{"id":69,"date":"2021-05-07T15:43:42","date_gmt":"2021-05-07T15:43:42","guid":{"rendered":"https:\/\/assignmenttutors.net\/blog\/?p=69"},"modified":"2021-05-07T15:43:42","modified_gmt":"2021-05-07T15:43:42","slug":"uber-feeling-the-heat-from-competitors-and-regulators-worldwide","status":"publish","type":"post","link":"https:\/\/assignmenttutors.net\/blog\/uber-feeling-the-heat-from-competitors-and-regulators-worldwide\/","title":{"rendered":"UBER: Feeling the heat from competitors and regulators worldwide"},"content":{"rendered":"<p>The analysis needs to include key issues that is being faced and recommendations to fix them. It has to be 2-3 pages apa style. And needs a reference page as well. The attached file is the textbook for the class and the case study is In page 491 Called \u201cUBER: Feeling the heat from competitors and regulators worldwide\u201d<\/p>\n<div>\n<p>This is a special edition of an established title widely used by colleges and universities throughout the world. Pearson published this exclusive edition for the benefit of students outside the United States and Canada. If you purchased this book within the United States or Canada, you should be aware that it has been imported without the approval of the Publisher or Author.<\/p>\n<p>Pearson Global Edition<\/p>\n<p>GLOBAL EDITION<\/p>\n<p>For these Global Editions, the editorial team at Pearson has collaborated with educators across the world to address a wide range of subjects and requirements, equipping students with the best possible learning tools. This Global Edition preserves the cutting-edge approach and pedagogy of the original, but also features alterations, customization, and adaptation from the North American version.<\/p>\n<p>GLOBAL EDITION<\/p>\n<p>Strategic M anagem<\/p>\n<p>ent and Business Policy G<\/p>\n<p>lobalization, Innovation and Sustainability G<\/p>\n<p>LO B<\/p>\n<p>A L<\/p>\n<p>ED IT<\/p>\n<p>IO N<\/p>\n<p>W heelen \u2022 H<\/p>\n<p>unger H<\/p>\n<p>offm an \u2022 Bam<\/p>\n<p>ford FIFT<\/p>\n<p>EEN T<\/p>\n<p>H<\/p>\n<p>ED IT<\/p>\n<p>IO N<\/p>\n<p>Strategic Management and Business Policy<\/p>\n<p>Globalization, Innovation and Sustainability<\/p>\n<p>FIFTEENTH EDITION<\/p>\n<p>Thomas L. Wheelen \u2022 J. David Hunger Alan N. Hoffman \u2022 Charles E. Bamford<\/p>\n<p>Wheelen_15_1292215488_Final.indd 1 24\/07\/17 8:44 PM<\/p>\n<p>&nbsp;<\/p>\n<\/div>\n<div>\n<p>&nbsp;<\/p>\n<p>\u2022\u2003\ufffdPearson\ufffdeText\u2014Keeps students engaged in learning on their own time, while helping them achieve greater conceptual understanding of course material. The MyLab with Pearson eText provides students with a complete digital learning experience\u2014all in one place.<\/p>\n<p>\u2022\u2003Writing\ufffdSpace\u2014Better writers make great learners who perform better in their courses. Designed to help you develop and assess concept mastery and critical thinking, the Writing Space offers a single place to create, track, and grade writing assignments, provide resources, and exchange meaningful, personalized<\/p>\n<p>feedback with students, quickly and easily. Thanks to assisted-graded and create-your-own assignments, you decide your level of involvement in evaluating students\u2019 work. Because of integration with Turnitin\u00ae, Writing Space can check students\u2019 work for improper citation or plagiarism.<\/p>\n<p>\u2022\u2003\ufffdBranching,\ufffdDecision-Making\ufffdSimulations\u2014Put your students in the role of manager as they make a series of decisions based on a realistic business challenge. The simulations change and branch based on their decisions, creating various scenario paths. At the end of each simulation, students receive a grade and a detailed report of the choices they made with the associated consequences included.<\/p>\n<p>Engage, Assess, Apply with MyLab Management\u00ae<\/p>\n<p>\u2022\u2003\ufffdLearning\ufffdCatalytics\u2122\u2014Is an interactive, student response tool that uses students\u2019 smartphones, tablets, or laptops to engage them in more sophisticated tasks and thinking. Now included with MyLab with eText, Learning Catalytics enables you to generate classroom discussion, guide your lecture, and promote peer-to-peer learning with real-time analytics.