Description
Johan Hough completed the degrees MSc in Agricultural Economics and a Doctorate in Strategy at South African universities and is a graduate from the Faculty Program in International Business.
2nd South African Edition
Crafting and Executing
Strategy
Creating Sustainable High Performance
in South African Businesses
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London Boston Burr Ridge, IL Dubuque, IA Madison, WI New York San Francisco
St. Louis Bangkok Bogotá Caracas Kuala Lumpur Lisbon Madrid Mexico City
Milan Montreal New Delhi Santiago Seoul Singapore Sydney Taipei Toronto
Johan Hough,
Arthur A. Thompson Jr.,
A.J. Strickland III, John E. Gamble
Crafting and
Executing
Strategy
Creating Sustainable High
Performance in South
African businesses
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Crafting and Executing Strategy
Johan Hough, Arthur A. Thompson Jr., A.J. Strickland III, John E. Gamble
ISBN-13 9780077127541
ISBN-10 0077127544
Published by McGraw-Hill Education
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Website: www.mcgraw-hill.co.uk
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Published by McGraw-Hill Education (UK) Limited an imprint of The McGraw-Hill
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McGraw-Hill Education (UK) Limited. All rights reserved. No part of this publication may be
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for distance learning.
Fictitious names of companies, products, people, characters and/or data that may be used
herein (in case studies or in examples) are not intended to represent any real individual,
company, product or event.
ISBN-13 9780077127541
ISBN-10 0077127544
© 2010. Exclusive rights by The McGraw-Hill Companies, Inc. for manufacture and export.
This book cannot be re-exported from the country to which it is sold by McGraw-Hill.
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v
About the Authors
Johan Hough completed the degrees MSc in Agricultural Economics
and a Doctorate in Strategy at South African universities and is a
graduate from the Faculty Program in International Business, South
Carolina in the USA. He teaches Strategy and Corporate Venturing
at Stellenbosch University. He has lectured in Sweden, Finland,
Botswana and the USA. Johan is also the project leader of the
Certificate Programmes in Strategic Alignment and Management
Studies.
Areas of expertise include strategic management, international
business research, and spearheading “Corporate Entrepreneurship”
in South African companies. He was the recipient of the Ernst
Oppenheimer Special Overseas Study Grant in 2000. Johan is the
co-editor and main author of the book Global Business and the co-editor of the book entitled
Entrepreneurship: A Southern African Perspective. He contributed to more than eighty
research articles, local and international conference proceedings, and research reports.
Johan has consulted widely and some of his clients include Deloitte & Touche, Standard
Bank of South Africa, Absa, Maersk Sealand, British American Tobacco, UCT (Graduate
School of Business), Technikon Pretoria, World Economic Forum in Switzerland, Iscor
Mining, Goldfields, Botswana Housing Commission, EOH Consulting, V&A Waterfront,
Medi-Clinic, Sherwood Into, PetroSA, and various cooperatives and municipalities in South
Africa.
Johan is the managing partner of the Balanced Scorecard Institute of South Africa.
Roy Braxton is the CEO and founder of the Braxton group, a uniquely
focused business that specializes in strategy, people management,
culture and technological solutions which enable businesses to
provide sustained performance to their shareholders. The practice
has been doing business in South and southern Africa, the United
Kingdom and Europe.
Roy has consulted to a range of companies over the years, from
Blue Chip organizations such as Rand Merchant Bank, First National
Bank, WesBank, SASOL, to smaller entrepreneurial organizations
such as St Elmo’s and professional bodies—Investors in People.
He has two post-graduate qualifications in Industrial Psychology
and Financial Management and lectures strategy at the University
of Stellenbosch.
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vi About the Authors
Prof Viola Makin is one of the most experienced academic
members of the Strategy division at Unisa’s Graduate School
of Business Leadership (SBL). The University of South Africa
(Unisa) is one of the largest distant educators in the world, with
about 200 000 students. She teaches on the Master of Business
Leadership Program (MBL) a three-year program which has
about 1500 participants. Her areas of expertise are Competitive
and Dynamic Strategy, as well as Corporate Strategy, including
Corporate Governance.
At present, she teaches the Corporate Strategy elective in the
final year of the MBL. She is acknowledged as an expert in her
field and has been invited to teach on MBA programs in the United
States, a number of times. She has presented academic papers
and case studies and has had a paper accepted at the American Strategic Management
Society. Through her business consultancy, she has also obtained considerable practical
experience.
Her SBL Director portfolios have included—Seminars and Short Courses, International
Relations; Marketing and Communication as well as membership of the Board. At present
she is responsible for Executive Education. Her doctoral studies looked at information
technology for strategic advantage. She is a member of the Institute of Directors and the
American Academy of Management and has had executive training at INSEAD (1993),
Wharton (1997) and Harvard Business School (2001).
Arthur A. Thompson, Jr., earned his BS. and PhD degrees in
economics from The University of Tennessee, spent three years
on the economics faculty at Virginia Tech, and served on the
faculty of The University of Alabama’s College of Commerce and
Business Administration for 24 years. In 1974 and again in 1982,
Dr. Thompson spent semester-long sabbaticals as a visiting scholar
at the Harvard Business School.
His areas of specialization are business strategy, competition
and market analysis, and the economics of business enterprises.
In addition to publishing over 30 articles in some 25 different
professional and trade publications, he has authored or co-authored five textbooks and six
computer-based simulation exercises that are used in colleges and universities worldwide.
Dr. Thompson spends much of his off-campus time giving presentations, putting on
management development programmes, working with companies, and helping operate a
business simulation enterprise in which he is a major partner.
Dr. Thompson and his wife of 45 years have two daughters, two grandchildren, and two
Yorkshire terriers.
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vii About the Authors
Dr. A. J. (Lonnie) Strickland, a native of North Georgia, attended
the University of Georgia, where he received a bachelor of science
degree in math and physics in 1965. Afterward he entered the Georgia
Institute of Technology, where he received a master of science in
industrial management. He earned a PhD in business administration
from Georgia State University in 1969. He currently holds the title of
Professor of Strategic Management in the Graduate School of Business
at The University of Alabama.
Dr. Strickland’s experience in consulting and executive development
is in the strategic management area, with a concentration in industry
and competitive analysis. He has developed strategic planning systems for such firms as
the Southern Company, BellSouth, South Central Bell, American Telephone and Telegraph,
Gulf States Paper, Carraway Methodist Medical Centre, Delco Remy, Mark IV Industries,
Amoco Oil Company, USA Group, General Motors, and Kimberly Clark Corporation
(Medical Products). He is a very popular speaker on the subject of implementing strategic
change and serves on several corporate boards.
John E. Gamble is currently Associate Dean and Professor
of Management in the Mitchell College of Business at the
University of South Alabama. His teaching specialty at USA is
strategic management and he also conducts a course in strategic
management in Germany, which is sponsored by the University of
Applied Sciences in Worms.
Dr Gamble’s research interests centre on strategic issues in
entrepreneurial, healthcare, and manufacturing settings. His work
has been published in various scholarly journals and he is the
author or co-author of more than 30 case studies published in an
assortment of strategic management and strategic marketing texts.
He has carried out consulting work on industry and market analysis for clients in a diverse
mix of industries.
Professor Gamble received his PhD in management from The University of Alabama in
1995. Dr. Gamble also has a Bachelor of Science degree and a Master of Arts degree from
The University of Alabama.
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viii
T
he objective of this second South African text, readings and cases is to cover in an
effective and interesting way what every senior-level or MBA student in South Africa
needs to know about crafting, executing and aligning business strategies. It features a
substantive presentation of core concepts and analytical techniques and a collection
of timely and recently published readings that amplify important topics in managing a
company’s strategy-making, strategy-executing process. The text–readings–cases content
works well for courses where the instructor wishes to provide students with a foundation in
the core concepts and analytical tools of strategic management and a taste of the literature
of strategic management before having them tackle a customized set of cases and/or
a simulation exercise. A big benefit of this edition is the number of South African and
African cases.
We combined the South African, African and international cases with two state-of-the-
art online strategy simulations, The Business Strategy Game and GLO-BUS, which were
created expressly as accompanying supplements to this book; either simulation will prove
to be an excellent fit with the chapters of this text and the collection of readings and,
mostly, cases.
We believe this second South African edition represents a solid contribution to a
deeper understanding of the body of strategic knowledge for the South African reader
and learner. Pains were taken to improve and “South Africanize” the explanations of core
concepts, analytical tools and examples. The latest research findings from the literature
and cutting-edge strategic practices of international and South African companies have
been incorporated to keep in step with both theory and practice. Scores of new examples
have been added to complement the new and updated illustration capsules.
The result is a text treatment with greater clarity and improved classroom and
boardroom effectiveness. The chapter content is solidly mainstream and balanced,
mirroring both the best international academic thinking and the pragmatism of real-world
strategic management.
Complementing the 10-chapter text presentation is a comprehensive package of
support materials that are easy to use, highly effective, and flexible enough to fit almost
any course design.
A Text with On-Target Content
I
n our view, for a senior/MBA-level strategy text to qualify as having on-target content, it
must:
Explain core concepts in language that students can grasp and provide examples of n
their relevance and use by actual companies.
Take care to thoroughly describe the tools of strategic analysis, how they are used, n
and where they fit into the managerial process of crafting and executing strategy.
Preface
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ix Preface
Be up-to-date and comprehensive, with solid coverage of the landmark changes n
in competitive markets and company strategies being driven by globalization,
innovation, good governance and increased use of Internet technology.
Focus squarely on what every student needs to know about crafting, implementing, n
executing and aligning business strategies in today’s competitive environments.
We believe this second South African edition measures up on all four criteria. Chapter
discussions cut straight to the chase about what students really need to know. Explanations
of core concepts and analytical tools are comprehensive enough to make them
understandable and usable, the rationale being that a shallow explanation carries little
punch and has almost no instructional value. All the chapters are enriched with practical
examples that students can easily relate to. There’s a straightforward, integrated flow from
one chapter to the next. The latest research findings in strategy have been woven into each
chapter, and we have deliberately adopted a pragmatic, down-to-earth writing style, not
only to communicate better to an audience of students (who, for the most part, will soon
be practising managers), but also to convince readers that the subject matter deals directly
with what managers and companies do in the real world.
Two Accompanying Online, Fully-Automated Simulation Exercises—
The Business Strategy Game and GLO-BUS
T
he Business Strategy Game and GLO-BUS: Developing Winning Competitive
Strategies—two competition-based strategy simulations that are delivered online and
that feature automated processing of decisions and grading of performance—can be used
as companion supplements for use with this and other texts in the field. The Business
Strategy Game is the world’s leading strategy simulation, having been played by well
over 400 000 students at universities across the world. GLO-BUS, a relatively new and
somewhat simpler online simulation introduced in 2004, has been played by over 15 000
students at more than 125 universities across the world.
We think there are compelling reasons for using a simulation as a cornerstone, if not a
centrepiece, of strategy courses for seniors and MBA students:
Assigning students to run a company that competes head-to-head against companies n
run by other class members gives students immediate opportunity to experiment
with various strategy options and to gain proficiency in applying the core concepts
and analytical tools that they have been reading about in the chapters. The whole
teaching/learning enterprise is facilitated when what the chapters have to say about
the managerial tasks of crafting and executing strategy matches up with the strategy-
making challenges that students confront in the simulation.
Most students desperately need the experience of actively managing a close-to-real- n
life company where they can practise and hone their skills in thinking strategically,
evaluating changing industry and competitive conditions, assessing a company’s
financial and competitive condition, and crafting and executing a strategy that
delivers good results and produces sustainable competitive advantage. Strategy
simulations put students through a drill where they can improve (1) their business
acumen, (2) their ability to make good bottom-line decisions in the face of uncertain
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x Preface
market and competitive conditions, and (3) their proficiency in weaving functional
area decisions into a cohesive strategy. Such skills building is the essence of senior
and MBA courses in business strategy.
Students are n more motivated to buckle down and figure out what strategic moves
will make their simulation company perform better than they are to wrestle with
the strategic issues posed in an assigned case (which entails reading the case
thoroughly, diagnosing the company’s situation, and proposing well-reasoned action
recommendations). In a strategy simulation, students have to take the analysis of
market conditions, the strategies and actions of competitors, and the condition of
their company seriously—they are held fully accountable for their decisions and
their company’s performance. It is to students’ advantage to avoid faulty analysis and
flawed strategies—nothing gets students’ attention quicker than the adverse grade
consequences of a decline in their company’s performance or the loss of an industry
position. And no other type of assignment does a better job of spurring students to
exercise fully their strategic wits and analytical prowess—company co-managers
have a strong grade incentive to spend quality time debating and deciding how best
to boost the performance of their company.
In class discussions of cases, however, students take on the more passive and
detached role of outside observers providing their thoughts about a company’s
situation. It is sometimes hard to get students to think long and hard about the
company in the assigned case or what needs to be done to improve its future
performance. They may well not see an immediate or alarming impact on their
grade if their case preparation is skimpy or their analysis of the company’s situation
is deficient or their recommendations about what the company should do are
suboptimal or even off-the-wall. Thus, while case analysis absolutely needs to be
an essential part of senior/MBA courses in strategy, case assignments fall short of
strategy simulations in their capacity to motivate students to do first-rate strategic
analysis and come up with insightful action recommendations.
A competition-based strategy simulation adds an enormous amount of student n
interest and excitement—a head-to-head competitive battle for market share and
industry leadership stirs students’ competitive juices and engages them emotionally
in the subject matter. Being an active manager in running a company in which
they have a stake makes their task of learning about crafting and executing winning
strategies more enjoyable. Their company becomes “real” and takes on a life of its
own as the simulation unfolds—and it doesn’t take long for students to establish a
healthy rivalry with other class members that are running rival companies. Because
the competition in the simulation typically gets very personal, most students become
immersed in what’s going on in their industry—as compared to the more impersonal
engagement that occurs when they are assigned a case to analyse.
A first-rate simulation produces a “Wow! Not only is this fun, but I am learning n
a lot” reaction from students. The element of competition ingrained in strategy
simulations stirs students’ competitive juices and emotionally engages them in the
subject matter. Most students will thoroughly enjoy the learn-by-doing character of
a simulation, recognize the practical value of having to make all kinds of decisions
and run a whole company, and gain confidence from working with all the financial
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xi Preface
and operating statistics—all of which tends to (1) make the strategy course a livelier,
richer learning experience and (2) result in higher instructor evaluations at the end of
the course.
Strategy simulations like n The Business Strategy Game or GLO-BUS that have
exceptionally close ties between the industry and company circumstances in the
simulation and the topics covered in the text chapters provide instructors with a host
of first-rate examples of how the material in the text applies both to the experience
that students are having in running their companies and to real-world management.
Since students can easily relate to these examples, they are much more apt to say
“Aha! Now I see how this applies and why I need to know about it and use it”. The
host of examples the simulation experience provides to create this “Aha!” effect thus
adds real value. (There is information posted in the Instructor Centres for both The
Business Strategy Game and GLO-BUS showing specific links between the pages of
this text and the simulation.)
Because a simulation involves making decisions relating to production operations, n
worker compensation and training, sales and marketing, distribution, customer service,
and finance and requires analysis of company financial statements and market data,
the simulation helps students synthesize the knowledge gained in a variety of different
business courses. The cross-functional, integrative nature of a strategy simulation helps
make courses in strategy much more of a true capstone experience.
In sum, a four-pronged text–reading-case–simulation course model has significantly
more teaching/learning power than the traditional text–case combination. Indeed, a very
convincing argument can be made that a competition-based strategy simulation is the
single most powerful vehicle that instructors can use to teach effectively the discipline
of business and competitive strategy and to build student proficiencies in crafting and
executing a winning strategy. Mounting instructor recognition of the teaching/learning
effectiveness of a good strategy simulation accounts for why strategy simulations have
earned a prominent place in so many of today’s strategy courses.
