and encourage firms to conduct operations with respect for the environment—an important concern for consumers, companies, society, and AACSB International.

10. Sixty-four unique ASSURANCE OF LEARNING EXERCISES appear at the end of chapters to apply chapter concepts. The exercises prepare students for strategic- management case analysis. An additional excellent exercise for each chapter is provided in the Chapter Instructor’s Resource Manual.

11. More than 200 new EXAMPLES bring the chapters to life. 12. At the end of chapters are 78 new (459 total) REVIEW QUESTIONS related to chapter

content. 13. All the Current Readings at the end of the chapters are new, and up-to-date research and

theories of seminal thinkers are included. However, practical aspects of strategic manage- ment are center stage and the trademark of this text.

14. Every sentence and paragraph has been scrutinized, modified, clarified, streamlined, updated, and improved to enhance the content and caliber of presentation.

xviii PREFACE

15. An enhanced, continually updated AUTHOR WEBSITE (www.strategyclub.com) pro- vides new author videos, case and chapter updates, sample case analyses, and the popular, FREE EXCEL STUDENT TEMPLATE. The template enables students to more easily develop strategic-planning matrices, tables, and analyses needed for case analysis.

New Case Features 1. All 30 cases have a 2015 time setting, offering students up-to-date issues to evaluate. 2. All 30 cases focus on exciting, well-known companies, effective for students to apply strat-

egy concepts. 3. All 30 cases are undisguised, featuring real organizations in real industries using real

names (nothing is fictitious in any case). 4. All 30 cases feature an organization and industry undergoing strategic change. 5. All 30 cases provide ample, excellent quantitative information, so students can prepare a

defensible strategic plan. 6. All 30 cases are written in a lively, concise writing style that captures the reader’s interest. 7. All 30 cases are “comprehensive,” focusing on multiple business functions, rather than a

single problem or issue. 8. All 30 cases include current financial statements for the firm, so students can show the

impact of a proposed strategic plan. 9. All 30 cases provide an organizational chart and a vision and mission statement—

important strategy concepts. 10. All 30 cases are supported by an excellent teacher’s note, provided to professors in a new

Case Instructor’s Resource Manual. 11. All 30 cases are available for inclusion in a customized tailored text to meet the special

needs of some professors. 12. All 30 cases facilitate coverage of all strategy concepts, but as revealed in the new

Concepts by Cases Matrix, some cases especially exemplify some concepts, enabling pro- fessors to effectively use an assortment of cases with various chapters in the text.

13. All 30 cases have been class-tested to ensure that they are interesting, challenging, and effective for illustrating strategy concepts.

14. All 30 cases appear in no other textbooks, thus offering a truly fresh, new, up-to-date learn- ing platform.

15. The 30 cases represent an excellent mix of firms performing really well and some perform- ing very poorly, including 14 U.S. service-based organizations, 10 U.S. manufacturing- based firms, and 2 nonprofit organizations (World Relief and World Wildlife Fund for Nature). Also included are 4 outside-U.S. headquartered firms (Michael Kors Holdings Ltd., SABMiller plc, Gruma SAB de CV, and Restaurant Brands International).

16. All 30 case companies have excellent websites in English that provide detailed financial information, history, sustainability statements, ethics statements, and press releases, so stu- dents can easily access current information to apply strategy concepts.

Time-Tested Features 1. This text meets all AACSB International guidelines that support a practitioner orientation

rather than a theory/research approach. It offers a skills-oriented process for developing a vision and mission statement; performing an external audit; conducting an internal assess- ment; and formulating, implementing, and evaluating strategies.

2. The author’s writing style is concise, conversational, interesting, logical, lively, and sup- ported by numerous current examples.

3. A simple, integrative strategic-management model appears in all chapters and on the inside back cover. The model is widely used by strategic-planning consultants and companies worldwide.

