Solution Manual for Contemporary Strategy

Analysis 10th by Grant

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Description:
Now in its tenth edition, Contemporary Strategy Analysis continues its
tradition of accessibility, practicality, and real-world relevance to graduate
and undergraduate students around the world. Focusing on strategic
analysis, value creation, and implementation, this book provides a rigorous
grounding in essential principles while offering up-to-date perspectives
based on practices used at leading companies across industries and
borders. Comprehensive coverage merges theory and application through
new and updated cases, and the discussion surrounding business policy,
business strategy, and the business environment links concept to context
for a holistic understanding of the mechanisms at work.

To keep pace with the field’s constant evolution, this new edition has been
revised to reflect the current business landscape with expanded coverage
of critical topics including disruption, innovation, technology, and other
factors impacting strategic planning and implementation. Global
perspectives throughout highlight the dynamic nature of strategic
management in the face of borderless business, equipping students with
the well-rounded knowledge base the future of business demands.

1. COVER
2. AUTHOR BIOGRAPHY
3. PREFACE TO TENTH EDITION
4. I INTRODUCTION
5. 1 The Concept of Strategy
6. The Role of Strategy in Success
7. The Basic Framework for Strategy Analysis
8. A Brief History of Business Strategy
9. Strategy Today
10. How is Strategy Made? The Strategy Process
11. Strategic Management of Not‐For‐Profit Organizations
12. II THE TOOLS OF STRATEGY ANALYSIS
13. 2 Goals, Values, and Performance
14. Strategy as a Quest for Value
15. Profit, Cash Flow, and Enterprise Value
16. Putting Performance Analysis into Practice
17. Beyond Profit: Values and Corporate Social Responsibility
18. Beyond Profit: Strategy and Real Options
19. 3 Industry Analysis: The Fundamentals
20. From Environmental Analysis to Industry Analysis
21. Analyzing Industry Attractiveness
22. Applying Industry Analysis to Forecasting Industry Profitability
23. Using Industry Analysis to Develop Strategy
24. Defining Industries: Where to Draw the Boundaries
25. From Industry Attractiveness to Competitive Advantage: Identifying Key Success
Factors
26. 4 Further Topics in Industry and Competitive Analysis
27. The Limits of Industry Analysis
28. Beyond the Five Forces: Complements, Ecosystems, and Business Models
29. Competitive Interaction: Game Theory and Competitor Analysis
30. Segmentation and Strategic Groups
31. 5 Analyzing Resources and Capabilities
32. The Role of Resources and Capabilities in Strategy Formulation
33. Identifying Resources and Capabilities
34. Appraising Resources and Capabilities
35. Developing Strategy Implications
36. 6 Organization Structure and Management Systems: The Fundamentals of Strategy
Implementation
37. Strategy Formulation and Strategy Implementation
38. The Fundamentals of Organizing: Specialization, Cooperation, and Coordination
39. Developing Organizational Capability
40. Organization Design
41. III BUSINESS STRATEGY AND THE QUEST FOR COMPETITIVE ADVANTAGE
42. 7 The Sources and Dimensions of Competitive Advantage
43. How Is Competitive Advantage Established?
44. How Is Competitive Advantage Sustained?
45. Cost Advantage
46. Differentiation Advantage
47. Can Firms Pursue Both Cost and Differentiation Advantage?
48. 8 Industry Evolution and Strategic Change
49. The Industry Life Cycle
50. The Challenge of Organizational Adaptation and Strategic Change
51. Managing Strategic Change
52. 9 Technology‐Based Industries and the Management of Innovation
53. Competitive Advantage in Technology‐Intensive Industries
54. Strategies to Exploit Innovation: How and When to Enter
55. Standards, Platforms, and Network Externalities
56. Implementing Technology Strategies: Internal and External Sources of Innovation
57. Implementing Technology Strategies: Organizing for Innovation
58. IV CORPORATE STRATEGY
59. 10 Vertical Integration and the Scope of the Firm
60. Transaction Costs and the Scope of the Firm
61. The Benefits and Costs of Vertical Integration
62. Designing Vertical Relationships
63. 11 Global Strategy and the Multinational Corporation
64. Implications of International Competition for Industry Analysis
65. Analyzing Competitive Advantage in an International Context
66. Internationalization Decisions: Locating Production
67. Internationalization Decisions: Entering a Foreign Market
68. Multinational Strategies: Global Integration versus National Differentiation
69. Implementing International Strategy: Organizing the Multinational Corporation
70. 12 Diversification Strategy
71. Motives for Diversification
72. Competitive Advantage from Diversification
73. Diversification and Performance
74. The Meaning of Relatedness in Diversification
75. 13 Implementing Corporate Strategy: Managing the Multibusiness Firm
76. The Role of Corporate Management
77. Managing the Corporate Portfolio
78. Managing Linkages Across Businesses
79. Managing Individual Businesses
80. Managing Change in the Multibusiness Corporation
81. Governance of Multibusiness Corporations
82. 14 External Growth Strategies: Mergers, Acquisitions, and Alliances
83. Mergers and Acquisitions
84. Strategic Alliances
85. 15 Current Trends in Strategic Management
86. The New Environment of Business
87. New Directions in Strategic Thinking
88. Redesigning Organizations
89. The Changing Role of Managers
90. CASES TO ACCOMPANY CONTEMPORARY STRATEGY ANALYSIS, TENTH EDITION
91. Case 1: Tough Mudder Inc.: Building Leadership in Mud Runs*
92. The Market for Endurance Sports
93. Growing the Company, Building the Brand
94. Tough Mudder in 2018
95. Case 2: Kering SA: Probing the Performance Gap with LVMH*
96. From PPR to Kering
97. Kering in 2018
98. Appendix 1: Kering SA: Financial Data
99. Appendix 2: LVMH: Selected Financial Data
100. Case 3: Pot of Gold? The US Legal Marijuana Industry*
101. Legalization
102. The Market for Marijuana
103. Development of Legal Marijuana Industry
104. The Economics of the Marijuana Business
105. Case 4: The US Airline Industry in 2018*
106. From Regulation to Competition
107. Firm Strategy
108. The Industry in 2018
109. Case 5: The Lithium‐Ion Battery Industry*
110. Lithium‐Ion Batteries
111. The Market for LIBs
112. The Manufacture of Lithium‐ion Batteries
113. Technology
114. The Supply Chain for LIBs
115. Case 6: Walmart, Inc. in 2018: The World's Biggest Retailer Faces New
Challenges*
116. History of Walmart
117. Walmart in 2018
118. Walmarts' Operations and Activities
119. Case 7: Harley‐Davidson, Inc. in 2018*
120. The History of Harley‐Davidson
121. The Heavyweight Motorcycle Market
122. Harley‐Davidson in 2018
123. Appendix: Financial Data
124. Case 8: BP: Organizational Structure and Management Systems*
125. A Brief History of BP
126. The Atomic Structure
127. The Performance Management System
128. BP as a Learning Organization
129. Social and Environmental Responsiveness
130. Adapting the Management Model, 2001–08
131. Findings of the Baker Panel
132. Case 9: Starbucks Corporation, March 2018*
133. The Starbucks Story
134. The Starbucks Experience
135. Broadening Corporate Scope: Diversification, Internationalization, and
Technology
136. Case 10: Eastman Kodak's Quest for a Digital Future*
137. Kodak's History, 1901–93
138. Committing to a Digital Future
139. Emphasis on Printed Images
140. Harvesting the Traditional Photography Business
141. Eastman Kodak in 2012
142. Competition
143. Kodak's Resources and Capabilities
144. Reflections
145. Case 11: The New York Times: Adapting to the Digital Revolution*
146. The US Newspaper Industry
147. Decline and Refocusing
148. Searching for an Online Business Model
149. Our Path Forward
150. Digital Initiatives
151. Looking to the Future
152. Case 12: Tesla: Disrupting the Auto Industry*
153. Electric Cars
154. Tesla Motors, 2003–2018
155. Tesla's Technology
156. Tesla's Future
157. Appendix
158. Case 13: Video Game Console Industry in 2018*
159. History of the Video Game Industry, 1972–2018
160. The Video Game Industry in 2018
161. Looking to the Future
162. Appendix: Financial Data for the Leading Console Makers
163. Case 14: Eni SpA: The Corporate Strategy of an International Energy Major*
164. The History of Eni
165. The Petroleum Industry in 2018
166. The Outlook for Eni in 2018
167. Appendix
168. Case 15: Zara: Super‐Fast Fashion*
169. A Brief History1
170. Zara in 20183
171. The Fashion Clothing Business
172. Meeting current and future challenges
173. Case 16: Manchester City:Building a Multinational Soccer Enterprise*
174. Manchester City Football Club
175. City Football Group Ltd.
176. Strategy
177. The Management Team
178. Player Sourcing, Assessment, and Development
179. Technology
180. Marketing
181. Community Involvement and Corporate Social Responsibility
182. Organizational Structure
183. Finance
184. Case 17: Haier Group: Internationalization Strategy*
185. Building Leadership in the Home Market
186. Haier's Management System
187. Internationalization
188. Haier's Future as a Global Company
189. Case 18: The Virgin Group in 2018*
190. Development of the Virgin Group, 1968–2017
191. The Virgin Group of Companies in 2018
192. Looking to the Future
193. Case 19: Google Is Now Alphabet—But What's the Corporate Strategy?*
194. The History of Google, 1996–2018
195. Alphabet's Management and Capabilities
196. The Future of Alphabet
197. Case 20: Restructuring General Electric*
198. The History of GE
199. GE's Business Portfolio
200. Planning for a New General Electric
201. Appendix: Extracts from General Electric Company Update, June 26, 2018
202. Case 21: Walt Disney, 21st Century Fox, and the Challenge of New Media*
203. Walt Disney Company
204. 21st Century Fox
205. Changes within the Media and Entertainment Sector
206. Rationale for the Merger
207. The Debate over the Merger
208. Summer 2018
209. Appendix
210. Case 22: W. L. Gore & Associates: Rethinking Management*
211. The Founding of Gore
212. Origins of the Gore Management Philosophy
213. Organization Structure and Management Principles
214. Innovation
215. GLOSSARY
216. INDEX
217. END USER LICENSE AGREEMENT