Happily, there is another positive side benefit to using a simulation—it lightens the
marking burden for instructors. Since a simulation can entail 20 or more hours of student
time over the course of a term (depending on the number of decisions and the extent of
accompanying assignments), most adopters compensate by trimming the total number of
assigned cases or substituting the simulation for one (or two) written cases and/or an hour
exam. This results in less time spent marking assignments, because both The Business
Strategy Game and GLO-BUS have built-in grading features that require no instructor effort
(beyond setting the grading weights).
A Bird’s-Eye View of GLO-BUS
The industry setting for GLO-BUS is the digital camera industry. Global market
demand grows at the rate of 8–10 per cent annually for the first five years and 4–6 per cent
annually for the second five years. Retail sales of digital cameras are seasonal, with
about 20 per cent of consumer demand coming in each of the first three-quarters of
each calendar year and 40 per cent coming during the big, fourth-quarter retailing
season.
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xii Preface
Companies produce entry-level and upscale, multi-featured cameras of varying
designs and quality in a Taiwan assembly facility and ship assembled cameras directly to
retailers in North America, Asia-Pacific, Europe-Africa, and Latin America. All cameras
are assembled as retail orders come in and shipped immediately upon completion of
the assembly process—companies maintain no finished-goods inventories, and all parts
and components are delivered on a just-in-time basis (which eliminates the need to
track inventories and simplifies the accounting for plant operations and costs). Company
co-managers exercise control over production costs based on the designs and components
they specify for their cameras, workforce compensation and training, the length of
warranties offered (which affects warranty costs), the amount spent for technical support
provided to buyers of the company’s cameras, and their management of the assembly
process.
Competition in each of the two product market segments (entry-level and multifeatured
digital cameras) is based on 10 factors: price, camera performance and quality, number
of quarterly sales promotions, length of promotions in weeks, the size of the promotional
discounts offered, advertising, the number of camera models, size of retail dealer network,
warranty period, and the amount/calibre of technical support provided to camera buyers.
Low-cost leadership, differentiation strategies, best-cost provider strategies, and focus
strategies are all viable competitive options. Rival companies can strive to be the clear
market leader in either entry-level cameras, upscale multifeatured cameras, or both. They
can focus on one or two geographic regions or strive for geographic balance. They can
pursue essentially the same strategy worldwide or craft slightly or very different strategies
for the Europe-Africa, Asia- Pacific, Latin America, and North America markets. Just as
with The Business Strategy Game, most any well-conceived, well-executed competitive
approach is capable of succeeding, provided it is not overpowered by the strategies of
competitors or defeated by the presence of too many copycat strategies that dilute its
effectiveness.
Company co-managers make 44 types of decisions each period, ranging from R&D,
camera components, and camera performance (10 decisions) to production operations
and worker compensation (15 decisions) to pricing and marketing (15 decisions) to the
financing of company operations (4 decisions). Each time participants make a decision
entry, an assortment of on-screen calculations instantly shows the projected effects
on unit sales, revenues, market shares, unit costs, profit, earnings per share, ROE, and
other operating statistics. These on-screen calculations help team members evaluate the
relative merits of one decision entry versus another and stitch the separate decisions into a
cohesive and promising strategy. Company performance is judged on five criteria: earnings
per share, return on equity investment, stock price, credit rating and brand image.
All activity for GLO-BUS occurs at www.glo-bus.com.
A Bird’s-Eye View of The Business Strategy Game
The setting for The Business Strategy Game (BSG) is the global athletic footwear industry
(there can be little doubt in today’s world that a globally competitive strategy simulation
is vastly superior to a simulation with a domestic-only setting). Global market demand for
footwear grows at the rate of 7–9 per cent annually for the first five years and 5–7 per cent
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xiii Preface
annually for the second five years. However, market growth rates vary by geographic
region—North America, Latin America, Europe-Africa, and Asia-Pacific.
Companies begin the simulation producing branded and private-label footwear in
two plants, one in North America and one in Asia. They have the option to establish
production facilities in Latin America and Europe-Africa, either by constructing new plants
or buying previously constructed plants that have been sold by competing companies.
Company co-managers exercise control over production costs based on the styling and
quality they opt to manufacture, plant location (wages and incentive compensation vary
from region to region), the use of best practices and Six Sigma programmes to reduce the
production of defective footwear and to boost worker productivity, and compensation
practices.
All newly produced footwear is shipped in bulk containers to one of four geographic
distribution centres. All sales in a geographic region are made from footwear inventories
in that region’s distribution centre. Costs at the four regional distribution centres are a
function of inventory storage costs, packing and shipping fees, import tariffs paid on
incoming pairs shipped from foreign plants, and exchange rate impacts. At the start
of the simulation, import tariffs average $4 per pair in Europe-Africa, $6 per pair in
Latin America, and $8 in the Asia-Pacific region. However, the Free Trade Treaty of
the Americas allows tariff-free movement of footwear between North America and
Latin America. Instructors have the option to alter tariffs as the game progresses.
Companies market their brand of athletic footwear to footwear retailers worldwide
and to individuals buying online at the company’s website. Each company’s sales and
market share in the branded footwear segments hinge on its competitiveness on 11 factors:
attractive pricing, footwear styling and quality, product-line breadth, advertising, the
use of mail-in rebates, the appeal of celebrities endorsing a company’s brand, success
in convincing footwear retailers dealers to carry its brand, the number of weeks it takes
to fill retailer orders, the effectiveness of a company’s online sales effort at its website,
and customer loyalty. Sales of private-label footwear hinge solely on being the low-price
bidder.
All told, company co-managers make 47 types of decisions each period that cut across
production operations (up to 10 decisions each plant, with a maximum of 4 plants), plant
capacity additions/sales/upgrades (up to 6 decisions per plant), worker compensation
and training (3 decisions per plant), shipping (up to 8 decisions each plant), pricing and
marketing (up to 10 decisions in 4 geographic regions), bids to sign celebrities (2 decision
entries per bid), and financing of company operations (up to 8 decisions).
Each time company co-managers make a decision entry, an assortment of on-screen
calculations instantly shows the projected effects on unit sales, revenues, market shares,
unit costs, profit, earnings per share, ROE, and other operating statistics. The on-screen
calculations help team members evaluate the relative merits of one decision entry versus
another and put together a promising strategy.
Companies can employ any of the five generic competitive strategy options in selling
branded footwear—low-cost leadership, differentiation, best-cost provider, focused low-
cost, and focused differentiation. They can pursue essentially the same strategy worldwide
or craft slightly or very different strategies for the Europe-Africa, Asia-Pacific, Latin
America, and North America markets. They can strive for competitive advantage based
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xiv Preface
on more advertising or a wider selection of models or more appealing styling/quality, or
bigger rebates, and so on.
Any well-conceived, well-executed competitive approach is capable of succeeding,
provided it is not overpowered by the strategies of competitors or defeated by the
presence of too many copycat strategies that dilute its effectiveness. The challenge for each
company’s management team is to craft and execute a competitive strategy that produces
good performance on five measures: earnings per share, return on equity investment, stock
price appreciation, credit rating, and brand image.
All activity for The Business Strategy Game takes place at www.bsg-online.com.
Administration and Operating Features of the Two Simulations
The online delivery and user-friendly designs of both BSG and GLO-BUS make them
incredibly easy to administer, even for first-time users. And the menus and controls are
so similar that you can readily switch between the two simulations or use one in your
undergraduate class and the other in a graduate class. If you have not yet used either of the
two simulations, you may find the following of particular interest:
Time requirements for instructors are minimal. Setting up the simulation for your n
course is done online and takes about 10–15 minutes. Once set-up is completed,
no other administrative actions are required beyond that of moving participants to a
different team (should the need arise) and monitoring the progress of the simulation
(to whatever extent desired).
There’s no software for students or administrators to download and no disks to fool n
with. All work must be done online and the speed for participants using dial-up
modems is quite satisfactory. The servers dedicated to hosting the two simulations
have appropriate back-up capability and are maintained by a prominent Web-
hosting service that guarantees 99.99 per cent reliability on a 24/7/365 basis—as
long as students or instructors are connected to the Internet, the servers are virtually
guaranteed to be operational.
Participant’s Guides are delivered at the website—students can read the Guide on n
their monitors or print out a copy, as they prefer.
There are extensive built-in “Help” screens explaining (1) each decision entry, (2) the n
information on each page of the Industry Reports, and (3) the numbers presented
in the Company Reports. The Help screens allow company co-managers to figure
things out for themselves, thereby curbing the need for students to always run to the
instructor with questions about “how things work”.
The results of each decision are processed automatically and are typically available n
to all participants 15 minutes after the decision deadline specified by the instructor/
game administrator.
Participants and instructors are notified via e-mail when the results are ready. n
Decision schedules are instructor-determined. Decisions can be made once n
per week, twice per week, or even twice daily, depending on how instructors want
to conduct the exercise. One popular decision schedule involves 1 or 2 practice
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xv Preface
decisions, 6–10 regular decisions, and weekly decisions across the whole term.
A second popular schedule is 1 or 2 practice decisions, 6–8 regular decisions, and
biweekly decisions, all made during the last 4 to 6 weeks of the course (when it can
be assumed that students have pretty much digested the contents of Chapters 1–6,
become somewhat comfortable with what is involved in crafting strategy for a
single-business company situation, and have prepared several assigned cases).
A third popular schedule is to use the simulation as a “final exam” for the course,
with daily decisions (Monday to Friday) for the last two weeks of the term.
Instructors have the flexibility to prescribe 0, 1, or 2 practice decisions and from 3 to n
10 regular decisions.
Company teams can be composed of 1 to 5 players each and the number of n
companies in a single industry can range from 4 to 12. If your class size is too large
for a single industry, then it is a simple matter to create two or more industries for a
single-class section.
Following each decision, participants are provided with a complete set of n
reports—a six-page Industry Report, a one-page Competitive Intelligence report
for each geographic region that includes strategic group maps and bulleted lists
of competitive strengths and weaknesses, and a set of Company Reports (income
statement, balance sheet, cash flow statement, and assorted production, marketing,
and cost statistics).
Two “open-book” multiple-choice tests of 20 questions (optional, but strongly n
recommended) are included as part of each of the two simulations. The quizzes
are taken online and automatically graded, with scores reported instantaneously to
participants and automatically recorded in the instructor’s electronic gradebook.
Students are automatically provided with three sample questions for each test.
Both simulations contain a three-year strategic plan option that you can assign. n
Scores on the plan are automatically recorded in the instructor’s online gradebook.
At the end of the simulation, you can have students complete online peer n
evaluations. (Again, the scores are automatically recorded in your online gradebook.)
Both simulations have a Company Presentation feature that enables students to easily n
prepare PowerPoint slides for use in describing their strategy and summarizing their
company’s performance in a presentation either to the class, the instructor, or an
“outside” board of directors.
For more details on either simulation, please consult the Instructor’s Manual or visit the
simulation websites (www.bsg-online.com and www.glo-bus.com). The websites provide a
wealth of information, including a “Guided Tour” link that takes about five minutes. Once
you register (there’s no obligation), you’ll be able to access the Instructor’s Guide and a
set of PowerPoint Presentation slides that you can skim to preview the two simulations
in some depth. The simulation authors will be glad to provide you with a personal tour
of either or both websites (while you are on your PC) and walk you through the many
features that are built into the simulations. We think you’ll be quite impressed with the
capabilities that have been programmed into The Business Strategy Game and GLO-BUS,
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xvi Preface
the simplicity with which both simulations can be administered, and their exceptionally
tight connection to the text chapters, core concepts, and standard analytical tools.
Student Support Materials for the Second South African Edition
S
tudents have access to the latest international resources, by referring to the website
of Thompson and Strickland: Crafting and Executing Strategy: Text and Readings
17e (www.mhhe.com/thompson) The following resources are available:
Self-scoring 20-question chapter tests that students can take to measure their grasp of n
the material presented in each of the 13 chapters.
A “Guide to Case Analysis” containing sections on what a case is, why cases are a n
standard part of courses in strategy, preparing a case for class discussion, doing a
written case analysis, doing an oral presentation, and using financial ratio analysis to
assess a company’s financial condition. We suggest having students read this Guide
prior to the first-class discussion of a case.
A select number of PowerPoint slides for each chapter. n
Instructor Support Materials
Instructors adopting this book are invited to go to www.mcgraw-hill.co.uk/textbooks/hough
to access the following resources.
Instructor’s Manual
The accompanying Instructor’s Manual based on the US edition of Thompson: Crafting
and Executing Strategy, contains a section on suggestions for organizing and structuring
your course, sample syllabi and course outlines, a set of lecture notes on each chapter, a
copy of the test bank, and comprehensive teaching notes for each of the cases.
Test Bank
The test bank is prepared by Thompson/Strickland and based on the US edition, containing
over 1200 multiple-choice questions and short-answer/essay questions.
PowerPoint Slides
The PowerPoint slides have been adapted to suite the SA Edition. To facilitate delivery
preparation of your lectures and to serve as chapter outlines, you’ll have access to
colourful and professional-looking slides displaying core concepts, analytical procedures,
key points, and all the figures in the text chapters.
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xvii Preface
Cases and Teaching notes
Teaching notes have been prepared for the South African cases. Five additional web cases
from the US Edition is available as well as their teaching notes.
The Business Strategy Game and GLO-BUS Online Simulations
Using one of the two companion simulations is a powerful and constructive way of
emotionally connecting students to the subject matter of the course. We know of no more
effective and interesting way to stimulate the competitive energy of students and prepare
them for the rigours of real-world business decision making than to have them match
strategic wits with classmates in running a company in head-to-head competition for
global market leadership.
Resources for Assembling a Set of Custom Cases
Using the capabilities of McGraw-Hill’s Primis division, instructors can go online to
www.mhhe.com/primis, browse the cases that have appeared in our last four editions
(as well as other sources), and quickly assemble a customized collection of cases that can
be delivered in either printed copy or e-book form. Teaching notes for all these cases are
available.
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xviii
T
he Publisher would like to acknowledge the following contributors to this text:
Acknowledgements
Vi Makin, University of South Africa
Roy Braxton, Braxton Group
Our thanks go to the following reviewers for their comments at various stages in the text’s
development:
Annemarie Davis, University of South Africa
Rababa Mmereki, University of Botswana
Elroy Smith, Nelson Mandela Metropolitan University
Hein Oosthuizen, Stellenbosch Business School
Adrian Haupt, Cape Peninsula University
Louw Van der Walt. University of the North West
Pat Naiken, University of KwaZulu Natal
We also wish to thank the following institutions and people for permission to print
material:
Wits Case Centre
Andre Parker
Viola Makin
Josheph Lampel, New York University
Management Today
Manpower Australia
Harvard Business Review
MIT Sloan Management/Tribune Media services
Journal of Business Strategy
Emerald Group Publishing Limited
Ashok Som, ESSEC Business School
Business & Society Review
and
Strategy and Business:
Reprinted with permission from strategy + business, published by Booz & Company.
www.strategy-business.com.
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xix Acknowledgements
Every effort has been made to trace and acknowledge ownership of copyright and to
clear permission for material reproduced in this book. The publisher will be pleased to
make suitable arrangement to clear permission with any copyright holder whom it has not
been possible to contact.
We value your recommendations and thoughts about the book. Your comments
regarding coverage and contents will be taken to heart, and we are always grateful for the
time you take to call our attention to printing errors, deficiencies and other shortcomings.
Johan Hough
Arthur A. Thompson
A. J. Strickland
John E. Gamble
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xx
Chapter Introduction
Each chapter opens with an
introduction, providing an
overview of the topic and
placing this within its wider
strategic context.
Guided Tour
4 Chapter 01 What is Strategy? Integration and Strategic Alignment
“Strategy means making clear-c
how to compete
1.1 Introduction
H
igh school graduates face five broad strategic issue
themselves in adult life and to prepare themselves
the safety of their home and school environment: What
programme to follow? What career to choose? Who to m
Where to live? These issues are life changing and take c
and many decisions to ensure success in life, and we all
techniques in the world cannot guarantee academic or c
happy marriage or even intelligent children!