4. An exciting, new Cohesion Case on Hershey Company follows Chapter 1 and is revisited at the end of each chapter, allowing students to apply strategic-management concepts and techniques to a real company as the text develops, thus preparing students for case analysis as the course evolves.

preface xix

http://www.strategyclub.com
5. End-of-chapter Assurance of Learning Exercises apply chapter concepts and tech- niques in a challenging, meaningful, and enjoyable manner. Eighteen exercises apply text material to the Cohesion Case; 11 exercises apply textual material to a college or university; another 9 exercises send students into the business world to explore important strategy topics.

6. There is excellent pedagogy, including Learning Objectives opening each chapter as well as Key Terms, Current Readings, Discussion Questions, and Assurance of Learning Exercises ending each chapter.

7. The various strategy-formulation issues are outstanding, covering topics such as business ethics, global versus domestic operations, vision and mission, matrix analysis, partnering, joint venturing, competitive analysis, value chain analysis, governance, and matrices for assimilating and evaluating information.

8. Strategy-implementation issues are covered thoroughly and include items such as corpo- rate culture, organizational structure, outsourcing, marketing concepts, financial analysis, business ethics, whistleblowing, bribery, pay and performance linkages, and workplace romance.

9. A systematic, analytical “process” is presented that includes nine matrices: IFEM, EFEM, CPM, SWOT, BCG, IE, GRAND, SPACE, and QSPM.

10. Both the chapter material and case material is published in color. 11. Chapters-only and e-book versions of the text are available. 12. 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 the 30 cases provided.

13. For the chapter material, an outstanding ancillary package includes a comprehensive Chapter Instructor’s Resource Manual, Case Instructor’s Resource Manual, Test Bank, TestGen, and Chapter PowerPoints, and vastly improved Chapter MyLab and Case MyLab products to promote assurance of learning.

Why Is This Text Different/Better Than Other Strategic-Management Texts? Strategic Management Concepts and Cases: A Competitive Advantage Approach is by far the most practical, skills- oriented strategic management textbook on the market. This text is designed to enable students to learn “how to do strategic planning,” rather than simply memorize seminal theories in strategy. Students using this text follow an integrative model that appears in every chapter as the “process” unfolds. Students learn how to construct strategic planning matrices, such as the Strengths, Weaknesses, Opportunities, and Threats (SWOT) and the Boston Consulting Group (BCG) matrices. Readers also learn how to perform strategic-planning analyses, such as earnings-per-share/earnings-before-interest-and-taxes (EPS/EBIT) and corporate valuation. The focus throughout this text is on “learning by doing.” This overarching, differentiating aspect has been improved with every edition and has led to this text becoming perhaps the leading strategic- management text globally, now available in 10 languages. The practical, skills-oriented approach is manifested through eight specific features:

1. A Cohesion Case that appears after Chapter 1 with 64 end-of-chapter assurance of learning exercises, many that apply concepts to the Cohesion Case, thus allowing students to gain practice doing strategic planning by performing analysis. No other strategic-management textbook provides a Cohesion Case or an array of end-of-chapter exercises.

2. A strategy formulation analytical framework in Chapter 6 integrates nine widely used planning matrices (IFEM, EFEM, CPM, SWOT, BCG, IE, SPACE, GRAND, and QSPM) into three stages (Input, Matching, and Decision), which guide the strategic-planning process in all companies. Firms gather strategic information (Input), array key external with internal factors (Matching), and then make strategic decisions (Decision).

3. A far wider coverage of strategy topics than any other strategic-management textbook, for two primary reasons: (a) As firms formulate and implement strategies, a wide variety of functional business topics arise and (b) as the capstone, integrative course in nearly all Schools of Business, strategic management entails students applying functional business skills to case companies.

xx PREFACE

4. This text provides 30 comprehensive, exciting, exceptionally up-to-date cases designed to apply chapter concepts as students develop a strategic plan for the case companies. For example, every case includes (a) the company’s vision/mission statements (if the firm has one); (b) the company’s by-segment revenue breakdown (since allocating resources divi- sions is perhaps the key strategy decision made by firms); (c) the company’s organizational chart (since structure is a key strategy topic); and (d) the company’s financial statements so students can show the impact of a proposed strategic plan on a firm’s financial state- ments. Thus, the cases take a total-firm, multifunctional approach, which by definition is the nature of strategic management. In addition, this text offers end-of-chapter mini-cases to further apply chapter concepts.