<\/p>\n<p>\u2022\u2003\ufffdReporting\ufffdDashboard\u2014View, analyze, and report learning outcomes clearly and easily, and get the information you need to keep your students on track throughout the course with the new Reporting Dashboard. Available via the MyLab Gradebook and fully mobile-ready, the Reporting Dashboard presents student performance data at the class, section, and program levels in an accessible, visual manner.<\/p>\n<p>\u2022\u2003\ufffdAccessibility\ufffd(ADA)\u2014Pearson works continuously to ensure our products are as accessible as possible to all students. The platform team for our Business MyLab products is working toward achieving WCAG 2.0 Level AA and Section 508 standards, as expressed in the Pearson\ufffdGuidelines\ufffdfor\ufffdAccessible\ufffd Educational\ufffdWeb\ufffdMedia. Moreover, our products support customers in meeting their obligation to comply with the Americans with Disabilities Act (ADA) by providing access to learning technology programs for users with disabilities.<\/p>\n<p>The following information provides tips and answers to frequently asked questions for those using assistive technologies to access the Business MyLab products. As product accessibility evolves continuously, please email our Accessibility Team at disability.support@pearson.com for the most up-to- date information.<\/p>\n<p>\u2022\u2003\ufffdLMS\ufffdIntegration\u2014You can now link from Blackboard Learn, Brightspace by D2L, Canvas, or Moodle to MyManagementLab. Access assignments, rosters, and resources, and synchronize grades with your LMS gradebook.<\/p>\n<p>For students, single sign-on provides access to all the personalized learning resources that make studying more efficient and effective.<\/p>\n<p>Engage, Assess, Apply with MyLab Management\u00ae<\/p>\n<p>A L W A Y S L E A R N I N GA L W A Y S L E A R N I N G<\/p>\n<p>Wheelen_15_1292215488_ifc_ibc_Final.indd 1 24\/07\/17 8:45 PM<\/p>\n<p>&nbsp;<\/p>\n<\/div>\n<div>\n<p>&nbsp;<\/p>\n<p>FIFTEENTH EDITION GLOBAL EDITION<\/p>\n<p>Alan N. Hoffman Bentley University<\/p>\n<p>Strategic Management<\/p>\n<p>and Business Policy<\/p>\n<p>GLOBALIZATION, INNOVATION, AND SUSTAINABILITY<\/p>\n<p>Thomas L. Wheelen Formerly with University of Virginia, Trinity College, Dublin, Ireland<\/p>\n<p>Charles E. Bamford University of Notre Dame<\/p>\n<p>J. David Hunger Formerly with Iowa State University, St. John\u2019s University<\/p>\n<p>A01_WHEE5488_15_GE_FM.indd 1 7\/13\/17 4:01 PM<\/p>\n<p>&nbsp;<\/p>\n<\/div>\n<div>\n<p>&nbsp;<\/p>\n<p>Vice President, Business Publishing: Donna Battista Director of Portfolio Management: Stephanie Wall Director, Courseware Portfolio Management: Ashley Dodge Senior Sponsoring Editor: Neeraj Bhalla Associate Acquisitions Editor, Global Edition: Ishita Sinha Associate Project Editor, Global Edition: Paromita Banerjee Editorial Assistant: Linda Siebert Albelli Vice President, Product Marketing: Roxanne McCarley Director of Strategic Marketing: Brad Parkins Strategic Marketing Manager: Deborah Strickland Product Marketer: Becky Brown Field Marketing Manager: Lenny Ann Kucenski Field Marketing Assistant: Kristen Compton Product Marketing Assistant: Jessica Quazza Vice President, Production and Digital Studio, Arts and Business: Etain O\u2019Dea<\/p>\n<p>Director of Production, Business: Jeff Holcomb Senior Manufacturing Controller, Global Edition: Kay Holman Content Producer, Global Edition: Pooja Aggarwal Managing Producer, Business: Ashley Santora Operations Specialist: Carol Melville Creative Director: Blair Brown Manager, Learning Tools: Brian Surette Content Developer, Learning Tools: Lindsey Sloan Managing Producer, Digital Studio, Arts and Business: Diane Lombardo Digital Studio Producer: Darren Cormier Digital Studio Producer: Alana Coles Media Production Manager, Global Edition: Vikram Kumar Full-Service Project Management and Composi- tion: SPi Global Interior Design: SPi Global Cover Art: kaband\/Shutterstock<\/p>\n<p>Acknowledgments of third-party content appear on the appropriate page within the text.