Correspondingly, managers also face broad strategic
their company’s business prospects: What’s the compan
the company need to go from here? How should it get th
strategies to ensure sustainable competitive advantage?
we need to create strategic alliances or make the compe
These questions force managers to evaluate industry
Core Concepts
These are key strategic
terms, which you will
need to familiarize yourself
with. They are highlighted
throughout the chapter
and explained in separate
boxes for easy reference
1.7 The Concept of a Company Value Chain
E
very company’s business consists of a collection of activit
of designing, producing, marketing, delivering, and suppo
that create value for buyers. All of the various activities that a
combine to form a value chain.
Chapter 4 describes a company’s value chain as two broa
namely the primary activities that are foremost in creating va
requisite support activities that facilitate and enhance the per
activities.
At this early stage it is important to know that the combin
activities in a company’s value chain define the company’s in
the cost of each activity contributes to whether the company
relative to rivals is favourable or unfavourable. The tasks of v
benchmarking are to develop the data for comparing a comp
against the costs of key rivals and to learn which internal acti
advantage or cost disadvantage.
It is clear that good strategies alone will not ensure that o
sustained results but that execution and alignment are cruci
strategies with its customers, internal business processes, re
people and performance systems. The following part of this
aligning principles, alignment challenges and different ways
organization.
CORE CONCEPT: A company’s value chain identifies the primary a
value and the related support activities.
Though known to everyone in the organization, they are difficult to rais
open discussion, organizational diagnosis and change plan. That is why
(2000) called them the “Silent Killers”.5
Ineffective
top team
Unclear strategy
and priorities
Poor vertical
communication
Poor coordination
across functions
and businesses
Inadequ
down-the
leadership
and develo
Quality of Learning
Top down or
laissez-faire seni
management sty
FIGURE 1.2 Barriers to strategic alignment
Source: Based on discussions in M. Beer, S. Voelpel, M. Leibold and E. Tekie (2005) “Strategic management as
Developing fit and alignment through a disciplined process”, Long Range Planning, 38, p. 452.
Unclear strategy and conflicting priorities, an ineffective senior team
is too controlling or too disengaged in management style, can all interac
senior team from developing a high-quality business and organizational
Summary
T
he managerial process of crafting and execu
interrelated and integrated phases:
Developing a strategic vision 1 of where the c
product/market/customer/technology focus
long-term direction, infuses the organizatio
communicates management’s aspirations to
Setting objectives 2 to spell out for the compa
performance is expected, and by when. Th
amount of organizational stretch. A balance
company performance entails setting both f
C 3 rafting a strategy to achieve the objectives
strategic course that management has chart
principally with forming responses to chang
devising competitive moves and market ap
competitive advantage, building competitiv
capabilities, and uniting the strategic action
The more a company’s operations cut acro
geographical areas, the more strategy maki
managers and company personnel at many
Figures and Tables
Each chapter provide a number
of figures and table to help you
to visualize various strategic
ideas, and to illustrate and
summarize important concepts.
Illustration Capsules
Situated throughout each
chapter, these capsule
boxes illustrate the chapter
topic by applying it to real-
life strategic decisions.
Chapter Summary
This brief review and reinforces the main
topic you will have covered in each
chapter, to ensure you have acquired a
solid understanding of the key issues
Vodacom
To democratise the telephony market in Afr
information society by offering access to infor
devices. Vodacom’s commitment to this indu
dedication to its stakeholders, customers, emp
Coca-Cola Sabco
We will be the best Coca-Cola bottler in the wo
Basil Read
To be a diversified construction group competi
Peugeot
To positively contribute to the Southern Africa
Atlanta Web Printers
To be the first choice in the printed communic
best choice, and being the best is what Atlanta
every day!
Balanced Scorecard Institute of South Africa
It is our vision to instill high performance cu
businesses
Illustration Capsule 2.1: Examples of Strat
They Measure Up?
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xxi
Visit www.mcgraw-hill.co.uk/textbooks
Online Learning Centre (OLC)
After completing each chapter, log on to the
supporting Online Learning Centre website.
Take advantage of the study tools offered
to reinforce the material you have read in
the text, and to develop your knowledge of
psychology in a fun and effective way.
Resources for students include:
Glossary (including local language versions) n
Weblinks n
Self-test multiple choice, true/false and n
essay questions
Link to Silvius n
In-Psych CD n
Also available for lecturers:
Instructor’s Manual n
PowerPoint presentations n
Image library n
BPS course matching guidelines n
PrepCenter n
Test Bank available in McGraw-Hill
EZ Test Online
A test bank of hundreds of questions is available
to lecturers adopting this book for their module.
A range of questions is provided for each chapter including multiple choice, true or false,
and short answer or essay questions. The questions are identified by type, difficulty, and
topic to help you to select questions that best suit your needs and are accessible through
an easy-to-use online testing tool, McGraw-Hill EZ Test Online.
McGraw-Hill EZ Test Online is accessible to busy academics virtually anywhere - in
their office, at home or while travelling - and eliminates the need for software installation.
Lecturers can chose from question banks associated with their adopted textbook or easily
create their own questions. They also have access to hundreds of banks and thousands of
questions created for other McGraw-Hill titles. Multiple versions of tests can be saved for
Technology to Enhance
Learning and Teaching
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xxii Technology to Enhance Learning and Teaching
delivery on paper or online through WebCT, Blackboard and other course management
systems. When created and delivered though EZ Test Online, students’ tests can be
immediately marked, saving lecturers time and providing prompt results to students.
To register for this FREE resource, visit www.eztestonline.com
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xxiii
At McGraw-Hill Education our aim is to help lecturers to find the most suitable content for
their needs delivered to their students in the most appropriate way. Our custom publishing
solutions offer the ideal combination of content delivered in the way which best suits
lecturer and students.
Our custom publishing programme offers lecturers the opportunity to select just the
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called CREATE™ at
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CREATE™ contains over two million pages of content from:
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xxiv Custom Publishing Solutions
There is also the option to include additional material authored by lecturers in the custom
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We will take care of everything from start to finish in the process of developing and
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material needed in the most suitable way.
With a Custom Publishing Solution, students enjoy the best selection of material deemed
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xxv
About the Authors v
Preface viii
Acknowledgements xviii
Guided tour xx
PART 01: The Scope and Dynamics of Strategic Management 1
1 What is Strategy? Integration and Strategic Alignment 3
2 The Managerial Process of Crafting and Executing Strategy 22
PART 02: Concept and Analytical Tools 53
3 Analysing a Company’s External Environment 55
4 Analysing a Company’s Internal Resources and Competitive Capabilities 107
PART 03: Crafting a Strategy to Create Sustainable High Performance 145
5 The Five Generic Competitive Strategies 147
6 Tailoring Strategy to Fit Specific Industry and Company Situations 176
7 Enterprise Performance Management 217
PART 04: Executing and Aligning the Strategy 243
8 Building an Organization Capable of Good Strategic Execution and
Good Strategic Alignment 245
9 Leadership, Culture and Teamwork 284
10 Corporate Governance and Sustainability 315
PART 05: Readings in Crafting and Executing Strategy R1
Reading 01: Can you say what your strategy is? R3
David J. Collis and Michael G. Rukstad
Reading 02: Enabling bold vision R16
Douglas A. Ready and Jay A. Conger
Reading 03: Location, location: The geography of industry clusters R29
Holger Schiele
Reading 04: The DNA of innovation R39
C. Brooke Dobni
Reading 05: Hitting back: Strategic responses to low-cost rivals R48
Jim Morehouse, Bob O’Meara, Christian Hagen and
Todd Huseby
Reading 06: Strategic management as organizational learning:
Developing fit and alignment through a disciplined process R61
Michael Beer, Sven C. Voelpel, Marius Leibold and
Eden B. Tekie
Brief Table of Contents
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xxvi Brief Table of Contents
Reading 07: How to build an organization in which executives will flourish:
A blueprint for strategic leadership R88
Steven Wheeler, Walter McFarland and Art Kleiner
Reading 08: Turning great strategy into great performance R103
Michael C. Mankins and Richard Steele
Reading 09: The role of strategy, culture and leadership in the
Nedbank turnaround—The Tom Boardman story R114
PART 06: Cases in Crafting and Executing Strategy C1
Case 01: Robin Hood C3
Joseph Lampel
Case 02: Corona Beer: From a local Mexican player to a global brand C6
Ashok Som
ESSEC Business School
Case 03: MTN in Nigeria: Exceeding expectations C19
Andrè Parker
Case 04: SABMiller’s Trek into Africa: Tanzania Breweries Ltd C28
Andrè Parker
Case 05: Sabco’s business turnaround of Coca-Cola Sabco in Ethiopia C38
Andrè Parker
Case 06: Maria Ramos: Transforming transnet strategy C45
Wits Business School
Case 07: Using strategy maps and the balanced scorecard effectively:
the case of Manpower Australia C64
Suresh Cuganesan
Guy Ford
Case 08: Southwest Airlines: Culture, values and operating practices C83
Arthur A. Thompson
John E. Gamble
Case 09: Harley-Davidson C120
John E. Gamble
Roger Schäfer
Case 10: Brett Kebble’s corporate scandals C144
Vi Makin
Endnotes C148
Indexes 000
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xxvii
About the Authors v
Preface viii
Acknowledgements xviii
Guided tour xx
PART 01: The Scope and Dynamics of
Strategic Management 1
1 What is Strategy? Integration and
Strategic Alignment 3
1.1 Introduction 4
1.2 Defining Strategy 5
1.3 Defining Vision and Mission 5
1.4 Strategy and the Quest for
Competitive Advantage 6
1.5 The Relationship between a
Company’s Strategy and its
Business Model 7
1.6 Analysing a Company’s Resources
and Competitive Position 11
1.6.1 Identifying Company
Resource Strengths
and Competitive
Capabilities 12
1.7 The Concept of a Company
Value Chain 12
1.8 Principles of Creating a Strategy-
Aligned Organization 13
1.9 Killers of Strategic Alignment
and Fit 13
1.10 Managing Alignment: Different
Views 15
1.11 Managing Alignment to Ensure
Line-of-Sight 16
1.12 Good Strategy + Good
Alignment + Good Strategy
Execution = Good Management 19
1.13 Strategy Process Followed in
this Book 19
Summary 20
References 21
2 The Managerial Process
of Crafting and Executing
Strategy 22
2.1 Introduction 23
2.2 Developing a Strategic Vision
(Phase 1) 24
Detailed Table of
Contents
2.2.1 Considerations and
Characteristics of an Effectively
Worded Strategic Vision 24
2.2.2 Strategic Vision Covers
Different Ground From the
Typical Mission Statement 27
2.2.3 Communicating the Strategic
Vision 29
2.2.4 Linking the Vision/Mission with
Company Values 31
2.3 Setting Objectives (Phase 2) 34
2.3.1 Nature of Objectives 34
2.3.2 What Kinds of Objectives to
Set: The Need for a Balanced
Scorecard 35
2.4 Crafting a Strategy (Phase 3) 39
2.4.1 Who Participates in Crafting a
Company’s Strategy? 39
2.4.2 The Strategy-Making Role of
Corporate Intrapreneurs 41
2.4.3 A Company’s Strategy-Making
Hierarchy 42
2.4.4 Uniting the Strategy-Making
Effort 44
2.4.5 A Strategic Vision +
Objectives + Strategy =
A Strategic Plan 45
2.5 Implementing and Executing
the Strategy (Phase 4) 46
2.6 Evaluating Performance
and Initiating Corrective
Adjustments (Phase 5) 47
2.7 Corporate Governance: The Role
of the Board of Directors 48
Summary 51
References 52
PART 02: Concept and Analytical Tools 53
3 Analysing a Company’s External
Environment 55
3.1 Introduction 56
3.2 The Strategically Relevant
Components of a Company’s
External Environment 57
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xxviii Detailed Table of Contents
3.9 What are the Key Factors for Future
Competitive Success? 100
3.10 Does the Outlook for the Industry
Present the Company with an
Attractive Opportunity? 103
Summary 104
References 106
4 Analysing a Company’s Internal
Resources and Competitive
Capabilities 107
4.1 Introduction 108
4.2 How Well is the Company’s
Present Strategy Working? 108
4.3 What are the Company’s Resource
Strengths and Weaknesses and its
External Opportunities and Threats? 112
4.3.1 Identifying Company
Resource Strengths and
Competitive Capabilities 113
4.3.2 Assessing a Company’s
Competencies and
Capabilities—What Activities
Does It Perform Well? 114
4.3.3 What is the Competitive
Power of a Resource
Strength? 116
4.3.4 Identifying Company Resource
Weaknesses and Competitive
Deficiencies 118
4.3.5 Identifying a Company’s Market
Opportunities 120
4.3.6 Identifying the External Threats
to a Company’s Future
Profitability 121
4.3.7 What Do the SWOT Listings
Reveal? 122
4.4 Are the Company’s Prices and
Costs Competitive? 124
4.4.1 The Concept of a Company’s
Value Chain 125
4.4.2 A Company’s Primary and
Support Activities Identify the
Major Components of its Cost
Structure 127
4.4.3 Why the Value Chains of
Rival Companies Often Differ 127
4.4.4 The Value-Chain System for an
Entire Industry 128
4.4.5 Activity-Based Costing: A Tool
for Assessing a Company’s
Cost Competitiveness 130
3.3 Thinking Strategically About a
Company’s Industry and
Competitive Environment 58
3.4 What are the Industry’s Dominant
Economic Features? 59
3.5 What Kinds of Competitive Forces
are Industry Members Facing? 61
3.5.1 Competitive Pressures
Associated with Rival Sellers 62
3.5.2 Competitive Pressures
Associated with the Threat of
New Entrants 67
3.5.3 Competitive Pressures from the
Sellers of Substitute Products 72
3.5.4 Competitive Pressures
Stemming from Supplier
Bargaining Power and
Supplier–Seller Collaboration 74
3.5.5 Competitive Pressures
Stemming from Buyer Bargaining
Power and Seller–Buyer
Collaboration 78
3.5.6 Is the Collective Strength of
the Five Competitive Forces
Conducive to Good
Profitability? 81
3.6 What Factors are Driving Industry
Change and What Impacts
Will They Have? 83
3.6.1 The Concept of Driving Forces 83
3.6.2 Identifying an Industry’s
Driving Forces 84
3.6.3 Assessing the Impact of the
Driving Forces 93
3.6.4 Developing a Strategy
That Takes the Impacts of
the Driving Forces into Account 93
3.7 What Market Positions Do
Rivals Occupy—Who is Strongly
Positioned and Who is Not? 94