5. More coverage of business ethics, social responsibility, and sustainability is provided in this text than in any other strategic-management textbook, including topics such as bribery, workplace romance, devising codes of ethics, taking a position (or not) on social issues, and wildlife welfare—topics that other textbooks do not mention, even though companies continually face strategic decisions in these areas.

6. This text offers more coverage of global/international issues than any other strategic- management textbook, including topics such as how business culture and practice vary across countries, as well as how taxes, tariffs, political stability, and economic conditions vary across countries—all framed from a strategic planning perspective.

7. The conversational, concise writing style is supported by hundreds of current examples, all aimed at arousing and maintaining the reader’s interest as the “process” unfolds from start to finish. The unique writing style is in stark contrast to some strategic-management books that seem to randomly present theory and research for the sake of discussion, rather than material being presented in a logical flow that emulates the actual practice of strategic planning among companies and organizations.

8. This text is supported by outstanding ancillaries, including author-developed manuals, and an author website at www.strategyclub.com that offers practical author-developed videos, templates, sample case analyses, special resources, and even a Facebook page for the text. Pearson Education also offers outstanding support materials for instructors and students. For more information, visit www.pearsonhighered.com.

Instructor Resources At the Instructor Resource Center, www.pearsonhighered.com/irc, instructors can easily reg- ister to gain access to a variety of instructor resources available with this text in downloadable format. If assistance is needed, our dedicated technical support team is ready to help with the media supplements that accompany this text. Visit http://247.pearsoned.com for answers to frequently asked questions and toll-free user support phone numbers.

The following supplements are available with this text:

Case Instructor’s Resource Manual Chapter Instructor’s Resource Manual Test Bank TestGen® Computerized Test Bank PowerPoint Presentation

Sample of Universities Recently Using This Textbook

preface xxi

Abraham Baldwin Agricultural College Adelphi University Akron Institute Albany State University Albertus Magnus College Albright College Alcorn State University Alvernia University Ambassador College

Amberton University American Intercontinental University—Weston American International College American International Continental (AIU) University—Houston American International University American University Anderson University

http://www.strategyclub.com
http://www.pearsonhighered.com
http://www.pearsonhighered.com/irc
http://247.pearsoned.com
Angelo State University Aquinas College Arizona State University—Polytechnic Campus Art Institute of California Averett University Avila University Azusa Pacific University Baker College—Flint Baldwin Wallace College Barry University Belhaven University—Jackson Bellevue University Belmont Abbey College Benedictine University Black Hills State University Bloomsburg University Briar Cliff University Brooklyn College Broward College—Central Broward College—North Broward College—South Bryant & Stratton—Orchard Park Buena Vista University—Storm Lake Caldwell College California Polytechnic State University California State University—Sacramento California State University—San Bernadino California University of PA Calumet College Capella University Carlow University Carson-Newman College Catawba College Catholic University of America Cedar Crest College Central Connecticut State University Central Michigan University Central New Mexico Community College Central Washington University Chatham University Chestnut Hill College Chicago State University Christian Brothers University Claflin University Clarion University of Pennsylvania Clarkson College Clatsop Community College

Cleveland State University College of William & Mary Colorado State University—Pueblo Columbia College Columbia Southern University—Online Concordia University Concordia University Wisconsin Curry College Cuyahoga Community College Daniel Webster College Davis & Elkins College Delaware State University Delaware Technology & Community College—Dover Delaware Technology & Community College—Wilmington DePaul University—Loop Campus East Stroudsburg University Eastern Michigan University Eastern Oregon University Eastern Washington University ECPI College of Technology—Charleston ECPI Computer Institute Elmhurst College Embry-Riddle Aero University—Prescott Ferrum College Florida Agricultural & Mechanical University Florida Southern College Florida State University Florida Technical College—Deland Florida Technical College—Kissimmee Florida Technical College—Orlando Fort Valley State College Francis Marion University Fresno Pacific University Frostburg State University George Fox University Georgetown College Georgia Southern University Georgia Southwestern State University Hampton University Harding University Harris Stowe State University Herzing College—Madison Herzing College—New Orleans Herzing College—Winter Park Herzing University—Atlanta High Point University