<\/p>\n<p>Pearson Education Limited KAO Two KAO Park Harlow CM17 9NA United Kingdom<\/p>\n<p>and Associated Companies throughout the world<\/p>\n<p>Visit us on the World Wide Web at: www.pearsonglobaleditions.com<\/p>\n<p>\u00a9 Pearson Education Limited 2018<\/p>\n<p>The rights of Thomas L. Wheelen, J. David Hunger, Alan N. Hoffman, and Charles E. Bamford to be identi- fied as the authors of this work have been asserted by them in accordance with the Copyright, Designs and Patents Act 1988.<\/p>\n<p>Authorized adaptation from the United States edition, entitled Strategic Management and Business Policy: Globalization, Innovation, and Sustainability, 15th Edition, ISBN 978-0-13-452205-0 by Thomas L. Wheelen, J. David Hunger, Alan N. Hoffman, and Charles E. Bamford, published by Pearson Education \u00a9 2018.<\/p>\n<p>All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without either the prior written permission of the publisher or a license permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency Ltd, Saffron House, 6\u201310 Kirby Street, London EC1N 8TS.<\/p>\n<p>All trademarks used herein are the property of their respective owners. The use of any trademark in this text does not vest in the author or publisher any trademark ownership rights in such trademarks, nor does the use of such trademarks imply any affiliation with or endorsement of this book by such owners.<\/p>\n<p>ISBN 10: 1-292-21548-8 ISBN 13: 978-1-292-21548-8<\/p>\n<p>British Library Cataloguing-in-Publication Data A catalogue record for this book is available from the British Library<\/p>\n<p>10 9 8 7 6 5 4 3 2 1<\/p>\n<p>Typeset in Times Ten Lt Std by SPi Global Printed and bound by Vivar in Malaysia<\/p>\n<p>A01_WHEE5488_15_GE_FM.indd 2 7\/13\/17 4:01 PM<\/p>\n<p>&nbsp;<\/p>\n<div><a href=\"http:\/\/www.pearsonglobaleditions.com\/\">http:\/\/www.pearsonglobaleditions.com<\/a><\/div>\n<\/div>\n<div>\n<p>&nbsp;<\/p>\n<p>Dedicated to<\/p>\n<p>TOM WHEELEN AND DAVID HUNGER<\/p>\n<p>Tom originated this book in the late 1970s and with his friend David Hunger brought the first edition to fruition in 1982. What a ride it was! We lost both of these extraordinary men in rapid succession. After battling bone cancer, Tom died in Saint Petersburg, Florida, on December 24, 2011. David died in St. Joseph, Minnesota on April 10, 2014 after fighting cancer himself. It was Tom\u2019s idea from the very beginning to include the latest research and useful material written in<\/p>\n<p>such a way that the typical student could read and understand the book without outside assistance. That has been a key reason for the success of the book through its many editions. Tom and David<\/p>\n<p>worked in adjoining offices at the McIntire School of Commerce at the University of Virginia where their lifelong collaboration blossomed. Tom\u2019s last months were spent working with the two new co-authors to map out the direction for the 14th edition and we were fortunate to work with<\/p>\n<p>David through the early part of the 14th edition update until his fight against his cancer took prior- ity. We thank you both and bid you a fond farewell! This 15th edition is for you!<\/p>\n<p>Alan N. Hoffman Charles E. Bamford<\/p>\n<p>SPECIAL DEDICATION TO DAVID HUNGER<\/p>\n<p>A special dedication in honor of David Hunger to his colleagues, friends, and students\u2014<\/p>\n<p>It is our hope and prayer that you found, and continue to find, some joy in your study of Strategic Management and Business Policy and, perhaps, experience a sense of the passion behind the subject matter presented in this textbook. It was originated by two men who were the best of<\/p>\n<p>friends and colleagues, Dr. Tom Wheelen (May 30, 1935 \u2013 December 24, 2011) and our Dad, Dr.\u00a0J.\u00a0 David Hunger (May 17, 1941 \u2013 April 10, 2014). This will be the first edition we will see without a handwritten note in the front and a dedication to us all. Dad came alive discussing strategy, case management, theory, entrepreneurship, and the daily happenings in the field of<\/p>\n<p>management. Even relaxing at the end of the day, he could be found thumbing through a Business Week or journal. Colleagues always knew when he was in their presentations because he was fully<\/p>\n<p>engaged, offering questions and happy to share in an animated dialogue. Students speak fondly of being in his class. His dedication to the field never ended. Even up to a month before he died<\/p>\n<p>(still undergoing chemotherapy) he insisted