3.7.1 Using Strategic Group Maps to
Assess the Market Positions of
Key Competitors 94
3.7.2 What Can Be Learned from
Strategic Group Maps? 97
3.8 What Strategic Moves are Rivals
Likely to Make Next? 98
3.8.1 Identifying Competitors’
Strategies and Resource
Strengths and Weaknesses 98
3.8.2 Predicting Competitors’
Next Moves 99
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xxix
4.4.6 Benchmarking: A Tool
for Assessing Whether a
Company’s Value-Chain
Costs are in Line 131
4.4.7 Strategic Options for
Remedying a Cost
Disadvantage 133
4.4.8 Translating Proficient
Performance of Value-Chain
Activities into Competitive
Advantage 135
4.5 Is the Company Competitively
Stronger or Weaker than Key Rivals? 137
4.5.1 Interpreting the Competitive
Strength Assessments 140
4.6 What Strategic Issues and
Problems Merit Immediate
Managerial Attention? 141
Summary 142
References 143
PART 03: Crafting a Strategy to Create
Sustainable High Performance 145
5 The Five Generic Competitive
Strategies 147
5.1 Introduction 148
5.2 The Five Generic Competitive
Strategies 148
5.3 Low-Cost Provider Strategies 150
5.3.1 Cost-Efficient Management of
Value-Chain Activities 151
5.3.2 Revamping the Value Chain to
Curb or Eliminate Unnecessary
Activities 154
5.3.3 The Keys to Success in
Achieving Low-Cost Leadership 157
5.3.4 When a Low-Cost Provider
Strategy Works Best 157
5.3.5 The Pitfalls of a Low-Cost
Provider Strategy 158
5.4 Broad Differentiation Strategies 159
5.4.1 Types of Differentiation
Themes 159
5.4.2 Where Along the Value Chain
to Create the Differentiating
Attributes 160
5.4.3 The Four Best Routes to
Competitive Advantage via a
Broad Differentiation Strategy 161
5.4.4 The Importance of Perceived
Value and Signalling Value 162
5.4.5 When a Differentiation
Strategy Works Best 162
5.4.6 The Pitfalls of a Differentiation
Strategy 163
5.5 Best-Cost Provider Strategies 165
5.5.1 When a Best-Cost Provider
Strategy Works Best 166
5.5.2 The Big Risk of a Best-Cost
Provider Strategy 167
5.6 Focused (or Market Niche)
Strategies 168
5.6.1 A Focused Low-Cost
Strategy 168
5.6.2 A Focused Differentiation
Strategy 169
5.6.3 When a Focused Low-Cost
or Focused Differentiation
Strategy is Attractive 170
5.6.4 The Risks of a Focused
Low-Cost or Focused
Differentiation Strategy 171
5.7 The Contrasting Features of the Five
Generic Competitive Strategies:
A Summary 172
Summary 174
References 175
6 Tailoring Strategy to Fit Specific
Industry and Company Situations 176
6.1 Introduction 177
6.2 Strategies for Competing in
Emerging Industries 177
6.2.1 The Unique Characteristics
of an Emerging Industry 178
6.2.2 Strategy Options for Emerging
Industries 180
6.3 Strategies for Competing in
Rapidly Growing Markets 182
6.4 Strategies for Competing in
Maturing Industries 184
6.4.1 How Slowing Growth Alters
Market Conditions 184
6.4.2 Strategies that Fit Conditions
in Maturing Industries 186
6.4.3 Strategic Pitfalls in Maturing
Industries 187
6.5 Strategies for Competing
in Stagnant or Declining
Industries 188
6.5.1 End-Game Strategies for
Declining Industries 189
Detailed Table of Contents
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xxx Detailed Table of Contents
6.6 Strategies for Competing in
Turbulent, High-Velocity Markets 190
6.6.1 Ways to Cope with Rapid
Change 191
6.6.2 Strategy Options for Fast-
Changing Markets 192
6.7 Strategies for Competing in
Fragmented Industries 194
6.7.1 Reasons for Supply-Side
Fragmentation 194
6.7.2 Competitive Conditions in a
Fragmented Industry 195
6.7.3 Strategy Options for
Competing in a Fragmented
Industry 196
6.8 Strategies for Sustaining Rapid
Company Growth 197
6.8.1 The Risks of Pursuing
Multiple-Strategy Horizons 199
6.9 Strategies for Industry Leaders 199
6.10 Strategies for Runner-up Companies 202
6.10.1 Obstacles for Companies
with Small Market Shares 203
6.10.2 Offensive Strategies to Build
Market Share 203
6.10.3 Other Strategic
Approaches for Runner-Up
Companies 204
6.11 Strategies for Weak and Crisis-
Ridden Businesses 206
6.11.1 Turnaround Strategies for
Businesses in Crisis 206
6.11.2 The Chances of a
Successful Turnaround are
Not High 210
6.11.3 Harvest Strategies for Weak
Businesses 210
6.11.4 Liquidation: The Strategy of
Last Resort 211
6.12 Ten Commandments for Crafting
Successful Business Strategies 212
Summary 213
References 215
7 Enterprise Performance
Management 217
7.1 Introduction 218
7.2 Enterprise Performance
Management Framework 218
7.2.1 The Core Elements for
Enterprise Performance
Management 219
7.2.2 The Levels of Enterprise
Performance Management 219
7.3 Vision and Strategy—The Driving
Force for Enterprise Performance
Management 219
7.4 Balanced Performance Measures:
The Balanced Scorecard (BSC) 221
7.4.1 The Four Perspectives 222
7.4.2 Objectives, Measures, Targets
and Initiatives 223
7.4.3 The Strategy Map 223
7.4.4 Cause-and-Effect Relationships 224
7.4.5 Value of the Balanced
Scorecard and Strategy Map 225
7.4.6 Mapping the Strategy for
Success 225
7.5 People Management 227
7.5.1 Recruitment and Selection 229
7.5.2 Orientation and Induction 230
7.5.3 Managing Performance 231
7.5.4 The Cascading Process 231
7.6 Performance Management 232
7.6.1 The Use of Role Profiles 232
7.6.2 The Performance Contract—
Defining the Relationship
Between Competencies
and Results 234
7.6.3 The Annual Performance
Management Cycle 234
7.6.4 Personal Development Plan 236
7.6.5 Learning and Development 239
7.6.6 Career and Talent
Management 239
7.6.7 Remuneration and Rewards 240
7.7 Determine Return on Investment
(ROI) from People Management
Processes 241
Summary 242
References 242
PART 04: Executing and Aligning the Strategy 243
8 Building an Organization Capable
of Good Strategy Execution and
Good Strategic Alignment 245
8.1 Introduction 246
8.2 A Framework for Executing
Strategy 248
8.3 The Principal Managerial
Components of the Strategy
Execution Process 248
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xxxi
8.4 Building an Organization Capable
of Good Strategy Execution 251
8.5 Staffing the Organization 252
8.5.1 Putting Together a Strong
Management Team 252
8.5.2 Recruiting and Retaining
Capable Employees 255
8.6 Building Core Competencies and
Competitive Capabilities 257
8.6.1 The Three-Stage Process of
Developing and Strengthening
Competencies and
Capabilities 257
8.6.2 The Strategic Role of
Employee Training 262
8.6.3 From Competencies and
Capabilities to Competitive
Advantage 262
8.7 Execution-Related Aspects of
Organizing the Work Effort 263
8.7.1 Deciding Which Value
Chain Activities to Perform
Internally and Which to
Outsource 263
8.7.2 Making Strategy-Critical
Activities the Main Building
Blocks of the Organization
Structure 266
8.7.3 Determining the Degree of
Authority and Independence
to Give Each Unit and Each
Employee 267
8.7.4 Providing for Internal
Cross-Unit Coordination 271
8.7.5 Providing for Collaboration
with Outside Suppliers and
Strategic Allies 273
8.8 Creating Movement and Energy 274
8.8.1 Managerial Styles and the
Impact They Have on the
Organization’s (Business Unit’s)
Culture 274
8.8.2 Act as a Role Model for Your
Organization’s Culture 275
8.8.3 Ensure Key People are in
Positions of Influence 276
8.8.4 Align Department Systems
with the Organization’s
(Business Unit’s) Culture
Requirements 277
8.9 Current Organizational Trends 280
Summary 281
References 283
9 Leadership, Culture and Teamwork 284
9.1 Introduction 285
9.2 What is Leadership? 285
9.3 Components of Leadership 288
9.3.1 Personal Level 289
9.3.2 Interpersonal Level 289
9.3.3 Managerial Level 289
9.3.4 Organizational Level 290
9.4 Adjusting Your Approach According
to the Situation—Situational
Leadership Model 290
9.5 Four Leadership Styles 292
9.6 Becoming a More Effective
Leader—Leadership Behaviours
and Skills 292
9.7 Specific Task-Oriented Behaviours 293
9.8 Change Leadership 295
9.9 Leadership and Trust 296
9.10 Culture 297
9.11 What is Organizational Culture? 297
9.12 Mapping Culture—The Culture
Strategy 298
9.12.1 Brand Values 299
9.12.2 Workplace Values 299
9.13 Why Should You Measure
Organization Culture? 301
9.14 Shaping Your Organization’s
Culture—The Culture Process 302
9.14.1 Phase 1: Design (PLAN) 302
9.14.2 Phase 2: Assessment (DO) 303
9.14.3 Phase 3: Review (CHECK) 304
9.14.4 Phase 4: Refine (ACT) 304
9.15 Effective Teamwork and Qualities
of Teams 305
9.16 Stages of Team Development 305
9.16.1 Forming 306
9.16.2 Storming 307
9.16.3 Norming 308
9.16.4 Performing 308
9.17 Building Effective Teams 309
9.17.1 Establish a Clear Purpose 310
9.17.2 Create a Positive Climate/
Open Communication 311
9.17.3 Create an Environment of
Participation/ Commitment 311
9.17.4 Establish Roles 311
Detailed Table of Contents
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xxxii
10.9 Risk Governance 341
10.9.1 Risk Management 341
Summary 342
References 342
Illustration Capsules
Chapter 1
1.1: Capitec Bank and
Nedbank: Two Contrasting
Business Models 9
Chapter 2
2.1: Examples of Strategic Visions—
How Well Do They
Measure Up? 27
2.2: The Connection Between
Yahoo’s Mission and
Core Values 33
2.3: Examples of Company
Objectives 37
Chapter 3
3.1: Can Mango Give Low-Cost
Rivals the Pip in Turbulent
Times and Prevent Overlapping? 70
3.2: SABmiller’s BEE Deal Shuns the
Fashionable Recipients 90
3.3: Harnessing-and-Developing-
Talent 91
Chapter 4
4.1: Benchmarking and Ethical
Conduct 132
Chapter 5
5.1: Middle-East Low-Cost Carrier
Set to Fly into Strong Growth 150
5.2: Toyota’s Best-Cost Producer
Strategy for its Lexus Line in
the USA 166
5.3: Formula 1 Hotels’ Focused
Low-Cost Strategy 169
5.4: 1st for Women Places
Women First—1st for Women
Insurance Brokers 170
Chapter 6
6.1: The Joule: Africa’s First
All-Electric Car 179
6.2: The Satellite Society 183
6.3: Distell Buys Chateau in
Cognac 200
6.4: Transnet’s Growth and
Turnaround Strategy 208
Detailed Table of Contents
9.17.5 Create a Climate for
Civilized Disagreement and
Consensus Decisions 311
9.17.6 Lead Effectively 312
9.17.7 Establish External Relations 312
9.17.8 Celebrate Style, Diversity
and Creativity 312
9.17.9 Assess Team Effectiveness 313
Summary 314
References 314
10 Corporate Governance and
Sustainability 315
10.1 Introduction 316
10.2 The King III Report 319
10.2.1 Governance Framework—
”Apply or Explain” 320
10.2.2 Integrated Reporting 320
10.2.3 Combined Assurance 320
10.3 New Concepts Introduced in
King III 320
10.3.1 IT Governance 320
10.3.2 Shareholders, Approval of
Remuneration Policies 320
10.3.3 Directors’ Performance
Evaluation 321
10.3.4 Business Rescue 321
10.3.5 Alternative Dispute
Resolution (ADR) 321
10.3.6 Fundamental and Affected
Transactions 321
10.4 Public Companies 322
10.4.1 Separation of Ownership
and Control 323
10.5 Corporate Governance 325
10.5.1 Defining Governance 325
10.5.2 Governance Test 326
10.6 The King Reports on Corporate
Governance for South Africa 327
10.7 Sustainability and Ethics 329
10.7.1 Link to Strategy 330
10.8 Directors, Boards and Committees 331
10.8.1 Board Committees 331
10.8.2 Effective Board Leadership 334
10.8.3 Role of the Chairman
and the Non-Executive
Director 338
10.8.4 Board Failure 339
10.8.5 Board of Directors and
Audit Committee: Combined
Assurance and Internal
Financial Controls 339
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xxxiii Detailed Table of Contents
Reading 3 Location, location:
The geography of industry
clusters R29
Holger Schiele
Productivity benefits, innovation
and higher profitability:
Competitive advantages of
companies located within
clusters R30
How to recognize a cluster R31
Implications of clusters for
Management R36
Reading 4 The DNA of innovation R39
C. Brooke Dobni
What is innovation and why
does it matter? R39
What is innovation DNA? R40
The innovation DNA
sequence R41
Reading 5 Hitting back: Strategic
responses to low-cost
rivals R48
Jim Morehouse
Bob O’Meara
Christian Hagen
Todd Huseby
Sting like a Bee R49
Your hands can’t hit what
your eyes can’t see R50
Short-term tactics R54
Long-term strategies R56
Low-cost rival in the ring R56
Thriving against aggressive
low-cost competitors R58
Reading 6 Strategic management as
organizational learning:
Developing fit and
alignment through a
disciplined process R61
Michael Beer
Sven C. Voelpel
Marius Leibold
Eden B. Tekie
Introduction R62
Organizational “fit” and
“fitness” R63
Approaches to achieving
organizational fit and fitness R64
Chapter 7
7.1: The Need for a Seamless
Technology Solution 228
Chapter 8
8.1: First National Bank—Branch
Banking Division’s Approach to
Creating Managerial Excellence
at all Levels Throughout
the Business 253
8.2: Toyota’s Legendary Production
System: A Capability That
Translates into Competitive
Advantage 260
Chapter 9
9.1: Leadership Challenges in
Africa and South Africa 286
9.2: Leadership and
Entrepreneurial Mindset
Contributing to Value System 299
9.3: How to Build a Teamwork
Culture 313
Chapter 10
10.1: Brett Kebble’s Corporate
Scandals 316
10.2: Failure of Fidentia 317
10.3: Macmed Health Care Ltd:
Sending the Right Message 318
PART 05: Readings in Crafting and Executing
Strategy R1
Reading 1 Can you say what your
strategy is? R3
David J. Collis
Michael G. Rukstad
Elements of a strategy
statement R4
Defining the objective R5
Defining the scope R7
Defining the advantage R8
Developing a strategy
statement R12
Reading 2 Enabling bold visions R16
Douglas A. Ready
Jay A. Conger
Why many bold visions derail R17
The change model R19
Continuous revision R27
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xxxiv Detailed Table of Contents
PART 06: Cases in Crafting and Executing
Strategy C1
Case 01 Robin Hood C3
Joseph Lampel
Case 02 Corona Beer: From a local
Mexican player to a global
brand C6
Ashok Som
ESSEC Business School
Case 03 MTN in Nigeria: Exceeding
Expectations C19
Andrè Parker
Case 04 SABMiller’s trek into Africa:
Tanzania Breweries Ltd C28
Andrè Parker
Case 05 Sabco’s business turnaround of
Coca-Cola Sabco in Ethiopia C38
Andrè Parker
Case 06 Maria Ramos: Transforming
Transnet strategy C45
Wits Business School
Case 07 Using strategy maps and the
Balanced Scorecard effectively:
The case of Manpower
Australia C64
Suresh Cuganesan
Guy Ford
Case 08 Southwest Airlines: Culture,
values and operating
practices C83
Arthur A. Thompson
John E. Gamble
Case 09 Harley-Davidson C120
John E. Gamble
Roger Schäfer
Case 10 Brett Kebble’s corporate
scandals C144
Vi Makin
Endnotes C148
Barriers to fit and fitness in
organizations R66
The silent killers of
organizational fitness R69
An integrated analytic
framework of organizational fit
and fitness R71
Results of HP’s SRSD R77
Organizational change
processes R79
Conclusion R83
Acknowledgements R83
Reading 7 How to build an organization
in which executives will
flourish: A blueprint for
strategic leadership R88
Steven Wheeler
Walter McFarland
Art Kleiner
Four starting points R90
The “why” factor R92
Purposeful initiatives R95
Balanced top teams R97
Organizational capabilities R98
The right questions R99
Reading 8 Turning great strategy into
great performance R103
Michael C. Mankins
Richard Steele
The strategy-to-performance
gap R104
Closing the strategy-
to-performance gap R106
Reading 9 The role of strategy, culture
and leadership in the
Nedbank turnaround—
The Tom Boardman story R114
Executive summary R114
It all starts with a vision, driven
by strategy R115
Corporate culture and values R116
Transformation R117
Leadership R119
Measurement and tracking R120
When it’s all said and done R121
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doc_747986295.pdf
Johan Hough completed the degrees MSc in Agricultural Economics and a Doctorate in Strategy at South African universities and is a graduate from the Faculty Program in International Business.