xxii PREFACE

Highline Community College Hofstra University Hood College Hope International University Houghton College Huntingdon College Indiana University Bloomington Indiana Wesleyan CAPS Iona College Iowa Lakes Community College— Emmetsburg Jackson Community College Jackson State University John Brown University Johnson & Wales—Charlotte Johnson & Wales—Colorado Johnson & Wales—Miami Johnson & Wales—Rhode Island Johnson C. Smith University Kalamazoo College Kansas State University Keene State College Kellogg Community College La Salle University Lake Michigan College Lebanon Valley College Lee University Lehman College of CUNY Liberty University Limestone College—Gaffney Lincoln Memorial University Loyola College Business Center Loyola College—Chennai Loyola University—Maryland Lyndon State College Madonna University Manhattan College Manhattanville College Marian University—Indiana Marshall University Marshall University Graduate College Marymount University—Arlington Medgar Evers College Medical Careers Institute/Newport News Mercer University—Atlanta Mercer University—Macon Miami-Dade College—Homestead Miami-Dade College—Kendal Miami-Dade College—North

Miami-Dade College—Wolfson Michigan State University Mid-America Christian Millersville University Mississippi University for Women Morgan State University Morrison College of Reno Mount Marty College—South Dakota Mount Mercy University Mount Wachusett Community College Mt. Hood Community College Mt. Vernon Nazarene MTI Western Business College Muhlenberg College Murray State University New England College New Mexico State University New York University North Carolina Wesleyan College North Central College North Central State College Northwest Arkansas Community College Northwestern College Northwood University—Cedar Hill Notre Dame of Maryland University Nyack College Oakland University Ohio Dominican University Oklahoma Christian University Oklahoma State University Olivet College Oral Roberts University Pace University—Pleasantville Park University Penn State University—Abington Penn State University—Hazleton Pensacola State College Philadelphia University Point Park University Prince George’s Community College Queens College of CUNY Richard Stockton University Rider University Roger Williams University Saint Edwards University Saint Leo University Saint Mary’s College Saint Mary’s College—Indiana Saint Xavier University

preface xxiii

San Antonio College Santa Fe College Savannah State University Shippensburg University Siena Heights University Southern Nazarene University Southern New Hampshire University Southern Oregon University Southern University—Baton Rouge Southern Wesleyan University Southwest Baptist University Southwest University St. Bonaventure University St. Francis University St. Louis University St. Martins University Sterling College Stevenson University Strayer University—DC Texas A&M University—Commerce Texas A&M University—Texarkana Texas A&M—San Antonio Texas Tech University The College of St. Rose The Masters College Tri-County Technical College Trinity Christian College Troy State University Troy University—Dothan Troy University—Main Campus Troy University—Montgomery University of Alabama—Birmingham University of Arkansas—Fayetteville University of Findlay University of Houston—Clearlake University of Louisiana at Monroe University of Maine at Augusta University of Maine—Fort Kent University of Maryland University of Maryland—College Park University of Massachusetts—Boston Harbor

University of Massachusetts—Dartmouth University of Miami University of Michigan—Flint University of Minnesota—Crookston University of Mobile University of Montevallo University of Nebraska—Omaha University of Nevada Las Vegas University of New Orleans University of North Texas University of North Texas—Dallas University of Pikeville University of Sioux Falls University of South Florida University of St. Joseph University of Tampa University of Texas—Pan American University of The Incarnate Word University of Toledo Upper Iowa University Valley City State University Virginia Community College System Virginia State University Virginia Tech Wagner College Wake Forest University Washington University Webber International University Webster University West Chester University West Liberty University West Valley College West Virginia Wesleyan College Western Connecticut State University Western Kentucky University Western Michigan University Western Washington University William Jewell College Williams Baptist College Winona State University Winston-Salem State University WSU Vancouver