on travelling by train from Minnesota to Chicago for a Case Research Conference to run a panel. We are so proud and thankful that Drs. Alan Hoffman and Chuck Bamford knew Tom and Dad and are carrying the torch forward. As his 4 daughters<\/p>\n<p>A01_WHEE5488_15_GE_FM.indd 3 7\/13\/17 4:01 PM<\/p>\n<p>&nbsp;<\/p>\n<\/div>\n<div>\n<p>&nbsp;<\/p>\n<p>4 DEDICATED<\/p>\n<p>and 6\u00a0grandchildren, we miss him daily. We lost him far too soon. Finally, our mom, Betty Hunger, who lived with the authorship of this textbook for three quarters of their 45 years together<\/p>\n<p>and joked that it was their 5th child, wishes to express just how much she misses Dad and looks forward to seeing him again.<\/p>\n<p>Betty, Kari and Jeff, Madison and Megan, Suzi and Nick, Summer and Kacey, Lori and Derek, Merry and Dylan, and Edan and Greyson.<\/p>\n<p>We love you David\/Dad\/GrandDad.<\/p>\n<p>To Will Hoffman, the greatest son in the world\u2026. and to our saint Wendy Appel. \u2026. and to Jodi L. Silton, thank you for your kindness and understanding.<\/p>\n<p>Alan Hoffman<\/p>\n<p>To Yvonne, for your support, advice, encouragement, love, and confidence. To my children Ada, Rob, and Sean and my grandchildren Silas, Isaac, and Clara.<\/p>\n<p>Chuck Bamford<\/p>\n<p>A01_WHEE5488_15_GE_FM.indd 4 7\/13\/17 4:01 PM<\/p>\n<p>&nbsp;<\/p>\n<\/div>\n<div>\n<p>&nbsp;<\/p>\n<p>Brief Contents<\/p>\n<p>PART ONE Introduction to Strategic Management and Business Policy 33 C H A P T E R 1 Basic Concepts of Strategic Management 34 C H A P T E R 2 Corporate Governance 72 C H A P T E R 3 Social Responsibility and Ethics in Strategic Management 102<\/p>\n<p>PART TWO Scanning the Environment 123 C H A P T E R 4 Environmental Scanning and Industry Analysis 124 C H A P T E R 5 Organizational Analysis and Competitive Advantage 164<\/p>\n<p>PART THREE Strategy Formulation 199 C H A P T E R 6 Strategy Formulation: Business Strategy 200 C H A P T E R 7 Strategy Formulation: Corporate Strategy 224 C H A P T E R 8 Strategy Formulation: Functional Strategy and Strategic Choice 250<\/p>\n<p>PART FOUR Strategy Implementation and Control 279 C H A P T E R 9 Strategy Implementation: Global Strategy 280 C H A P T E R 1 0 Strategy Implementation: Organizing and Structure 294 C H A P T E R 1 1 Strategy Implementation: Staffing and Directing 324 C H A P T E R 1 2 Evaluation and Control 348<\/p>\n<p>PART FIVE Introduction to Case Analysis 377 C H A P T E R 1 3 Suggestions for Case Analysis 378<\/p>\n<p>PART SIx Cases in Strategic Management 1-1 GLOSSARY G-1<\/p>\n<p>NAME INDEx I-1<\/p>\n<p>SUBJECT INDEx I-6<\/p>\n<p>5<\/p>\n<p>A01_WHEE5488_15_GE_FM.indd 5 7\/13\/17 4:01 PM<\/p>\n<p>&nbsp;<\/p>\n<\/div>\n<div>\n<p>&nbsp;<\/p>\n<p>Contents<\/p>\n<p>Preface 21 About the Authors 29<\/p>\n<p>PART ONE Introduction to Strategic Management and Business Policy 33<\/p>\n<p>C H A P T E R 1 Basic Concepts of Strategic Management 34 The Study of Strategic Management 37<\/p>\n<p>Phases of Strategic Management 37<\/p>\n<p>Benefits of Strategic Management 38<\/p>\n<p>Globalization, Innovation, and Sustainability: Challenges to Strategic Management 39<\/p>\n<p>Impact of Globalization 40<\/p>\n<p>Impact of Innovation 41<\/p>\n<p>Global Issue: ASEAN: REGIONAL TRADE ASSOCIATIONS 42<\/p>\n<p>Impact of Sustainability 42<\/p>\n<p>Theories of Organizational Adaptation 44<\/p>\n<p>Creating a Learning Organization 44<\/p>\n<p>Basic Model of Strategic Management 46<\/p>\n<p>Environmental Scanning 46<\/p>\n<p>Strategy Formulation 48<\/p>\n<p>Strategy Implementation 52<\/p>\n<p>Evaluation and Control 53<\/p>\n<p>Feedback\/Learning Process 54<\/p>\n<p>Initiation of Strategy: Triggering Events 54<\/p>\n<p>Strategic Decision Making 55<\/p>\n<p>What Makes a Decision Strategic? 55<\/p>\n<p>Mintzberg\u2019s Modes of Strategic Decision Making 56<\/p>\n<p>Strategic Decision-Making Process: Aid to Better Decisions 57<\/p>\n<p>The Strategic Audit: Aid to Strategic Decision Making 58<\/p>\n<p>End of Chapter Summary 59<\/p>\n<p>APPENDIx 1.A Strategic Audit of a Corporation 64<\/p>\n<p>6<\/p>\n<p>A01_WHEE5488_15_GE_FM.indd 6 7\/13\/17 4:01 PM<\/p>\n<p>&nbsp;<\/p>\n<\/div>\n<div>\n<p>&nbsp;<\/p>\n<p>C H A P T E R 2 Corporate Governance 72 Role of the Board of Directors 75<\/p>\n<p>Responsibilities of the Board 76<\/p>\n<p>Board of Directors Composition 79<\/p>\n<p>Innovation Issue: JCPENNEY AND INNOVATION 80<\/p>\n<p>Strategy Highlight: AGENCY THEORY VERSUS STEWARDSHIP THEORY IN CORPORATE GOVERNANCE 81<\/p>\n<p>Nomination and Election of Board Members 85<\/p>\n<p>Organization of the Board 86<\/p>\n<p>Impact of Sarbanes\u2013Oxley on U.S. Corporate Governance 87<\/p>\n<p>Global Issue: GLOBAL BUSINESS BOARD ACTIVISM AT YAHOO! 