2nd South African Edition
Crafting and Executing
Strategy
Creating Sustainable High Performance
in South African Businesses
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London Boston Burr Ridge, IL Dubuque, IA Madison, WI New York San Francisco
St. Louis Bangkok Bogotá Caracas Kuala Lumpur Lisbon Madrid Mexico City
Milan Montreal New Delhi Santiago Seoul Singapore Sydney Taipei Toronto
Johan Hough,
Arthur A. Thompson Jr.,
A.J. Strickland III, John E. Gamble
Crafting and
Executing
Strategy
Creating Sustainable High
Performance in South
African businesses
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Crafting and Executing Strategy
Johan Hough, Arthur A. Thompson Jr., A.J. Strickland III, John E. Gamble
ISBN-13 9780077127541
ISBN-10 0077127544
Published by McGraw-Hill Education
Shoppenhangers Road
Maidenhead
Berkshire
SL6 2QL
Telephone: 44 (0) 1628 502 500
Fax: 44 (0) 1628 770 224
Website: www.mcgraw-hill.co.uk
British Library Cataloguing in Publication Data
A catalogue record for this book is available from the British Library
Library of Congress Cataloguing in Publication Data
The Library of Congress data for this book has been applied for from the Library of Congress
Acquisitions Editor: Lucille Burger
Marketing Manager:
Production Editor: Alisan Davis
Text Design by Hard Lines
Cover design by Adam Renvoize
Printed and bound in in the UK by Bell and Bain Ltd, Glasgow.
Page Layout: SR Nova Pvt Ltd., Banglore, India
Published by McGraw-Hill Education (UK) Limited an imprint of The McGraw-Hill
Companies, Inc., 1221 Avenue of the Americas, New York, NY 10020. Copyright © 2003 by
McGraw-Hill Education (UK) Limited. All rights reserved. No part of this publication may be
reproduced or distributed in any form or by any means, or stored in a database or retrieval
system, without the prior written consent of The McGraw-Hill Companies, Inc., including,
but not limited to, in any network or other electronic storage or transmission, or broadcast
for distance learning.
Fictitious names of companies, products, people, characters and/or data that may be used
herein (in case studies or in examples) are not intended to represent any real individual,
company, product or event.
ISBN-13 9780077127541
ISBN-10 0077127544
© 2010. Exclusive rights by The McGraw-Hill Companies, Inc. for manufacture and export.
This book cannot be re-exported from the country to which it is sold by McGraw-Hill.
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v
About the Authors
Johan Hough completed the degrees MSc in Agricultural Economics
and a Doctorate in Strategy at South African universities and is a
graduate from the Faculty Program in International Business, South
Carolina in the USA. He teaches Strategy and Corporate Venturing
at Stellenbosch University. He has lectured in Sweden, Finland,
Botswana and the USA. Johan is also the project leader of the
Certificate Programmes in Strategic Alignment and Management
Studies.
Areas of expertise include strategic management, international
business research, and spearheading “Corporate Entrepreneurship”
in South African companies. He was the recipient of the Ernst
Oppenheimer Special Overseas Study Grant in 2000. Johan is the
co-editor and main author of the book Global Business and the co-editor of the book entitled
Entrepreneurship: A Southern African Perspective. He contributed to more than eighty
research articles, local and international conference proceedings, and research reports.
Johan has consulted widely and some of his clients include Deloitte & Touche, Standard
Bank of South Africa, Absa, Maersk Sealand, British American Tobacco, UCT (Graduate
School of Business), Technikon Pretoria, World Economic Forum in Switzerland, Iscor
Mining, Goldfields, Botswana Housing Commission, EOH Consulting, V&A Waterfront,
Medi-Clinic, Sherwood Into, PetroSA, and various cooperatives and municipalities in South
Africa.
Johan is the managing partner of the Balanced Scorecard Institute of South Africa.
Roy Braxton is the CEO and founder of the Braxton group, a uniquely
focused business that specializes in strategy, people management,
culture and technological solutions which enable businesses to
provide sustained performance to their shareholders. The practice
has been doing business in South and southern Africa, the United
Kingdom and Europe.
Roy has consulted to a range of companies over the years, from
Blue Chip organizations such as Rand Merchant Bank, First National
Bank, WesBank, SASOL, to smaller entrepreneurial organizations
such as St Elmo’s and professional bodies—Investors in People.
He has two post-graduate qualifications in Industrial Psychology
and Financial Management and lectures strategy at the University
of Stellenbosch.
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vi About the Authors
Prof Viola Makin is one of the most experienced academic
members of the Strategy division at Unisa’s Graduate School
of Business Leadership (SBL). The University of South Africa
(Unisa) is one of the largest distant educators in the world, with
about 200 000 students. She teaches on the Master of Business
Leadership Program (MBL) a three-year program which has
about 1500 participants. Her areas of expertise are Competitive
and Dynamic Strategy, as well as Corporate Strategy, including
Corporate Governance.
At present, she teaches the Corporate Strategy elective in the
final year of the MBL. She is acknowledged as an expert in her
field and has been invited to teach on MBA programs in the United
States, a number of times. She has presented academic papers
and case studies and has had a paper accepted at the American Strategic Management
Society. Through her business consultancy, she has also obtained considerable practical
experience.
Her SBL Director portfolios have included—Seminars and Short Courses, International
Relations; Marketing and Communication as well as membership of the Board. At present
she is responsible for Executive Education. Her doctoral studies looked at information
technology for strategic advantage. She is a member of the Institute of Directors and the
American Academy of Management and has had executive training at INSEAD (1993),
Wharton (1997) and Harvard Business School (2001).
Arthur A. Thompson, Jr., earned his BS. and PhD degrees in
economics from The University of Tennessee, spent three years
on the economics faculty at Virginia Tech, and served on the
faculty of The University of Alabama’s College of Commerce and
Business Administration for 24 years. In 1974 and again in 1982,
Dr. Thompson spent semester-long sabbaticals as a visiting scholar
at the Harvard Business School.
His areas of specialization are business strategy, competition
and market analysis, and the economics of business enterprises.
In addition to publishing over 30 articles in some 25 different
professional and trade publications, he has authored or co-authored five textbooks and six
computer-based simulation exercises that are used in colleges and universities worldwide.
Dr. Thompson spends much of his off-campus time giving presentations, putting on
management development programmes, working with companies, and helping operate a
business simulation enterprise in which he is a major partner.
Dr. Thompson and his wife of 45 years have two daughters, two grandchildren, and two
Yorkshire terriers.
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vii About the Authors
Dr. A. J. (Lonnie) Strickland, a native of North Georgia, attended
the University of Georgia, where he received a bachelor of science
degree in math and physics in 1965. Afterward he entered the Georgia
Institute of Technology, where he received a master of science in
industrial management. He earned a PhD in business administration
from Georgia State University in 1969. He currently holds the title of
Professor of Strategic Management in the Graduate School of Business
at The University of Alabama.
Dr. Strickland’s experience in consulting and executive development
is in the strategic management area, with a concentration in industry
and competitive analysis. He has developed strategic planning systems for such firms as
the Southern Company, BellSouth, South Central Bell, American Telephone and Telegraph,
Gulf States Paper, Carraway Methodist Medical Centre, Delco Remy, Mark IV Industries,
Amoco Oil Company, USA Group, General Motors, and Kimberly Clark Corporation
(Medical Products). He is a very popular speaker on the subject of implementing strategic
change and serves on several corporate boards.
John E. Gamble is currently Associate Dean and Professor
of Management in the Mitchell College of Business at the
University of South Alabama. His teaching specialty at USA is
strategic management and he also conducts a course in strategic
management in Germany, which is sponsored by the University of
Applied Sciences in Worms.
Dr Gamble’s research interests centre on strategic issues in
entrepreneurial, healthcare, and manufacturing settings. His work
has been published in various scholarly journals and he is the
author or co-author of more than 30 case studies published in an
assortment of strategic management and strategic marketing texts.
He has carried out consulting work on industry and market analysis for clients in a diverse
mix of industries.
Professor Gamble received his PhD in management from The University of Alabama in
1995. Dr. Gamble also has a Bachelor of Science degree and a Master of Arts degree from
The University of Alabama.
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viii
T
he objective of this second South African text, readings and cases is to cover in an
effective and interesting way what every senior-level or MBA student in South Africa
needs to know about crafting, executing and aligning business strategies. It features a
substantive presentation of core concepts and analytical techniques and a collection
of timely and recently published readings that amplify important topics in managing a
company’s strategy-making, strategy-executing process. The text–readings–cases content
works well for courses where the instructor wishes to provide students with a foundation in
the core concepts and analytical tools of strategic management and a taste of the literature
of strategic management before having them tackle a customized set of cases and/or
a simulation exercise. A big benefit of this edition is the number of South African and
African cases.
We combined the South African, African and international cases with two state-of-the-
art online strategy simulations, The Business Strategy Game and GLO-BUS, which were
created expressly as accompanying supplements to this book; either simulation will prove
to be an excellent fit with the chapters of this text and the collection of readings and,
mostly, cases.
We believe this second South African edition represents a solid contribution to a
deeper understanding of the body of strategic knowledge for the South African reader
and learner. Pains were taken to improve and “South Africanize” the explanations of core
concepts, analytical tools and examples. The latest research findings from the literature
and cutting-edge strategic practices of international and South African companies have
been incorporated to keep in step with both theory and practice. Scores of new examples
have been added to complement the new and updated illustration capsules.
The result is a text treatment with greater clarity and improved classroom and
boardroom effectiveness. The chapter content is solidly mainstream and balanced,
mirroring both the best international academic thinking and the pragmatism of real-world
strategic management.
Complementing the 10-chapter text presentation is a comprehensive package of
support materials that are easy to use, highly effective, and flexible enough to fit almost
any course design.
A Text with On-Target Content
I
n our view, for a senior/MBA-level strategy text to qualify as having on-target content, it
must:
Explain core concepts in language that students can grasp and provide examples of n
their relevance and use by actual companies.
Take care to thoroughly describe the tools of strategic analysis, how they are used, n
and where they fit into the managerial process of crafting and executing strategy.
Preface
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ix Preface
Be up-to-date and comprehensive, with solid coverage of the landmark changes n
in competitive markets and company strategies being driven by globalization,
innovation, good governance and increased use of Internet technology.
Focus squarely on what every student needs to know about crafting, implementing, n
executing and aligning business strategies in today’s competitive environments.
We believe this second South African edition measures up on all four criteria. Chapter
discussions cut straight to the chase about what students really need to know. Explanations
of core concepts and analytical tools are comprehensive enough to make them
understandable and usable, the rationale being that a shallow explanation carries little
punch and has almost no instructional value. All the chapters are enriched with practical
examples that students can easily relate to. There’s a straightforward, integrated flow from
one chapter to the next. The latest research findings in strategy have been woven into each
chapter, and we have deliberately adopted a pragmatic, down-to-earth writing style, not
only to communicate better to an audience of students (who, for the most part, will soon
be practising managers), but also to convince readers that the subject matter deals directly
with what managers and companies do in the real world.
Two Accompanying Online, Fully-Automated Simulation Exercises—
The Business Strategy Game and GLO-BUS
T
he Business Strategy Game and GLO-BUS: Developing Winning Competitive
Strategies—two competition-based strategy simulations that are delivered online and
that feature automated processing of decisions and grading of performance—can be used
as companion supplements for use with this and other texts in the field. The Business
Strategy Game is the world’s leading strategy simulation, having been played by well
over 400 000 students at universities across the world. GLO-BUS, a relatively new and
somewhat simpler online simulation introduced in 2004, has been played by over 15 000
students at more than 125 universities across the world.
We think there are compelling reasons for using a simulation as a cornerstone, if not a
centrepiece, of strategy courses for seniors and MBA students:
Assigning students to run a company that competes head-to-head against companies n
run by other class members gives students immediate opportunity to experiment
with various strategy options and to gain proficiency in applying the core concepts
and analytical tools that they have been reading about in the chapters. The whole
teaching/learning enterprise is facilitated when what the chapters have to say about
the managerial tasks of crafting and executing strategy matches up with the strategy-
making challenges that students confront in the simulation.
Most students desperately need the experience of actively managing a close-to-real- n
life company where they can practise and hone their skills in thinking strategically,
evaluating changing industry and competitive conditions, assessing a company’s
financial and competitive condition, and crafting and executing a strategy that
delivers good results and produces sustainable competitive advantage. Strategy
simulations put students through a drill where they can improve (1) their business
acumen, (2) their ability to make good bottom-line decisions in the face of uncertain
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x Preface
market and competitive conditions, and (3) their proficiency in weaving functional
area decisions into a cohesive strategy. Such skills building is the essence of senior
and MBA courses in business strategy.
Students are n more motivated to buckle down and figure out what strategic moves
will make their simulation company perform better than they are to wrestle with
the strategic issues posed in an assigned case (which entails reading the case
thoroughly, diagnosing the company’s situation, and proposing well-reasoned action
recommendations). In a strategy simulation, students have to take the analysis of
market conditions, the strategies and actions of competitors, and the condition of
their company seriously—they are held fully accountable for their decisions and
their company’s performance. It is to students’ advantage to avoid faulty analysis and
flawed strategies—nothing gets students’ attention quicker than the adverse grade
consequences of a decline in their company’s performance or the loss of an industry
position. And no other type of assignment does a better job of spurring students to
exercise fully their strategic wits and analytical prowess—company co-managers
have a strong grade incentive to spend quality time debating and deciding how best
to boost the performance of their company.
In class discussions of cases, however, students take on the more passive and
detached role of outside observers providing their thoughts about a company’s
situation. It is sometimes hard to get students to think long and hard about the
company in the assigned case or what needs to be done to improve its future
performance. They may well not see an immediate or alarming impact on their
grade if their case preparation is skimpy or their analysis of the company’s situation
is deficient or their recommendations about what the company should do are
suboptimal or even off-the-wall. Thus, while case analysis absolutely needs to be
an essential part of senior/MBA courses in strategy, case assignments fall short of
strategy simulations in their capacity to motivate students to do first-rate strategic
analysis and come up with insightful action recommendations.
A competition-based strategy simulation adds an enormous amount of student n
interest and excitement—a head-to-head competitive battle for market share and
industry leadership stirs students’ competitive juices and engages them emotionally
in the subject matter. Being an active manager in running a company in which
they have a stake makes their task of learning about crafting and executing winning
strategies more enjoyable. Their company becomes “real” and takes on a life of its
own as the simulation unfolds—and it doesn’t take long for students to establish a
healthy rivalry with other class members that are running rival companies. Because
the competition in the simulation typically gets very personal, most students become
immersed in what’s going on in their industry—as compared to the more impersonal
engagement that occurs when they are assigned a case to analyse.
A first-rate simulation produces a “Wow! Not only is this fun, but I am learning n
a lot” reaction from students. The element of competition ingrained in strategy
simulations stirs students’ competitive juices and emotionally engages them in the
subject matter. Most students will thoroughly enjoy the learn-by-doing character of
a simulation, recognize the practical value of having to make all kinds of decisions
and run a whole company, and gain confidence from working with all the financial
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xi Preface
and operating statistics—all of which tends to (1) make the strategy course a livelier,
richer learning experience and (2) result in higher instructor evaluations at the end of
the course.
Strategy simulations like n The Business Strategy Game or GLO-BUS that have
exceptionally close ties between the industry and company circumstances in the
simulation and the topics covered in the text chapters provide instructors with a host
of first-rate examples of how the material in the text applies both to the experience
that students are having in running their companies and to real-world management.
Since students can easily relate to these examples, they are much more apt to say
“Aha! Now I see how this applies and why I need to know about it and use it”. The
host of examples the simulation experience provides to create this “Aha!” effect thus
adds real value. (There is information posted in the Instructor Centres for both The
Business Strategy Game and GLO-BUS showing specific links between the pages of
this text and the simulation.)
Because a simulation involves making decisions relating to production operations, n
worker compensation and training, sales and marketing, distribution, customer service,
and finance and requires analysis of company financial statements and market data,
the simulation helps students synthesize the knowledge gained in a variety of different
business courses. The cross-functional, integrative nature of a strategy simulation helps
make courses in strategy much more of a true capstone experience.
In sum, a four-pronged text–reading-case–simulation course model has significantly
more teaching/learning power than the traditional text–case combination. Indeed, a very
convincing argument can be made that a competition-based strategy simulation is the
single most powerful vehicle that instructors can use to teach effectively the discipline
of business and competitive strategy and to build student proficiencies in crafting and
executing a winning strategy. Mounting instructor recognition of the teaching/learning
effectiveness of a good strategy simulation accounts for why strategy simulations have
earned a prominent place in so many of today’s strategy courses.