Sample of Countries Outside the United States Where This Textbook Is Widely Used Mexico, China, Japan, Australia, Singapore, Canada, Indonesia, Pakistan, Iran, Kenya, Congo, Hong Kong, India, England, Argentina, Equador, Zambia, Guam, Italy, Cyprus, Colombia, Philippines, South Africa, Peru, Turkey, Malaysia, and Egypt

xxiv PREFACE

preface xxv

the Case rationale Case analysis remains the primary learning vehicle used in most strategic-management classes, for five important reasons:

1. Analyzing 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 in solving problems as part of a group. In the business world, important decisions are generally made within groups; strategic-management students learn to deal with overly aggressive group members as well as timid, noncontributing group members. This experience is valuable because strategic-management students are near graduation and soon enter the working world full time.

2. Analyzing cases enables students to improve their oral and written communication skills as well as their analytical and interpersonal skills by proposing and defending particular courses of action for the case companies.

3. Analyzing cases allows students to view a company, its competitors, and its industry con- currently, thus simulating the complex business world. Through case analysis, students learn how to apply concepts, evaluate situations, formulate strategies, and resolve imple- mentation problems.

4. Analyzing cases allows students to apply concepts learned in many business courses. Students gain experience dealing with a wide range of organizational problems that impact all the business functions.

5. Analyzing cases gives students practice in applying concepts, evaluating situations, formu- lating a “game plan,” and resolving implementation problems in a variety of business and industry settings.

the Case MyLab testing Feature As revealed in the Concepts by Cases matrix, student learning of 30 key strategic-management concepts can easily be tested by using the 30 cases. The new Case MyLab Testing feature assures that the cases are excellent for testing student learning of the key strategic-management concepts, thus serving as a great mechanism for professors to achieve AACSB’s Assurance of Learning Objectives. This new testing feature simplifies grading for professors in both tradi- tional and online class settings.

The Case MyLab testing feature includes 25 multiple-choice questions for each case, com- prised of 10 Basic questions that simply test whether the student read the case before class, and 15 Applied questions that test the student’s ability to apply various strategic-management con- cepts. In addition, there are 2 Discussion questions per case. This testing feature enables profes- sors to determine, before class if desired, whether students (1) read the case in Basic terms, and/ or (2) are able to Apply strategy concepts to resolve issues in the case. For example, the MyLab case Basic question may be: In what country is SABMiller headquartered? Whereas a MyLab case Applied question may be: What are three aspects of the organizational chart given in the SABMiller case that violate strategic-management guidelines?

the New Concepts by Cases Matrix All 30 cases facilitate coverage of all strategy concepts, but as revealed by purple cells, some cases especially exemplify some key strategy concepts. The purple cells reveal which concepts are tested with multiple-choice questions in the MyLab. The Concepts by Cases matrix enables professors to effectively utilize different cases to assure student learning of various chapter concepts. Note from the purple boxes that two, three, or four cases are used to test each strate- gic-management concept. This new, innovative ancillary promises to elevate the case learning method to new heights in teaching strategic management.

xxvi cONcepTS BY caSeS MaTrIX

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Case Number USA Headquartered 3 3 3 5 4 3 4 2 4 3 4 3 1 4 4 4 3 4 1 3 4 3 4 2 2 2 1

USA-Based Service Companies

Case 1 Dunkin’ Brands Group, Inc.

Case 2 Krispy Kreme Doughnuts, Inc.

Case 3 Marriott International, Inc.

Case 4 Wynn Resorts Limited

Case 5 Cinemark Holdings, Inc.

Case 6 Facebook, Inc.

Case 7 Zynga, Inc.

Case 8 The Priceline Group, Inc.

Case 9 The TJX Companies, Inc.

Case 10 Tiffany & Company

Case 11 Citigroup Inc.

Case 12 JetBlue Airways Corporation

Case 13 FedEx Corporation

USA-Based Manufacturing Companies

Case 14 Tyson Foods, Inc.

Case 15 Constellation Brands Inc.

Case 16 GoPro, Inc.

Case 17 Artic Cat, Inc.

Case 18 Tesla Motors, Inc.

Case 19 Ford Motor Company

Case 20 Harely-Davidson, Inc.

Case 21 Apple Inc.

Case 22 International Business Machines Corp.

Case 23 Taser International, Inc.

Case 24 Revlon, Inc.

Case 25 World Relief

Outside-USA Headquartered

Case 26 World Wildlife Fund

Case 27 Michael Kors Holdings Limited

Case 28 SABMiller plc

Case 29 Gruma, S.A.B. de C.V.

Case 30 Restaurant Brands International, Inc.

cONcepTS BY caSeS MaTrIX xxvii

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Case Number USA Headquartered 3 3 3 5 4 3 4 2 4 3 4 3 1 4 4 4 3 4 1 3 4 3 4 2 2 2 1

USA-Based Service Companies

Case 1 Dunkin’ Brands Group, Inc.

Case 2 Krispy Kreme Doughnuts, Inc.

Case 3 Marriott International, Inc.

Case 4 Wynn Resorts Limited

Case 5 Cinemark Holdings, Inc.

Case 6 Facebook, Inc.

Case 7 Zynga, Inc.

Case 8 The Priceline Group, Inc.

Case 9 The TJX Companies, Inc.

Case 10 Tiffany & Company

Case 11 Citigroup Inc.

Case 12 JetBlue Airways Corporation

Case 13 FedEx Corporation

USA-Based Manufacturing Companies

Case 14 Tyson Foods, Inc.

Case 15 Constellation Brands Inc.

Case 16 GoPro, Inc.

Case 17 Artic Cat, Inc.

Case 18 Tesla Motors, Inc.

Case 19 Ford Motor Company

Case 20 Harely-Davidson, Inc.

Case 21 Apple Inc.

Case 22 International Business Machines Corp.

Case 23 Taser International, Inc.

Case 24 Revlon, Inc.

Case 25 World Relief

Outside-USA Headquartered

Case 26 World Wildlife Fund

Case 27 Michael Kors Holdings Limited

Case 28 SABMiller plc

Case 29 Gruma, S.A.B. de C.V.

Case 30 Restaurant Brands International, Inc.

xxviii cONcepTS BY caSeS MaTrIX

The Case Synopses USA-Headquartered Service Firms RESTAURANTS 1. Dunkin’ Brands Group, Inc. (DNKN) — Headquartered in Canton, Massachusetts, Dunkin’

Brands owns, operates, and franchises quick-service restaurants under the Dunkin’ Donuts and Baskin-Robbins brands worldwide.

2. Krispy Kreme Doughnuts, Inc. (KKD) — Headquartered in Winston-Salem, North Carolina, KKD operates about 750 doughnut locations, of which about 650 are franchise owned. Most KKD locations (515) are outside the United States. The company plans to reach 900 stores internationally by 2017. Most restaurants “produce” their own doughnuts.

LODGING AND MOVIES 3. Marriott International, Inc. (MAR) — Headquartered in Bethesda, Maryland, and having

127,000 employees worldwide, Marriott owns and manages a broad range of hotels and lodging facilities. Marriott’s CEO, Anne Sorenson, is leading the firm’s expansion through- out Africa. The Ritz-Carlton is a subsidiary of Marriott.

4. Wynn Resorts Limited (WYNN) — Headquartered in Paradise, Nevada, Wynn Resorts is a global developer and operator of high-end casinos and hotels, especially in Las Vegas and Macau. Wynn Cotai opened in Macau in 2014 amidst overall Macau gambling revenues declining.

5. Cinemark Holdings, Inc. (CNK) — Headquartered in Plano, Texas, Cinemark is a chain of movie theaters operating in North and South America and Taiwan. Cinemark has over 300 theaters in the United States, is the largest movie theater firm in Brazil, the fourth largest in Mexico, and the second largest globally.

INTERNET BASED 6. Facebook, Inc. (FB) — Headquartered in Menlo Park, California, Facebook is the largest

online social networking website with over 1.3 billion users (but reportedly more than 10 percent are fake). Facebook charges for placing advertisements; its vision is “to connect the world.”

7. Zynga, Inc. (ZNGA) — Headquartered in San Francisco, California, Zynga develops, mar- kets, and operates online social media games primarily under the FarmVille, Words With Friends, and Zynga Poker franchises. Founded in 2007, Zynga’s games are accessible on Facebook and Zynga.com.

8. The Priceline Group, Inc. (PCLN) — Headquartered in Norwalk, Connecticut, Priceline is an online travel, car rental, and hotel reservation company with products that include Booking.com and, in Asia, Agoda.com.

STORES AND BANKS 9. The TJX Companies, Inc. (TJX) — Headquartered in Framingham, Massachusetts, TJX

operates off-price apparel and home fashion retail stores in the United States and globally under the names T. J. Maxx, Marshalls, HomeGoods, Winners, HomeSense, and Sierra Trading Post.

10. Tiffany & Company (TIF) — Headquartered in New York City, Tiffany designs, produces, and sells jewelry, as well as watches, china, crystal, stationery, and fragrances worldwide. The company owns and operates 275 stores in 24 countries.

11. Citigroup Inc. (C) — Headquartered in New York City, Citigroup is one of the world’s larg- est bank holding companies with more than 16,000 offices and 255,000 employees world- wide. Citi operates through two segments: Citicorp (primarily banking) and City Holdings (primarily brokerage).

AIRLINES AND AIRFREIGHT 12. JetBlue Airways Corporation (JBLU) — Headquartered in Long Island City, New York,

JetBlue is a passenger airline company that serves the United States, the Caribbean, and Latin America.

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13. FedEx Corporation (FDX) — Headquartered in Memphis, Tennessee, FedEx is a global delivery services company with over 300,000 employees competing daily with UPS, DHL, USPS, and online emailing.

USA-Headquartered Manufacturing Firms FOOD 14. Tyson Foods, Inc. (TSN) — Headquartered in Springdale, Arkansas, Tyson Foods is the

world’s second-largest processor and marketer of chicken, beef, and pork. With 115,000 employees, Tyson is the largest meat producer in the world.

15. Constellation Brands Inc. (STZ) — Headquartered in Victor, New York, Constellation Brands is the largest wine producer in the world and has more than 100 wine, beer, and spirits brands, including Robert Mondavi, Corona, Paul Masson, and Black Velvet Canadian Whisky.

LEISURE SPORTS 16. GoPro, Inc. (GPRO) — Headquartered in San Mateo, California, GoPro develops and

produces sportswear, sports cameras, and accessories widely used by surfers, divers, and sports enthusiasts. The company has about 700 employees.

17. Arctic Cat Inc. (ACAT) — Headquartered in Plymouth, Minnesota, Arctic Cat designs, pro- duces, and, through independent dealers, markets snowmobiles and all-terrain vehicles (ATVs), and accessory parts, including lights, racks, snow plows, wheels, and a full garment portfolio.

AUTOMOBILES AND MOTORCYCLES 18. Tesla Motors, Inc. (TSLA) — Headquartered in Palo Alto, California, Tesla designs, manu-

factures, and markets all-electric cars and lithium batteries. After 10 years being in busi- ness, Tesla turned its first profit ever in Q1 2013. Tesla’s sports car, the Roadster, and its Model S are especially popular.

19. Ford Motor Company (F) — Headquartered in Dearborn, Michigan, Ford develops, pro- duces, and markets automobiles, trucks, and accessories globally. The company also has a large financial services segment.

20. Harley-Davidson, Inc. (HOG) — Headquartered in Milwaukee, Wisconsin, Harley devel- ops, produces, and markets motorcycles and related parts and accessories through indepen- dent dealers globally. The company also has a large financial services segment.

COMPUTERS/SOFTWARE 21. Apple Inc. (AAPL) — Headquartered in Cupertino, California, Apple designs, produces,

and markets laptop computers, tablets, smartphones, watches, portable digital music play- ers, and accessories globally.

22. International Business Machines Corporation (IBM) — Headquartered in Armonk, New York, IBM is a large technology and consulting company with about 100,000 employees in the United States and more than 330,000 outside the United States. The IBM’s chairman, president, and CEO is Ginni Rometty.