88<\/p>\n<p>Improving Governance 89<\/p>\n<p>Evaluating Governance 89<\/p>\n<p>Avoiding Governance Improvements 90<\/p>\n<p>Trends in Corporate Governance 90<\/p>\n<p>The Role of Top Management 91<\/p>\n<p>Responsibilities of Top Management 92<\/p>\n<p>Sustainability Issue: CEO PAY AND CORPORATE PERFORMANCE 92<\/p>\n<p>End of Chapter Summary 95<\/p>\n<p>C H A P T E R 3 Social Responsibility and Ethics in Strategic Management 102 Social Responsibilities of Strategic Decision Makers 104<\/p>\n<p>Responsibilities of a Business Firm 104<\/p>\n<p>Sustainability 107<\/p>\n<p>Sustainability Issue: MARkS &amp; SPENCER LEADS THE WAY 108<\/p>\n<p>Corporate Stakeholders 108<\/p>\n<p>Stakeholder Analysis 109<\/p>\n<p>Strategy Highlight: JOHNSON &amp; JOHNSON CREDO 111<\/p>\n<p>Ethical Decision Making 111<\/p>\n<p>Some Reasons for Unethical Behavior 112<\/p>\n<p>Global Issue: HOW RULE-BASED AND RELATIONSHIP-BASED GOVERNANCE SYSTEMS AFFECT ETHICAL BEHAVIOR 113<\/p>\n<p>Innovation Issue: TURNING A NEED INTO A BUSINESS TO SOLVE THE NEED 115<\/p>\n<p>Encouraging Ethical Behavior 116<\/p>\n<p>Views on Ethical Behavior 117<\/p>\n<p>End of Chapter Summary 119<\/p>\n<p>CONTENTS 7<\/p>\n<p>A01_WHEE5488_15_GE_FM.indd 7 7\/13\/17 4:01 PM<\/p>\n<p>&nbsp;<\/p>\n<\/div>\n<div>\n<p>&nbsp;<\/p>\n<p>PART TWO Scanning the Environment 123<\/p>\n<p>C H A P T E R 4 Environmental Scanning and Industry Analysis 124 Aspects of Environmental Scanning 126<\/p>\n<p>Identifying External Environmental Variables 127<\/p>\n<p>Sustainability Issue: GREEN SUPERCARS 128<\/p>\n<p>Strategic Importance of the External Environment 129<\/p>\n<p>Scanning the Societal Environment: Steep Analysis 129<\/p>\n<p>Global Issue: SUVS POWER ON IN CHINA 137<\/p>\n<p>Identifying External Strategic Factors 139<\/p>\n<p>Industry Analysis: Analyzing the Task Environment 139<\/p>\n<p>Porter\u2019s Approach to Industry Analysis 140<\/p>\n<p>Industry Evolution 144<\/p>\n<p>Categorizing International Industries 144<\/p>\n<p>Innovation Issue: TAkING STOCk OF AN OBSESSION 145<\/p>\n<p>International Risk Assessment 146<\/p>\n<p>Strategic Groups 146<\/p>\n<p>Strategic Types 147<\/p>\n<p>Hypercompetition 148<\/p>\n<p>Using Key Success Factors to Create an Industry Matrix 149<\/p>\n<p>Competitive Intelligence 150<\/p>\n<p>Sources of Competitive Intelligence 151<\/p>\n<p>Strategy Highlight EVALUATING COMPETITIVE INTELLIGENCE 152<\/p>\n<p>Monitoring Competitors for Strategic Planning 153<\/p>\n<p>Forecasting 154<\/p>\n<p>Danger of Assumptions 154<\/p>\n<p>Useful Forecasting Techniques 154<\/p>\n<p>The Strategic Audit: A Checklist for Environmental Scanning 156<\/p>\n<p>Synthesis of External Factors 156<\/p>\n<p>End of Chapter Summary 158<\/p>\n<p>C H A P T E R 5 Organizational Analysis and Competitive Advantage 164 A Resource-Based Approach to Organizational Analysis\u2014Vrio 166<\/p>\n<p>Core and Distinctive Competencies 166<\/p>\n<p>Using Resources\/Capabilities to Gain Competitive Advantage 169<\/p>\n<p>8 CONTENTS<\/p>\n<p>A01_WHEE5488_15_GE_FM.indd 8 7\/13\/17 4:01 PM<\/p>\n<p>&nbsp;<\/p>\n<\/div>\n<div>\n<p>&nbsp;<\/p>\n<p>Business Models 170<\/p>\n<p>Value-Chain Analysis 172<\/p>\n<p>Industry Value-Chain Analysis 172<\/p>\n<p>Corporate Value-Chain Analysis 174<\/p>\n<p>Scanning Functional Resources and Capabilities 175<\/p>\n<p>Basic Organizational Structures 175<\/p>\n<p>Culture 177<\/p>\n<p>Global Issue: MANAGING CORPORATE CULTURE FOR GLOBAL COMPETITIVE ADVANTAGE: ABB VS. PANASONIC 179<\/p>\n<p>Strategic Marketing Issues 179<\/p>\n<p>Innovation Issue: DOCOMO MOVES AGAINST THE GRAIN 181<\/p>\n<p>Strategic Financial Issues 182<\/p>\n<p>Strategic Research and Development (R&amp;D) Issues 183<\/p>\n<p>Strategic Operations Issues 185<\/p>\n<p>Strategic Human Resource Management (HRM) Issues 187<\/p>\n<p>Strategic Information Systems\/Technology Issues 189<\/p>\n<p>Sustainability Issue: THE OLYMPIC GAMES\u2014LONDON 2012\/SOCHI 2014\/RIO 2016 &amp; TOkYO 2020 190<\/p>\n<p>The Strategic Audit: A Checklist for Organizational Analysis 192<\/p>\n<p>Synthesis of Internal Factors (IFAS) 192<\/p>\n<p>End of Chapter Summary 194<\/p>\n<p>PART THREE Strategy Formulation 199<\/p>\n<p>C H A P T E R 6 Strategy Formulation: Business Strategy 200 A Framework for Examining Business Strategy 202<\/p>\n<p>Generating a Strategic Factors Analysis Summary (SFAS) Matrix 203<\/p>\n<p>Finding Market Niches 205<\/p>\n<p>Mission and Objectives 206<\/p>\n<p>Business Strategies 207<\/p>\n<p>Porter\u2019s Competitive Strategies 207<\/p>\n<p>Global Issue: HAS EMIRATES REACHED THE LIMIT OF GLOBALIZATION? 209<\/p>\n<p>Innovation Issue: CHEGG AND COLLEGE TExTBOOkS 212<\/p>\n<p>Sustainability Issue: STRATEGIC SUSTAINABILITY\u2014ESPN 214<\/p>\n<p>Cooperative Strategies 215<\/p>\n<p>Strategic Alliances 216<\/p>\n<p>End of Chapter Summary 220<\/p>\n<p>CONTENTS 9<\/p>\n<p>A01_WHEE5488_15_GE_FM.indd 9 7\/13\/17 4:01 PM<\/p>\n<p>&nbsp;<\/p>\n<\/div>\n<div>\n<p>&nbsp;<\/p>\n<p>C H A P T E R 7 Strategy Formulation: Corporate Strategy 224 Corporate Strategy 226<\/p>\n<p>Directional Strategy 226<\/p>\n<p>Growth Strategies 227<\/p>\n<p>Strategy Highlight: TRANSACTION COST ECONOMICS ANALYZES VERTICAL Growth\u00a0StrateGy\u2003 230<\/p>\n<p>Global Issue: GLOBAL ExPANSION IS NOT ALWAYS A PATH TO GROWTH 232<\/p>\n<p>Controversies in Directional Growth Strategies 233<\/p>\n<p>Stability Strategies 234<\/p>\n<p>Retrenchment Strategies 235<\/p>\n<p>Portfolio Analysis 237<\/p>\n<p>BCG Growth-Share Matrix 238<\/p>\n<p>Sustainability Issue: GENERAL MOTORS AND THE ELECTRIC CAR 240<\/p>\n<p>Advantages and Limitations of Portfolio Analysis 241<\/p>\n<p>Managing a Strategic Alliance Portfolio 241<\/p>\n<p>Corporate Parenting 242<\/p>\n<p>Innovation Issue: TO RED HAT OR NOT? 243<\/p>\n<p>Developing a Corporate Parenting Strategy 244<\/p>\n<p>Horizontal Strategy and Multipoint Competition 244<\/p>\n<p>End of Chapter Summary 245<\/p>\n<p>C H A P T E R 8 Strategy Formulation: Functional Strategy and Strategic Choice 250 Functional Strategy 252<\/p>\n<p>Marketing Strategy 252<\/p>\n<p>Financial Strategy 254<\/p>\n<p>Research and Development (R&amp;D) Strategy 255<\/p>\n<p>Operations Strategy 256<\/p>\n<p>Global Issue: WHY IS STARBUCkS AFRAID OF ITALY? 257<\/p>\n<p>Purchasing Strategy 258<\/p>\n<p>Sustainability Issue: HOW HOT IS HOT? 259<\/p>\n<p>Innovation Issue: WHEN AN INNOVATION FAILS TO LIVE UP TO ExPECTATIONS 260<\/p>\n<p>Logistics Strategy 261<\/p>\n<p>Human Resource Management (HRM) Strategy 261<\/p>\n<p>Information Technology Strategy 262<\/p>\n<p>10 CONTENTS<\/p>\n<p>A01_WHEE5488_15_GE_FM.indd 10 7\/13\/17 4:01 PM<\/p>\n<p>&nbsp;<\/p>\n<\/div>\n<div>\n<p>&nbsp;<\/p>\n<p>The Sourcing Decision: Location of Functions 262<\/p>\n<p>Strategies To Avoid 265<\/p>\n<p>Strategic Choice: Constructing Scenarios 265<\/p>\n<p>Constructing Corporate Scenarios 266<\/p>\n<p>The Process of Strategic Choice 271<\/p>\n<p>Using Policies to Guide Strategic Choices 273<\/p>\n<p>End of Chapter Summary 273<\/p>\n<p>PART FOUR Strategy Implementation and Control 279<\/p>\n<p>C H A P T E R 9 Strategy Implementation: Global Strategy 280 International Entry 282<\/p>\n<p>International Coordination 284<\/p>\n<p>International Strategic Alliances 285<\/p>\n<p>Stages of International Development 285<\/p>\n<p>International Employment 286<\/p>\n<p>Measurement of Performance 288<\/p>\n<p>End of Chapter Summary 290<\/p>\n<p>C H A P T E R 1 0 Strategy Implementation: Organizing and Structure 294 Strategy Implementation 296<\/p>\n<p>Who Implements Strategy? 297<\/p>\n<p>What Must Be Done? 297<\/p>\n<p>Developing Programs, Budgets, and Procedures 297<\/p>\n<p>Sustainability Issue: A BETTER BOTTLE\u2014ECOLOGIC BRANDS 298<\/p>\n<p>Achieving Synergy 302<\/p>\n<p>How Is Strategy To Be Implemented? Organizing for Action 303<\/p>\n<p>Structure Follows Strategy 303<\/p>\n<p>Stages of Corporate Development 304<\/p>\n<p>Innovation Issue: THE P&amp;G INNOVATION MACHINE STUMBLES 305<\/p>\n<p>Organizational Life Cycle 309<\/p>\n<p>Flexible Types of Organizational Structure 310<\/p>\n<p>The Matrix Structure 310<\/p>\n<p>Network Structure\u2014The Virtual Organization 312<\/p>\n<p>Global Issue: OUTSOURCING COMES FULL CIRCLE 313<\/p>\n<p>Cellular\/Modular Organization: A New Type of Structure? 314<\/p>\n<p>CONTENTS 11<\/p>\n<p>A01_WHEE5488_15_GE_FM.indd 11 7\/13\/17 4:01 PM<\/p>\n<p>&nbsp;<\/p>\n<\/div>\n<div>\n<p>&nbsp;<\/p>\n<p>Reengineering and Strategy Implementation 314<\/p>\n<p>Six Sigma 315<\/p>\n<p>Designing Jobs to Implement Strategy 316<\/p>\n<p>Centralization Versus Decentralization 317<\/p>\n<p>End of Chapter Summary 318<\/p>\n<p>C H A P T E R 1 1 Strategy Implementation: Staffing and Directing 324 Staffing 326<\/p>\n<p>Staffing Follows Strategy 327<\/p>\n<p>Selection and Management Development 329<\/p>\n<p>Innovation Issue: HOW TO kEEP APPLE \u201cCOOL\u201d 329<\/p>\n<p>Problems in Retrenchment 331<\/p>\n<p>Leading 333<\/p>\n<p>Managing Corporate Culture 333<\/p>\n<p>Sustainability Issue: PANERA AND THE \u201cPANERA CARES COMMUNITY CAF\u00e9\u201d 334<\/p>\n<p>Action Planning 338<\/p>\n<p>Management by Objectives 340<\/p>\n<p>Total Quality Management 341<\/p>\n<p>Global Issue: CULTURAL DIFFERENCES CREATE IMPLEMENTATION PROBLEMS in\u00a0MerGer\u2003 342<\/p>\n<p>End of Chapter Summary 342<\/p>\n<p>C H A P T E R 1 2 Evaluation and Control 348 Measuring Performance 350<\/p>\n<p>Appropriate Measures 350<\/p>\n<p>Types of Controls 351<\/p>\n<p>Innovation Issue: SOLAR POWER AND THE GRID 352<\/p>\n<p>Activity-Based Costing 353<\/p>\n<p>Enterprise Risk Management 354<\/p>\n<p>Primary Measures of Corporate Performance 354<\/p>\n<p>Sustainability Issue: THE END OF THE CASH REGISTER RECEIPT 357<\/p>\n<p>Balanced Scorecard Approach: Using Key Performance Measures 358<\/p>\n<p>Primary Measures of Divisional and Functional Performance 360<\/p>\n<p>Responsibility Centers 360<\/p>\n<p>Using Benchmarking To Evaluate Performance 362<\/p>\n<p>12 CONTENTS<\/p>\n<p>A01_WHEE5488_15_GE_FM.indd 12 7\/13\/17 4:01 PM<\/p>\n<p>&nbsp;<\/p>\n<\/div>\n<div>\n<p>&nbsp;<\/p>\n<p>Global Issue: Counterfeit Goods And PirAted softwAre: A GlobAl Problem 363<\/p>\n<p>Strategic Information Systems 363<\/p>\n<p>Enterprise Resource Planning 364<\/p>\n<p>Radio Frequency Identification and Near Field Communication 364<\/p>\n<p>Divisional and Functional is Support 365<\/p>\n<p>Problems in Measuring Performance 365<\/p>\n<p>Short-Term Orientation 366<\/p>\n<p>Goal Displacement 367<\/p>\n<p>Guidelines for Proper Control 368<\/p>\n<p>Aligning Incentives 369<\/p>\n<p>End of Chapter Summary 371<\/p>\n<p>PArt fiVe Introduction to Case Analysis 377<\/p>\n<p>C h A P t e r 1 3 Suggestions for Case Analysis 378 The Case Method 380<\/p>\n<p>Researching the Case Situation 380<\/p>\n<p>Financial Analysis: A Place to Begin 381<\/p>\n<p>Analyzing Financial Statements 381<\/p>\n<p>Common-Size Statements 385<\/p>\n<p>Z-Value and the Index of Sustainable Growth 385<\/p>\n<p>Useful Economic Measures 386<\/p>\n<p>Format for Case Analysis: The Strategic Audit 386<\/p>\n<p>End of Chapter Summary 389<\/p>\n<p>APPendix 13.A Resources for Case Research 391<\/p>\n<p>APPendix 13.b Suggested Case Analysis Methodology Using the Strategic Audit 393<\/p>\n<p>APPendix 13.C Example of Student-Written Strategic Audit 396<\/p>\n<p>PArt six Cases in Strategic Management 1-1<\/p>\n<p>s e C t i o n A Executive Leadership<\/p>\n<p>CAse 1 The Recalcitrant Director at Byte Products, Inc.: Corporate Legality versus Corporate Responsibility 1-7 (Contributors: Dan R. Dalton, Richard A. Cosier, and Cathy A. Enz) A plant location decision forces a confrontation between the board of directors and the CEO regarding an issue in social responsibility and ethics.<\/p>\n<p>Contents 13<\/p>\n<p>A01_WHEE5488_15_GE_FM.indd 13 7\/20\/17 7:27 PM<\/p>\n<p>&nbsp;<\/p>\n<\/div>\n<div>\n<p>&nbsp;<\/p>\n<p>CASE 2 The Wallace Group 2-1 (Contributor: Laurence J. Stybel) Managers question the company\u2019s strategic direction and how it is being managed by its founder and CEO. Company growth has resulted not only in disorganization and confusion among employees, but in poor overall performance. How should the board deal with the company\u2019s founder?<\/p>\n<p>S E C T I O N B Business Ethics<\/p>\n<p>CASE 3 Everyone Does It 3-1 (Contributors: Steven M. Cox and Shawana P. Johnson) When Jim Willis, Marketing VP, learns that the launch date for the company\u2019s new satellite will be late by at least a year, he is told by the company\u2019s president to continue using the earlier published date for the launch. When Jim protests that the use of an incorrect date to market contracts is unethical, he is told that spacecraft are never launched on time and that it is common industry practice to list unrealistic launch dates. If a realistic date was used, no one would contract with the company.<\/p>\n<p>CASE 4 The Audit 4-1 (Contributors: Gamewell D. Gantt, George A. Johnson, and John A. Kilpatrick) A questionable accounting practice by the company being audited puts a new CPA in a difficult position. Although the practice is clearly wrong, she is being pressured by her manager to ignore it because it is common in the industry.<\/p>\n<p>S E C T I O N C Corporate Governance and Social Responsibility<\/p>\n<p>CASE 5 Early Warning or False Sense of Security? Concussion Risk and the Case of the Impact-Sensing Football Chinstrap 5-1 (Contributors: Clifton D. Petty, and Michael R. Shirley) In 2009, Battle Sports Science, headquartered in Omaha, Nebraska, was built with a focus on \u201cenhancing safety for athletes.\u201d Specifically, the company wanted to protect young athletes who might have suffered a concussion. Battle Sports Science attempted to gain market attention for its US$149.99 impact indicator (chin strap) through endorsements, and had enlisted a number of NFL players. The company hoped to sell the device to sports programs (schools) as well as to individual players.<\/p>\n<p>CASE 6 The Storm of Governance Reform at the American Red Cross 6-1 (Contributors: Jill A. Brown and Anne Anderson) In early 2006, a U.S. Senate Finance Committee began investigating the American Red Cross following substantial concerns over the governance effectiveness of the organization and its Board of Governors. This investigation was prompted by concerns over Hurricane Katrina relief efforts, as well as governance concerns regarding the structure and processes of the ARC Board. Consequently, the Finance Committee appointed an Independent Governance Advisory Panel to provide recommendations regarding how to overhaul the American Red Cross Board of Governors.<\/p>\n<p>CASE 7 Chipotle Mexican Grill, Inc.: Conscious Capitalism by Serving \u201cFood With Integrity\u201d 7-1 (Contributor: Alan N. Hoffman) People loved Chipotle Mexican Grill because of the tasty and healthy food as well as its edgy, trendy, cool brand image. Chipotle established itself as a successful company practicing \u201cconscious capitalism\u201d by serving \u201cfood with integrity\u201d\u2014its supply chain and corporate culture were closely integrated from the time that ingredients were farmed, raised, harvested, and shipped to stores to the time the final product was placed on a customer\u2019s serving tray. By 2014, the fast<\/p>\n<p>new<\/p>\n<p>new<\/p>\n<p>14 CONTENTS<\/p>\n<p>A01_WHEE5488_15_GE_FM.indd 14 7\/13\/17 4:01 PM<\/p>\n<p>&nbsp;<\/p>\n<\/div>\n<div>\n<p>&nbsp;<\/p>\n<p>casual food market in the US became increasingly competitive and crowded with many new entrants. Being a public listed company, Chipotle had to meet Wall Street\u2019s high expectations of growth and earnings. Living up to analysts\u2019 expectations was becoming increasingly difficult for Chiptole.<\/p>\n<p>S E C T I O N D Privacy<\/p>\n<p>CASE 8 Google and the Right to Be Forgotten 8-1 (Contributor: Cynthia E. Clark) In 2009, Mario Costeja Gonzalez, a self-employed attorney casually \u201cgoogled\u201d himself and was startled by what came up on his computer screen. Prominently displayed in the search results was a brief legal notice that had appeared more than a decade earlier in a local newspaper, which listed property seized and being auctioned by a government agency for nonpayments of debts. Costeja immediately realized that this information could damage his reputation as an attorney and \u2026<\/p>\n<\/div>\n<p>&nbsp;<\/p>\n","protected":false},"excerpt":{"rendered":"<p>The analysis needs to include key issues that is being faced and recommendations to fix them. It has to be 2-3 pages apa style. And needs a reference page as well. 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