Crafting and executing strategy

THE QUEST FOR COMPETITIVE ADVANTAGE Concepts and Cases ITl Arthur A. Thompson The University of Alabama Margaret A. Peteraf Dartmouth College John E. Gamble University of South Alabama A. J. