Documente Academic
Documente Profesional
Documente Cultură
Strategic
Managemen
t Cases
Chapter
Thirteen
McGraw-Hill/Irwin
Learning Objectives
After reading this chapter, you should have
a good understanding of:
LO13.1 How strategic case analysis is used to
simulate real-world experiences.
LO13.2 How analyzing strategic management cases
can help develop the ability to differentiate,
speculate, and integrate when evaluating
complex business problems.
LO13.3 The steps involved in conducting a strategic
management case analysis.
13-2
13-3
Questions Raised
Why do some firms succeed and others fail?
Why are some companies higher performers
than others?
What information is needed in the strategic
planning process?
How do competing values and beliefs affect
strategic decision making?
What skills and capabilities are needed to
implement a strategy effectively?
13-4
13-5
13-6
13-8
13-10
Positions to Take
13-11
13-12
13-15
Contingency
analysis
Value-chain
analysis
frameworks
Financial ratio
analysis
13-16
13-17
alternative solutions
Develop a list of
options first without
judging them
Evaluate
alternatives
13-18
13-20
Example
Here are five tips to wow your audience like
Steve Jobs, co-founder of Apple:
Sell the benefit
Practice, Practice, and Practice Some More
Keep It Visual
Exude Passion, Energy, and Enthusiasm
At the end of your presentation add more
suspense by stating and one more thing..."
13-21
13-22
13-23
13-24
QUESTION
What are the symptoms of groupthink
identified by Irving Janis? Have you
experienced any of these in a group
situation? Explain.
13-25
13-27
1.
13-28
13-29
13-30
13-31
13-32
13-33
Question
Corporate strategies address methods for
achieving ______ among businesses within
a large firms portfolio.
A.Synergies
B.Competitiveness
C.Devils advocacy
D.Teamwork
13-34
7. Formulating international-level
strategies
13-35
13-36
13-37
13-38
13-39
13-40