PERSONAL PRODUCTS 23. TASER International, Inc. (TASR) — Headquartered in Scottsdale, Arizona, TASER devel-

ops, produces, and markets conducted electrical weapons (CEWs) for use in law enforce- ment, federal, military, security, and personal defense markets globally. The company also offers AXON body cameras.

24. Revlon, Inc. (REV) — Headquartered in New York City, Revlon develops, manufactures, and markets cosmetics, fragrances, and personal care products globally. Revlon competes with L’Oreal, Avon, Estee Lauder, and Mary Kay Cosmetics.

Nonprofit Organizations

25. World Relief — Headquartered in Baltimore, Maryland, World Relief is a nonprofit, inter- national relief and development agency that offers assistance globally to victims of poverty, disease, hunger, war, disasters, and persecution. With over 100,000 volunteers, World Relief serves over four million vulnerable people annually.

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26. World Wildlife Fund for Nature (WWF) — Headquartered in Gland, Vaud, Switzerland, WWF is the world’s largest nonprofit conservation organization working on more than 1,300 wildlife projects. Its mission is “to stop the degradation of the planet’s natural envi- ronment and to build a future in which humans live in harmony with nature.”

Outside-USA Headquartered Firms

27. Michael Kors Holdings Ltd. (KORS) — Headquartered in Hong Kong, Michael Kors designs, produces, and markets luxury apparel and accessories for men and women, through about 250 stores in North America and 80 stores in Europe and Japan. The firm also licenses its trademarks and products to third parties globally.

28. SABMiller plc (SAB) — Headquartered in London, SABMiller is the world’s second- largest beer brewer behind Anheuser-Busch InBev. With operations in over 75 countries, some popular SABMiller brands include Miller, Fosters, Castle, Eagle, and Pilsner. SAB is short for South African Brewery.

29. Gruma, S.A.B. de C.V. (GMK) — Headquartered in Monterrey, Mexico, Gruma is the world’s largest producer of corn flour and tortillas. Brand names include Mission, Meseca, and Guerrero. The company’s USA headquarters is in Irving, Texas.

30. Restaurant Brands International, Inc. (QSR) — Headquartered in Oakville, Ontario, out- side of Toronto, Canada, QSR consists of Burger King and Tim Hortons. Burger King is the world’s second-largest hamburger chain (behind McDonald’s), with13,000+ restaurants in the United States and 85 other countries. Burger King acquired the Canadian donut company Tim Hortons in December 2014 as an inversion, moving their headquarters from Miami.

Acknowledgments

Many persons have contributed time, energy, ideas, and suggestions for improving this text over many 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 are listed alphabetically in the Name Index. To all individuals involved in making this text so popular and successful, we are indebted and thankful.

Many special persons and reviewers contributed valuable material and suggestions for this edition. We would like to thank our colleagues and friends at Auburn University, Mississippi State University, East Carolina University, the University of South Carolina, Campbell University, the University of North Carolina at Pembroke, and Francis Marion University. We have taught strategic management at all these universities. Scores of students and professors at these schools helped shape the development of this text.

We thank the following guest writers who contributed a case(s) to this sixteenth edition:

Meredith E. David, Baylor University Mark L. Frigo, DePaul University Debora J. Gilliard, Metropolitan State University of Denver David Lynn Hoffman, Metropolitan State University of Denver Edward Moore, Liberty University Alvaro Polanco, Baylor University Lori Radulovich, Baldwin Wallace University Raj Selladurai, Indiana University Northwest Diana Tsaw, California Lutheran University John D. Varlaro, Johnson & Wales University Jason Willoughby, Elizabethtown Community College

We 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 organization with which you become associated. We hope you come to share our enthusiasm for the rich subject area of strategic management and for the systematic learning approach taken in this text. We welcome and invite your suggestions, ideas, thoughts, comments, and questions regarding any part of this text or the ancillary materials. Please contact Dr. Fred R. David at the following e-mail: freddavid9@gmail.com, or write him at the School of Business, Francis Marion University, Florence, SC 29501. We sincerely appreciate and need your input to continually improve this text in future editions. Your willingness to draw our attention to specific errors or deficiencies in coverage or exposition will especially be appreciated.