Happily, there is another positive side benefit to using a simulation—it lightens the
marking burden for instructors. Since a simulation can entail 20 or more hours of student
time over the course of a term (depending on the number of decisions and the extent of
accompanying assignments), most adopters compensate by trimming the total number of
assigned cases or substituting the simulation for one (or two) written cases and/or an hour
exam. This results in less time spent marking assignments, because both The Business
Strategy Game and GLO-BUS have built-in grading features that require no instructor effort
(beyond setting the grading weights).
A Bird’s-Eye View of GLO-BUS
The industry setting for GLO-BUS is the digital camera industry. Global market
demand grows at the rate of 8–10 per cent annually for the first five years and 4–6 per cent
annually for the second five years. Retail sales of digital cameras are seasonal, with
about 20 per cent of consumer demand coming in each of the first three-quarters of
each calendar year and 40 per cent coming during the big, fourth-quarter retailing
season.
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xii Preface
Companies produce entry-level and upscale, multi-featured cameras of varying
designs and quality in a Taiwan assembly facility and ship assembled cameras directly to
retailers in North America, Asia-Pacific, Europe-Africa, and Latin America. All cameras
are assembled as retail orders come in and shipped immediately upon completion of
the assembly process—companies maintain no finished-goods inventories, and all parts
and components are delivered on a just-in-time basis (which eliminates the need to
track inventories and simplifies the accounting for plant operations and costs). Company
co-managers exercise control over production costs based on the designs and components
they specify for their cameras, workforce compensation and training, the length of
warranties offered (which affects warranty costs), the amount spent for technical support
provided to buyers of the company’s cameras, and their management of the assembly
process.
Competition in each of the two product market segments (entry-level and multifeatured
digital cameras) is based on 10 factors: price, camera performance and quality, number
of quarterly sales promotions, length of promotions in weeks, the size of the promotional
discounts offered, advertising, the number of camera models, size of retail dealer network,
warranty period, and the amount/calibre of technical support provided to camera buyers.
Low-cost leadership, differentiation strategies, best-cost provider strategies, and focus
strategies are all viable competitive options. Rival companies can strive to be the clear
market leader in either entry-level cameras, upscale multifeatured cameras, or both. They
can focus on one or two geographic regions or strive for geographic balance. They can
pursue essentially the same strategy worldwide or craft slightly or very different strategies
for the Europe-Africa, Asia- Pacific, Latin America, and North America markets. Just as
with The Business Strategy Game, most any well-conceived, well-executed competitive
approach is capable of succeeding, provided it is not overpowered by the strategies of
competitors or defeated by the presence of too many copycat strategies that dilute its
effectiveness.
Company co-managers make 44 types of decisions each period, ranging from R&D,
camera components, and camera performance (10 decisions) to production operations
and worker compensation (15 decisions) to pricing and marketing (15 decisions) to the
financing of company operations (4 decisions). Each time participants make a decision
entry, an assortment of on-screen calculations instantly shows the projected effects
on unit sales, revenues, market shares, unit costs, profit, earnings per share, ROE, and
other operating statistics. These on-screen calculations help team members evaluate the
relative merits of one decision entry versus another and stitch the separate decisions into a
cohesive and promising strategy. Company performance is judged on five criteria: earnings
per share, return on equity investment, stock price, credit rating and brand image.
All activity for GLO-BUS occurs at www.glo-bus.com.
A Bird’s-Eye View of The Business Strategy Game
The setting for The Business Strategy Game (BSG) is the global athletic footwear industry
(there can be little doubt in today’s world that a globally competitive strategy simulation
is vastly superior to a simulation with a domestic-only setting). Global market demand for
footwear grows at the rate of 7–9 per cent annually for the first five years and 5–7 per cent
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xiii Preface
annually for the second five years. However, market growth rates vary by geographic
region—North America, Latin America, Europe-Africa, and Asia-Pacific.
Companies begin the simulation producing branded and private-label footwear in
two plants, one in North America and one in Asia. They have the option to establish
production facilities in Latin America and Europe-Africa, either by constructing new plants
or buying previously constructed plants that have been sold by competing companies.
Company co-managers exercise control over production costs based on the styling and
quality they opt to manufacture, plant location (wages and incentive compensation vary
from region to region), the use of best practices and Six Sigma programmes to reduce the
production of defective footwear and to boost worker productivity, and compensation
practices.
All newly produced footwear is shipped in bulk containers to one of four geographic
distribution centres. All sales in a geographic region are made from footwear inventories
in that region’s distribution centre. Costs at the four regional distribution centres are a
function of inventory storage costs, packing and shipping fees, import tariffs paid on
incoming pairs shipped from foreign plants, and exchange rate impacts. At the start
of the simulation, import tariffs average $4 per pair in Europe-Africa, $6 per pair in
Latin America, and $8 in the Asia-Pacific region. However, the Free Trade Treaty of
the Americas allows tariff-free movement of footwear between North America and
Latin America. Instructors have the option to alter tariffs as the game progresses.
Companies market their brand of athletic footwear to footwear retailers worldwide
and to individuals buying online at the company’s website. Each company’s sales and
market share in the branded footwear segments hinge on its competitiveness on 11 factors:
attractive pricing, footwear styling and quality, product-line breadth, advertising, the
use of mail-in rebates, the appeal of celebrities endorsing a company’s brand, success
in convincing footwear retailers dealers to carry its brand, the number of weeks it takes
to fill retailer orders, the effectiveness of a company’s online sales effort at its website,
and customer loyalty. Sales of private-label footwear hinge solely on being the low-price
bidder.
All told, company co-managers make 47 types of decisions each period that cut across
production operations (up to 10 decisions each plant, with a maximum of 4 plants), plant
capacity additions/sales/upgrades (up to 6 decisions per plant), worker compensation
and training (3 decisions per plant), shipping (up to 8 decisions each plant), pricing and
marketing (up to 10 decisions in 4 geographic regions), bids to sign celebrities (2 decision
entries per bid), and financing of company operations (up to 8 decisions).
Each time company co-managers make a decision entry, an assortment of on-screen
calculations instantly shows the projected effects on unit sales, revenues, market shares,
unit costs, profit, earnings per share, ROE, and other operating statistics. The on-screen
calculations help team members evaluate the relative merits of one decision entry versus
another and put together a promising strategy.
Companies can employ any of the five generic competitive strategy options in selling
branded footwear—low-cost leadership, differentiation, best-cost provider, focused low-
cost, and focused differentiation. They can pursue essentially the same strategy worldwide
or craft slightly or very different strategies for the Europe-Africa, Asia-Pacific, Latin
America, and North America markets. They can strive for competitive advantage based
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xiv Preface
on more advertising or a wider selection of models or more appealing styling/quality, or
bigger rebates, and so on.
Any well-conceived, well-executed competitive approach is capable of succeeding,
provided it is not overpowered by the strategies of competitors or defeated by the
presence of too many copycat strategies that dilute its effectiveness. The challenge for each
company’s management team is to craft and execute a competitive strategy that produces
good performance on five measures: earnings per share, return on equity investment, stock
price appreciation, credit rating, and brand image.
All activity for The Business Strategy Game takes place at www.bsg-online.com.
Administration and Operating Features of the Two Simulations
The online delivery and user-friendly designs of both BSG and GLO-BUS make them
incredibly easy to administer, even for first-time users. And the menus and controls are
so similar that you can readily switch between the two simulations or use one in your
undergraduate class and the other in a graduate class. If you have not yet used either of the
two simulations, you may find the following of particular interest:
Time requirements for instructors are minimal. Setting up the simulation for your n
course is done online and takes about 10–15 minutes. Once set-up is completed,
no other administrative actions are required beyond that of moving participants to a
different team (should the need arise) and monitoring the progress of the simulation
(to whatever extent desired).
There’s no software for students or administrators to download and no disks to fool n
with. All work must be done online and the speed for participants using dial-up
modems is quite satisfactory. The servers dedicated to hosting the two simulations
have appropriate back-up capability and are maintained by a prominent Web-
hosting service that guarantees 99.99 per cent reliability on a 24/7/365 basis—as
long as students or instructors are connected to the Internet, the servers are virtually
guaranteed to be operational.
Participant’s Guides are delivered at the website—students can read the Guide on n
their monitors or print out a copy, as they prefer.
There are extensive built-in “Help” screens explaining (1) each decision entry, (2) the n
information on each page of the Industry Reports, and (3) the numbers presented
in the Company Reports. The Help screens allow company co-managers to figure
things out for themselves, thereby curbing the need for students to always run to the
instructor with questions about “how things work”.
The results of each decision are processed automatically and are typically available n
to all participants 15 minutes after the decision deadline specified by the instructor/
game administrator.
Participants and instructors are notified via e-mail when the results are ready. n
Decision schedules are instructor-determined. Decisions can be made once n
per week, twice per week, or even twice daily, depending on how instructors want
to conduct the exercise. One popular decision schedule involves 1 or 2 practice
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xv Preface
decisions, 6–10 regular decisions, and weekly decisions across the whole term.
A second popular schedule is 1 or 2 practice decisions, 6–8 regular decisions, and
biweekly decisions, all made during the last 4 to 6 weeks of the course (when it can
be assumed that students have pretty much digested the contents of Chapters 1–6,
become somewhat comfortable with what is involved in crafting strategy for a
single-business company situation, and have prepared several assigned cases).
A third popular schedule is to use the simulation as a “final exam” for the course,
with daily decisions (Monday to Friday) for the last two weeks of the term.
Instructors have the flexibility to prescribe 0, 1, or 2 practice decisions and from 3 to n
10 regular decisions.
Company teams can be composed of 1 to 5 players each and the number of n
companies in a single industry can range from 4 to 12. If your class size is too large
for a single industry, then it is a simple matter to create two or more industries for a
single-class section.
Following each decision, participants are provided with a complete set of n
reports—a six-page Industry Report, a one-page Competitive Intelligence report
for each geographic region that includes strategic group maps and bulleted lists
of competitive strengths and weaknesses, and a set of Company Reports (income
statement, balance sheet, cash flow statement, and assorted production, marketing,
and cost statistics).
Two “open-book” multiple-choice tests of 20 questions (optional, but strongly n
recommended) are included as part of each of the two simulations. The quizzes
are taken online and automatically graded, with scores reported instantaneously to
participants and automatically recorded in the instructor’s electronic gradebook.
Students are automatically provided with three sample questions for each test.
Both simulations contain a three-year strategic plan option that you can assign. n
Scores on the plan are automatically recorded in the instructor’s online gradebook.
At the end of the simulation, you can have students complete online peer n
evaluations. (Again, the scores are automatically recorded in your online gradebook.)
Both simulations have a Company Presentation feature that enables students to easily n
prepare PowerPoint slides for use in describing their strategy and summarizing their
company’s performance in a presentation either to the class, the instructor, or an
“outside” board of directors.
For more details on either simulation, please consult the Instructor’s Manual or visit the
simulation websites (www.bsg-online.com and www.glo-bus.com). The websites provide a
wealth of information, including a “Guided Tour” link that takes about five minutes. Once
you register (there’s no obligation), you’ll be able to access the Instructor’s Guide and a
set of PowerPoint Presentation slides that you can skim to preview the two simulations
in some depth. The simulation authors will be glad to provide you with a personal tour
of either or both websites (while you are on your PC) and walk you through the many
features that are built into the simulations. We think you’ll be quite impressed with the
capabilities that have been programmed into The Business Strategy Game and GLO-BUS,
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xvi Preface
the simplicity with which both simulations can be administered, and their exceptionally
tight connection to the text chapters, core concepts, and standard analytical tools.
Student Support Materials for the Second South African Edition
S
tudents have access to the latest international resources, by referring to the website
of Thompson and Strickland: Crafting and Executing Strategy: Text and Readings
17e (www.mhhe.com/thompson) The following resources are available:
Self-scoring 20-question chapter tests that students can take to measure their grasp of n
the material presented in each of the 13 chapters.
A “Guide to Case Analysis” containing sections on what a case is, why cases are a n
standard part of courses in strategy, preparing a case for class discussion, doing a
written case analysis, doing an oral presentation, and using financial ratio analysis to
assess a company’s financial condition. We suggest having students read this Guide
prior to the first-class discussion of a case.
A select number of PowerPoint slides for each chapter. n
Instructor Support Materials
Instructors adopting this book are invited to go to www.mcgraw-hill.co.uk/textbooks/hough
to access the following resources.
Instructor’s Manual
The accompanying Instructor’s Manual based on the US edition of Thompson: Crafting
and Executing Strategy, contains a section on suggestions for organizing and structuring
your course, sample syllabi and course outlines, a set of lecture notes on each chapter, a
copy of the test bank, and comprehensive teaching notes for each of the cases.
Test Bank
The test bank is prepared by Thompson/Strickland and based on the US edition, containing
over 1200 multiple-choice questions and short-answer/essay questions.
PowerPoint Slides
The PowerPoint slides have been adapted to suite the SA Edition. To facilitate delivery
preparation of your lectures and to serve as chapter outlines, you’ll have access to
colourful and professional-looking slides displaying core concepts, analytical procedures,
key points, and all the figures in the text chapters.
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xvii Preface
Cases and Teaching notes
Teaching notes have been prepared for the South African cases. Five additional web cases
from the US Edition is available as well as their teaching notes.
The Business Strategy Game and GLO-BUS Online Simulations
Using one of the two companion simulations is a powerful and constructive way of
emotionally connecting students to the subject matter of the course. We know of no more
effective and interesting way to stimulate the competitive energy of students and prepare
them for the rigours of real-world business decision making than to have them match
strategic wits with classmates in running a company in head-to-head competition for
global market leadership.
Resources for Assembling a Set of Custom Cases
Using the capabilities of McGraw-Hill’s Primis division, instructors can go online to
www.mhhe.com/primis, browse the cases that have appeared in our last four editions
(as well as other sources), and quickly assemble a customized collection of cases that can
be delivered in either printed copy or e-book form. Teaching notes for all these cases are
available.
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xviii
T
he Publisher would like to acknowledge the following contributors to this text:
Acknowledgements
Vi Makin, University of South Africa
Roy Braxton, Braxton Group
Our thanks go to the following reviewers for their comments at various stages in the text’s
development:
Annemarie Davis, University of South Africa
Rababa Mmereki, University of Botswana
Elroy Smith, Nelson Mandela Metropolitan University
Hein Oosthuizen, Stellenbosch Business School
Adrian Haupt, Cape Peninsula University
Louw Van der Walt. University of the North West
Pat Naiken, University of KwaZulu Natal
We also wish to thank the following institutions and people for permission to print
material:
Wits Case Centre
Andre Parker
Viola Makin
Josheph Lampel, New York University
Management Today
Manpower Australia
Harvard Business Review
MIT Sloan Management/Tribune Media services
Journal of Business Strategy
Emerald Group Publishing Limited
Ashok Som, ESSEC Business School
Business & Society Review
and
Strategy and Business:
Reprinted with permission from strategy + business, published by Booz & Company.
www.strategy-business.com.
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xix Acknowledgements
Every effort has been made to trace and acknowledge ownership of copyright and to
clear permission for material reproduced in this book. The publisher will be pleased to
make suitable arrangement to clear permission with any copyright holder whom it has not
been possible to contact.
We value your recommendations and thoughts about the book. Your comments
regarding coverage and contents will be taken to heart, and we are always grateful for the
time you take to call our attention to printing errors, deficiencies and other shortcomings.
Johan Hough
Arthur A. Thompson
A. J. Strickland
John E. Gamble
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xx
Chapter Introduction
Each chapter opens with an
introduction, providing an
overview of the topic and
placing this within its wider
strategic context.
Guided Tour
4 Chapter 01 What is Strategy? Integration and Strategic Alignment
“Strategy means making clear-c
how to compete
1.1 Introduction
H
igh school graduates face five broad strategic issue
themselves in adult life and to prepare themselves
the safety of their home and school environment: What
programme to follow? What career to choose? Who to m
Where to live? These issues are life changing and take c
and many decisions to ensure success in life, and we all
techniques in the world cannot guarantee academic or c
happy marriage or even intelligent children!
Correspondingly, managers also face broad strategic
their company’s business prospects: What’s the compan
the company need to go from here? How should it get th
strategies to ensure sustainable competitive advantage?
we need to create strategic alliances or make the compe
These questions force managers to evaluate industry
Core Concepts
These are key strategic
terms, which you will
need to familiarize yourself
with. They are highlighted
throughout the chapter
and explained in separate
boxes for easy reference
1.7 The Concept of a Company Value Chain
E
very company’s business consists of a collection of activit
of designing, producing, marketing, delivering, and suppo
that create value for buyers. All of the various activities that a
combine to form a value chain.
Chapter 4 describes a company’s value chain as two broa
namely the primary activities that are foremost in creating va
requisite support activities that facilitate and enhance the per
activities.
At this early stage it is important to know that the combin
activities in a company’s value chain define the company’s in
the cost of each activity contributes to whether the company
relative to rivals is favourable or unfavourable. The tasks of v
benchmarking are to develop the data for comparing a comp
against the costs of key rivals and to learn which internal acti
advantage or cost disadvantage.
It is clear that good strategies alone will not ensure that o
sustained results but that execution and alignment are cruci
strategies with its customers, internal business processes, re
people and performance systems. The following part of this
aligning principles, alignment challenges and different ways
organization.
CORE CONCEPT: A company’s value chain identifies the primary a
value and the related support activities.
Though known to everyone in the organization, they are difficult to rais
open discussion, organizational diagnosis and change plan. That is why
(2000) called them the “Silent Killers”.5
Ineffective
top team
Unclear strategy
and priorities
Poor vertical
communication
Poor coordination
across functions
and businesses
Inadequ
down-the
leadership
and develo
Quality of Learning
Top down or
laissez-faire seni
management sty
FIGURE 1.2 Barriers to strategic alignment
Source: Based on discussions in M. Beer, S. Voelpel, M. Leibold and E. Tekie (2005) “Strategic management as
Developing fit and alignment through a disciplined process”, Long Range Planning, 38, p. 452.
Unclear strategy and conflicting priorities, an ineffective senior team
is too controlling or too disengaged in management style, can all interac
senior team from developing a high-quality business and organizational
Summary
T
he managerial process of crafting and execu
interrelated and integrated phases:
Developing a strategic vision 1 of where the c
product/market/customer/technology focus
long-term direction, infuses the organizatio
communicates management’s aspirations to
Setting objectives 2 to spell out for the compa
performance is expected, and by when. Th
amount of organizational stretch. A balance
company performance entails setting both f
C 3 rafting a strategy to achieve the objectives
strategic course that management has chart
principally with forming responses to chang
devising competitive moves and market ap
competitive advantage, building competitiv
capabilities, and uniting the strategic action
The more a company’s operations cut acro
geographical areas, the more strategy maki
managers and company personnel at many
Figures and Tables
Each chapter provide a number
of figures and table to help you
to visualize various strategic
ideas, and to illustrate and
summarize important concepts.
Illustration Capsules
Situated throughout each
chapter, these capsule
boxes illustrate the chapter
topic by applying it to real-
life strategic decisions.
Chapter Summary
This brief review and reinforces the main
topic you will have covered in each
chapter, to ensure you have acquired a
solid understanding of the key issues
Vodacom
To democratise the telephony market in Afr
information society by offering access to infor
devices. Vodacom’s commitment to this indu
dedication to its stakeholders, customers, emp
Coca-Cola Sabco
We will be the best Coca-Cola bottler in the wo
Basil Read
To be a diversified construction group competi
Peugeot
To positively contribute to the Southern Africa
Atlanta Web Printers
To be the first choice in the printed communic
best choice, and being the best is what Atlanta
every day!
Balanced Scorecard Institute of South Africa
It is our vision to instill high performance cu
businesses
Illustration Capsule 2.1: Examples of Strat
They Measure Up?
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xxi
Visit www.mcgraw-hill.co.uk/textbooks
Online Learning Centre (OLC)
After completing each chapter, log on to the
supporting Online Learning Centre website.
Take advantage of the study tools offered
to reinforce the material you have read in
the text, and to develop your knowledge of
psychology in a fun and effective way.
Resources for students include:
Glossary (including local language versions) n
Weblinks n
Self-test multiple choice, true/false and n
essay questions
Link to Silvius n
In-Psych CD n
Also available for lecturers:
Instructor’s Manual n
PowerPoint presentations n
Image library n
BPS course matching guidelines n
PrepCenter n
Test Bank available in McGraw-Hill
EZ Test Online
A test bank of hundreds of questions is available
to lecturers adopting this book for their module.
A range of questions is provided for each chapter including multiple choice, true or false,
and short answer or essay questions. The questions are identified by type, difficulty, and
topic to help you to select questions that best suit your needs and are accessible through
an easy-to-use online testing tool, McGraw-Hill EZ Test Online.
McGraw-Hill EZ Test Online is accessible to busy academics virtually anywhere - in
their office, at home or while travelling - and eliminates the need for software installation.
Lecturers can chose from question banks associated with their adopted textbook or easily
create their own questions. They also have access to hundreds of banks and thousands of
questions created for other McGraw-Hill titles. Multiple versions of tests can be saved for
Technology to Enhance
Learning and Teaching
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xxii Technology to Enhance Learning and Teaching
delivery on paper or online through WebCT, Blackboard and other course management
systems. When created and delivered though EZ Test Online, students’ tests can be
immediately marked, saving lecturers time and providing prompt results to students.
To register for this FREE resource, visit www.eztestonline.com
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xxiii
At McGraw-Hill Education our aim is to help lecturers to find the most suitable content for
their needs delivered to their students in the most appropriate way. Our custom publishing
solutions offer the ideal combination of content delivered in the way which best suits
lecturer and students.
Our custom publishing programme offers lecturers the opportunity to select just the
chapters or sections of material they wish to deliver to their students from a database
called CREATE™ at
Custom Publishing
Solutions: Let us help
make our Content
your Solution
www.mcgrawhillcreate.com
CREATE™ contains over two million pages of content from:
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case books–Harvard Articles, Insead, Ivey, Darden, Thunderbird and BusinessWeek n
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Across the following imprints:
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xxiv Custom Publishing Solutions
There is also the option to include additional material authored by lecturers in the custom
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We will take care of everything from start to finish in the process of developing and
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material needed in the most suitable way.
With a Custom Publishing Solution, students enjoy the best selection of material deemed
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Please contact your local McGraw-Hill representative with any questions or alternatively
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xxv
About the Authors v
Preface viii
Acknowledgements xviii
Guided tour xx
PART 01: The Scope and Dynamics of Strategic Management 1
1 What is Strategy? Integration and Strategic Alignment 3
2 The Managerial Process of Crafting and Executing Strategy 22
PART 02: Concept and Analytical Tools 53
3 Analysing a Company’s External Environment 55
4 Analysing a Company’s Internal Resources and Competitive Capabilities 107
PART 03: Crafting a Strategy to Create Sustainable High Performance 145
5 The Five Generic Competitive Strategies 147
6 Tailoring Strategy to Fit Specific Industry and Company Situations 176
7 Enterprise Performance Management 217
PART 04: Executing and Aligning the Strategy 243
8 Building an Organization Capable of Good Strategic Execution and
Good Strategic Alignment 245
9 Leadership, Culture and Teamwork 284
10 Corporate Governance and Sustainability 315
PART 05: Readings in Crafting and Executing Strategy R1
Reading 01: Can you say what your strategy is? R3
David J. Collis and Michael G. Rukstad
Reading 02: Enabling bold vision R16
Douglas A. Ready and Jay A. Conger
Reading 03: Location, location: The geography of industry clusters R29
Holger Schiele
Reading 04: The DNA of innovation R39
C. Brooke Dobni
Reading 05: Hitting back: Strategic responses to low-cost rivals R48
Jim Morehouse, Bob O’Meara, Christian Hagen and
Todd Huseby
Reading 06: Strategic management as organizational learning:
Developing fit and alignment through a disciplined process R61
Michael Beer, Sven C. Voelpel, Marius Leibold and
Eden B. Tekie
Brief Table of Contents
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xxvi Brief Table of Contents
Reading 07: How to build an organization in which executives will flourish:
A blueprint for strategic leadership R88
Steven Wheeler, Walter McFarland and Art Kleiner
Reading 08: Turning great strategy into great performance R103
Michael C. Mankins and Richard Steele
Reading 09: The role of strategy, culture and leadership in the
Nedbank turnaround—The Tom Boardman story R114
PART 06: Cases in Crafting and Executing Strategy C1
Case 01: Robin Hood C3
Joseph Lampel
Case 02: Corona Beer: From a local Mexican player to a global brand C6
Ashok Som
ESSEC Business School
Case 03: MTN in Nigeria: Exceeding expectations C19
Andrè Parker
Case 04: SABMiller’s Trek into Africa: Tanzania Breweries Ltd C28
Andrè Parker
Case 05: Sabco’s business turnaround of Coca-Cola Sabco in Ethiopia C38
Andrè Parker
Case 06: Maria Ramos: Transforming transnet strategy C45
Wits Business School
Case 07: Using strategy maps and the balanced scorecard effectively:
the case of Manpower Australia C64
Suresh Cuganesan
Guy Ford
Case 08: Southwest Airlines: Culture, values and operating practices C83
Arthur A. Thompson
John E. Gamble
Case 09: Harley-Davidson C120
John E. Gamble
Roger Schäfer
Case 10: Brett Kebble’s corporate scandals C144
Vi Makin
Endnotes C148
Indexes 000
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xxvii
About the Authors v
Preface viii
Acknowledgements xviii
Guided tour xx
PART 01: The Scope and Dynamics of
Strategic Management 1
1 What is Strategy? Integration and
Strategic Alignment 3
1.1 Introduction 4
1.2 Defining Strategy 5
1.3 Defining Vision and Mission 5
1.4 Strategy and the Quest for
Competitive Advantage 6
1.5 The Relationship between a
Company’s Strategy and its
Business Model 7
1.6 Analysing a Company’s Resources
and Competitive Position 11
1.6.1 Identifying Company
Resource Strengths
and Competitive
Capabilities 12
1.7 The Concept of a Company
Value Chain 12
1.8 Principles of Creating a Strategy-
Aligned Organization 13
1.9 Killers of Strategic Alignment
and Fit 13
1.10 Managing Alignment: Different
Views 15
1.11 Managing Alignment to Ensure
Line-of-Sight 16
1.12 Good Strategy + Good
Alignment + Good Strategy
Execution = Good Management 19
1.13 Strategy Process Followed in
this Book 19
Summary 20
References 21
2 The Managerial Process
of Crafting and Executing
Strategy 22
2.1 Introduction 23
2.2 Developing a Strategic Vision
(Phase 1) 24
Detailed Table of
Contents
2.2.1 Considerations and
Characteristics of an Effectively
Worded Strategic Vision 24
2.2.2 Strategic Vision Covers
Different Ground From the
Typical Mission Statement 27
2.2.3 Communicating the Strategic
Vision 29
2.2.4 Linking the Vision/Mission with
Company Values 31
2.3 Setting Objectives (Phase 2) 34
2.3.1 Nature of Objectives 34
2.3.2 What Kinds of Objectives to
Set: The Need for a Balanced
Scorecard 35
2.4 Crafting a Strategy (Phase 3) 39
2.4.1 Who Participates in Crafting a
Company’s Strategy? 39
2.4.2 The Strategy-Making Role of
Corporate Intrapreneurs 41
2.4.3 A Company’s Strategy-Making
Hierarchy 42
2.4.4 Uniting the Strategy-Making
Effort 44
2.4.5 A Strategic Vision +
Objectives + Strategy =
A Strategic Plan 45
2.5 Implementing and Executing
the Strategy (Phase 4) 46
2.6 Evaluating Performance
and Initiating Corrective
Adjustments (Phase 5) 47
2.7 Corporate Governance: The Role
of the Board of Directors 48
Summary 51
References 52
PART 02: Concept and Analytical Tools 53
3 Analysing a Company’s External
Environment 55
3.1 Introduction 56
3.2 The Strategically Relevant
Components of a Company’s
External Environment 57
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3.9 What are the Key Factors for Future
Competitive Success? 100
3.10 Does the Outlook for the Industry
Present the Company with an
Attractive Opportunity? 103
Summary 104
References 106
4 Analysing a Company’s Internal
Resources and Competitive
Capabilities 107
4.1 Introduction 108
4.2 How Well is the Company’s
Present Strategy Working? 108
4.3 What are the Company’s Resource
Strengths and Weaknesses and its
External Opportunities and Threats? 112
4.3.1 Identifying Company
Resource Strengths and
Competitive Capabilities 113
4.3.2 Assessing a Company’s
Competencies and
Capabilities—What Activities
Does It Perform Well? 114
4.3.3 What is the Competitive
Power of a Resource
Strength? 116
4.3.4 Identifying Company Resource
Weaknesses and Competitive
Deficiencies 118
4.3.5 Identifying a Company’s Market
Opportunities 120
4.3.6 Identifying the External Threats
to a Company’s Future
Profitability 121
4.3.7 What Do the SWOT Listings
Reveal? 122
4.4 Are the Company’s Prices and
Costs Competitive? 124
4.4.1 The Concept of a Company’s
Value Chain 125
4.4.2 A Company’s Primary and
Support Activities Identify the
Major Components of its Cost
Structure 127
4.4.3 Why the Value Chains of
Rival Companies Often Differ 127
4.4.4 The Value-Chain System for an
Entire Industry 128
4.4.5 Activity-Based Costing: A Tool
for Assessing a Company’s
Cost Competitiveness 130
3.3 Thinking Strategically About a
Company’s Industry and
Competitive Environment 58
3.4 What are the Industry’s Dominant
Economic Features? 59
3.5 What Kinds of Competitive Forces
are Industry Members Facing? 61
3.5.1 Competitive Pressures
Associated with Rival Sellers 62
3.5.2 Competitive Pressures
Associated with the Threat of
New Entrants 67
3.5.3 Competitive Pressures from the
Sellers of Substitute Products 72
3.5.4 Competitive Pressures
Stemming from Supplier
Bargaining Power and
Supplier–Seller Collaboration 74
3.5.5 Competitive Pressures
Stemming from Buyer Bargaining
Power and Seller–Buyer
Collaboration 78
3.5.6 Is the Collective Strength of
the Five Competitive Forces
Conducive to Good
Profitability? 81
3.6 What Factors are Driving Industry
Change and What Impacts
Will They Have? 83
3.6.1 The Concept of Driving Forces 83
3.6.2 Identifying an Industry’s
Driving Forces 84
3.6.3 Assessing the Impact of the
Driving Forces 93
3.6.4 Developing a Strategy
That Takes the Impacts of
the Driving Forces into Account 93
3.7 What Market Positions Do
Rivals Occupy—Who is Strongly
Positioned and Who is Not? 94
3.7.1 Using Strategic Group Maps to
Assess the Market Positions of
Key Competitors 94
3.7.2 What Can Be Learned from
Strategic Group Maps? 97
3.8 What Strategic Moves are Rivals
Likely to Make Next? 98
3.8.1 Identifying Competitors’
Strategies and Resource
Strengths and Weaknesses 98
3.8.2 Predicting Competitors’
Next Moves 99
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4.4.6 Benchmarking: A Tool
for Assessing Whether a
Company’s Value-Chain
Costs are in Line 131
4.4.7 Strategic Options for
Remedying a Cost
Disadvantage 133
4.4.8 Translating Proficient
Performance of Value-Chain
Activities into Competitive
Advantage 135
4.5 Is the Company Competitively
Stronger or Weaker than Key Rivals? 137
4.5.1 Interpreting the Competitive
Strength Assessments 140
4.6 What Strategic Issues and
Problems Merit Immediate
Managerial Attention? 141
Summary 142
References 143
PART 03: Crafting a Strategy to Create
Sustainable High Performance 145
5 The Five Generic Competitive
Strategies 147
5.1 Introduction 148
5.2 The Five Generic Competitive
Strategies 148
5.3 Low-Cost Provider Strategies 150
5.3.1 Cost-Efficient Management of
Value-Chain Activities 151
5.3.2 Revamping the Value Chain to
Curb or Eliminate Unnecessary
Activities 154
5.3.3 The Keys to Success in
Achieving Low-Cost Leadership 157
5.3.4 When a Low-Cost Provider
Strategy Works Best 157
5.3.5 The Pitfalls of a Low-Cost
Provider Strategy 158
5.4 Broad Differentiation Strategies 159
5.4.1 Types of Differentiation
Themes 159
5.4.2 Where Along the Value Chain
to Create the Differentiating
Attributes 160
5.4.3 The Four Best Routes to
Competitive Advantage via a
Broad Differentiation Strategy 161
5.4.4 The Importance of Perceived
Value and Signalling Value 162
5.4.5 When a Differentiation
Strategy Works Best 162
5.4.6 The Pitfalls of a Differentiation
Strategy 163
5.5 Best-Cost Provider Strategies 165
5.5.1 When a Best-Cost Provider
Strategy Works Best 166
5.5.2 The Big Risk of a Best-Cost
Provider Strategy 167
5.6 Focused (or Market Niche)
Strategies 168
5.6.1 A Focused Low-Cost
Strategy 168
5.6.2 A Focused Differentiation
Strategy 169
5.6.3 When a Focused Low-Cost
or Focused Differentiation
Strategy is Attractive 170
5.6.4 The Risks of a Focused
Low-Cost or Focused
Differentiation Strategy 171
5.7 The Contrasting Features of the Five
Generic Competitive Strategies:
A Summary 172
Summary 174
References 175
6 Tailoring Strategy to Fit Specific
Industry and Company Situations 176
6.1 Introduction 177
6.2 Strategies for Competing in
Emerging Industries 177
6.2.1 The Unique Characteristics
of an Emerging Industry 178
6.2.2 Strategy Options for Emerging
Industries 180
6.3 Strategies for Competing in
Rapidly Growing Markets 182
6.4 Strategies for Competing in
Maturing Industries 184
6.4.1 How Slowing Growth Alters
Market Conditions 184
6.4.2 Strategies that Fit Conditions
in Maturing Industries 186
6.4.3 Strategic Pitfalls in Maturing
Industries 187
6.5 Strategies for Competing
in Stagnant or Declining
Industries 188
6.5.1 End-Game Strategies for
Declining Industries 189
Detailed Table of Contents
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6.6 Strategies for Competing in
Turbulent, High-Velocity Markets 190
6.6.1 Ways to Cope with Rapid
Change 191
6.6.2 Strategy Options for Fast-
Changing Markets 192
6.7 Strategies for Competing in
Fragmented Industries 194
6.7.1 Reasons for Supply-Side
Fragmentation 194
6.7.2 Competitive Conditions in a
Fragmented Industry 195
6.7.3 Strategy Options for
Competing in a Fragmented
Industry 196
6.8 Strategies for Sustaining Rapid
Company Growth 197
6.8.1 The Risks of Pursuing
Multiple-Strategy Horizons 199
6.9 Strategies for Industry Leaders 199
6.10 Strategies for Runner-up Companies 202
6.10.1 Obstacles for Companies
with Small Market Shares 203
6.10.2 Offensive Strategies to Build
Market Share 203
6.10.3 Other Strategic
Approaches for Runner-Up
Companies 204
6.11 Strategies for Weak and Crisis-
Ridden Businesses 206
6.11.1 Turnaround Strategies for
Businesses in Crisis 206
6.11.2 The Chances of a
Successful Turnaround are
Not High 210
6.11.3 Harvest Strategies for Weak
Businesses 210
6.11.4 Liquidation: The Strategy of
Last Resort 211
6.12 Ten Commandments for Crafting
Successful Business Strategies 212
Summary 213
References 215
7 Enterprise Performance
Management 217
7.1 Introduction 218
7.2 Enterprise Performance
Management Framework 218
7.2.1 The Core Elements for
Enterprise Performance
Management 219
7.2.2 The Levels of Enterprise
Performance Management 219
7.3 Vision and Strategy—The Driving
Force for Enterprise Performance
Management 219
7.4 Balanced Performance Measures:
The Balanced Scorecard (BSC) 221
7.4.1 The Four Perspectives 222
7.4.2 Objectives, Measures, Targets
and Initiatives 223
7.4.3 The Strategy Map 223
7.4.4 Cause-and-Effect Relationships 224
7.4.5 Value of the Balanced
Scorecard and Strategy Map 225
7.4.6 Mapping the Strategy for
Success 225
7.5 People Management 227
7.5.1 Recruitment and Selection 229
7.5.2 Orientation and Induction 230
7.5.3 Managing Performance 231
7.5.4 The Cascading Process 231
7.6 Performance Management 232
7.6.1 The Use of Role Profiles 232
7.6.2 The Performance Contract—
Defining the Relationship
Between Competencies
and Results 234
7.6.3 The Annual Performance
Management Cycle 234
7.6.4 Personal Development Plan 236
7.6.5 Learning and Development 239
7.6.6 Career and Talent
Management 239
7.6.7 Remuneration and Rewards 240
7.7 Determine Return on Investment
(ROI) from People Management
Processes 241
Summary 242
References 242
PART 04: Executing and Aligning the Strategy 243
8 Building an Organization Capable
of Good Strategy Execution and
Good Strategic Alignment 245
8.1 Introduction 246
8.2 A Framework for Executing
Strategy 248
8.3 The Principal Managerial
Components of the Strategy
Execution Process 248
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8.4 Building an Organization Capable
of Good Strategy Execution 251
8.5 Staffing the Organization 252
8.5.1 Putting Together a Strong
Management Team 252
8.5.2 Recruiting and Retaining
Capable Employees 255
8.6 Building Core Competencies and
Competitive Capabilities 257
8.6.1 The Three-Stage Process of
Developing and Strengthening
Competencies and
Capabilities 257
8.6.2 The Strategic Role of
Employee Training 262
8.6.3 From Competencies and
Capabilities to Competitive
Advantage 262
8.7 Execution-Related Aspects of
Organizing the Work Effort 263
8.7.1 Deciding Which Value
Chain Activities to Perform
Internally and Which to
Outsource 263
8.7.2 Making Strategy-Critical
Activities the Main Building
Blocks of the Organization
Structure 266
8.7.3 Determining the Degree of
Authority and Independence
to Give Each Unit and Each
Employee 267
8.7.4 Providing for Internal
Cross-Unit Coordination 271
8.7.5 Providing for Collaboration
with Outside Suppliers and
Strategic Allies 273
8.8 Creating Movement and Energy 274
8.8.1 Managerial Styles and the
Impact They Have on the
Organization’s (Business Unit’s)
Culture 274
8.8.2 Act as a Role Model for Your
Organization’s Culture 275
8.8.3 Ensure Key People are in
Positions of Influence 276
8.8.4 Align Department Systems
with the Organization’s
(Business Unit’s) Culture
Requirements 277
8.9 Current Organizational Trends 280
Summary 281
References 283
9 Leadership, Culture and Teamwork 284
9.1 Introduction 285
9.2 What is Leadership? 285
9.3 Components of Leadership 288
9.3.1 Personal Level 289
9.3.2 Interpersonal Level 289
9.3.3 Managerial Level 289
9.3.4 Organizational Level 290
9.4 Adjusting Your Approach According
to the Situation—Situational
Leadership Model 290
9.5 Four Leadership Styles 292
9.6 Becoming a More Effective
Leader—Leadership Behaviours
and Skills 292
9.7 Specific Task-Oriented Behaviours 293
9.8 Change Leadership 295
9.9 Leadership and Trust 296
9.10 Culture 297
9.11 What is Organizational Culture? 297
9.12 Mapping Culture—The Culture
Strategy 298
9.12.1 Brand Values 299
9.12.2 Workplace Values 299
9.13 Why Should You Measure
Organization Culture? 301
9.14 Shaping Your Organization’s
Culture—The Culture Process 302
9.14.1 Phase 1: Design (PLAN) 302
9.14.2 Phase 2: Assessment (DO) 303
9.14.3 Phase 3: Review (CHECK) 304
9.14.4 Phase 4: Refine (ACT) 304
9.15 Effective Teamwork and Qualities
of Teams 305
9.16 Stages of Team Development 305
9.16.1 Forming 306
9.16.2 Storming 307
9.16.3 Norming 308
9.16.4 Performing 308
9.17 Building Effective Teams 309
9.17.1 Establish a Clear Purpose 310
9.17.2 Create a Positive Climate/
Open Communication 311
9.17.3 Create an Environment of
Participation/ Commitment 311
9.17.4 Establish Roles 311
Detailed Table of Contents
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10.9 Risk Governance 341
10.9.1 Risk Management 341
Summary 342
References 342
Illustration Capsules
Chapter 1
1.1: Capitec Bank and
Nedbank: Two Contrasting
Business Models 9
Chapter 2
2.1: Examples of Strategic Visions—
How Well Do They
Measure Up? 27
2.2: The Connection Between
Yahoo’s Mission and
Core Values 33
2.3: Examples of Company
Objectives 37
Chapter 3
3.1: Can Mango Give Low-Cost
Rivals the Pip in Turbulent
Times and Prevent Overlapping? 70
3.2: SABmiller’s BEE Deal Shuns the
Fashionable Recipients 90
3.3: Harnessing-and-Developing-
Talent 91
Chapter 4
4.1: Benchmarking and Ethical
Conduct 132
Chapter 5
5.1: Middle-East Low-Cost Carrier
Set to Fly into Strong Growth 150
5.2: Toyota’s Best-Cost Producer
Strategy for its Lexus Line in
the USA 166
5.3: Formula 1 Hotels’ Focused
Low-Cost Strategy 169
5.4: 1st for Women Places
Women First—1st for Women
Insurance Brokers 170
Chapter 6
6.1: The Joule: Africa’s First
All-Electric Car 179
6.2: The Satellite Society 183
6.3: Distell Buys Chateau in
Cognac 200
6.4: Transnet’s Growth and
Turnaround Strategy 208
Detailed Table of Contents
9.17.5 Create a Climate for
Civilized Disagreement and
Consensus Decisions 311
9.17.6 Lead Effectively 312
9.17.7 Establish External Relations 312
9.17.8 Celebrate Style, Diversity
and Creativity 312
9.17.9 Assess Team Effectiveness 313
Summary 314
References 314
10 Corporate Governance and
Sustainability 315
10.1 Introduction 316
10.2 The King III Report 319
10.2.1 Governance Framework—
”Apply or Explain” 320
10.2.2 Integrated Reporting 320
10.2.3 Combined Assurance 320
10.3 New Concepts Introduced in
King III 320
10.3.1 IT Governance 320
10.3.2 Shareholders, Approval of
Remuneration Policies 320
10.3.3 Directors’ Performance
Evaluation 321
10.3.4 Business Rescue 321
10.3.5 Alternative Dispute
Resolution (ADR) 321
10.3.6 Fundamental and Affected
Transactions 321
10.4 Public Companies 322
10.4.1 Separation of Ownership
and Control 323
10.5 Corporate Governance 325
10.5.1 Defining Governance 325
10.5.2 Governance Test 326
10.6 The King Reports on Corporate
Governance for South Africa 327
10.7 Sustainability and Ethics 329
10.7.1 Link to Strategy 330
10.8 Directors, Boards and Committees 331
10.8.1 Board Committees 331
10.8.2 Effective Board Leadership 334
10.8.3 Role of the Chairman
and the Non-Executive
Director 338
10.8.4 Board Failure 339
10.8.5 Board of Directors and
Audit Committee: Combined
Assurance and Internal
Financial Controls 339
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Reading 3 Location, location:
The geography of industry
clusters R29
Holger Schiele
Productivity benefits, innovation
and higher profitability:
Competitive advantages of
companies located within
clusters R30
How to recognize a cluster R31
Implications of clusters for
Management R36
Reading 4 The DNA of innovation R39
C. Brooke Dobni
What is innovation and why
does it matter? R39
What is innovation DNA? R40
The innovation DNA
sequence R41
Reading 5 Hitting back: Strategic
responses to low-cost
rivals R48
Jim Morehouse
Bob O’Meara
Christian Hagen
Todd Huseby
Sting like a Bee R49
Your hands can’t hit what
your eyes can’t see R50
Short-term tactics R54
Long-term strategies R56
Low-cost rival in the ring R56
Thriving against aggressive
low-cost competitors R58
Reading 6 Strategic management as
organizational learning:
Developing fit and
alignment through a
disciplined process R61
Michael Beer
Sven C. Voelpel
Marius Leibold
Eden B. Tekie
Introduction R62
Organizational “fit” and
“fitness” R63
Approaches to achieving
organizational fit and fitness R64
Chapter 7
7.1: The Need for a Seamless
Technology Solution 228
Chapter 8
8.1: First National Bank—Branch
Banking Division’s Approach to
Creating Managerial Excellence
at all Levels Throughout
the Business 253
8.2: Toyota’s Legendary Production
System: A Capability That
Translates into Competitive
Advantage 260
Chapter 9
9.1: Leadership Challenges in
Africa and South Africa 286
9.2: Leadership and
Entrepreneurial Mindset
Contributing to Value System 299
9.3: How to Build a Teamwork
Culture 313
Chapter 10
10.1: Brett Kebble’s Corporate
Scandals 316
10.2: Failure of Fidentia 317
10.3: Macmed Health Care Ltd:
Sending the Right Message 318
PART 05: Readings in Crafting and Executing
Strategy R1
Reading 1 Can you say what your
strategy is? R3
David J. Collis
Michael G. Rukstad
Elements of a strategy
statement R4
Defining the objective R5
Defining the scope R7
Defining the advantage R8
Developing a strategy
statement R12
Reading 2 Enabling bold visions R16
Douglas A. Ready
Jay A. Conger
Why many bold visions derail R17
The change model R19
Continuous revision R27
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xxxiv Detailed Table of Contents
PART 06: Cases in Crafting and Executing
Strategy C1
Case 01 Robin Hood C3
Joseph Lampel
Case 02 Corona Beer: From a local
Mexican player to a global
brand C6
Ashok Som
ESSEC Business School
Case 03 MTN in Nigeria: Exceeding
Expectations C19
Andrè Parker
Case 04 SABMiller’s trek into Africa:
Tanzania Breweries Ltd C28
Andrè Parker
Case 05 Sabco’s business turnaround of
Coca-Cola Sabco in Ethiopia C38
Andrè Parker
Case 06 Maria Ramos: Transforming
Transnet strategy C45
Wits Business School
Case 07 Using strategy maps and the
Balanced Scorecard effectively:
The case of Manpower
Australia C64
Suresh Cuganesan
Guy Ford
Case 08 Southwest Airlines: Culture,
values and operating
practices C83
Arthur A. Thompson
John E. Gamble
Case 09 Harley-Davidson C120
John E. Gamble
Roger Schäfer
Case 10 Brett Kebble’s corporate
scandals C144
Vi Makin
Endnotes C148
Barriers to fit and fitness in
organizations R66
The silent killers of
organizational fitness R69
An integrated analytic
framework of organizational fit
and fitness R71
Results of HP’s SRSD R77
Organizational change
processes R79
Conclusion R83
Acknowledgements R83
Reading 7 How to build an organization
in which executives will
flourish: A blueprint for
strategic leadership R88
Steven Wheeler
Walter McFarland
Art Kleiner
Four starting points R90
The “why” factor R92
Purposeful initiatives R95
Balanced top teams R97
Organizational capabilities R98
The right questions R99
Reading 8 Turning great strategy into
great performance R103
Michael C. Mankins
Richard Steele
The strategy-to-performance
gap R104
Closing the strategy-
to-performance gap R106
Reading 9 The role of strategy, culture
and leadership in the
Nedbank turnaround—
The Tom Boardman story R114
Executive summary R114
It all starts with a vision, driven
by strategy R115
Corporate culture and values R116
Transformation R117
Leadership R119
Measurement and tracking R120
When it’s all said and done R121
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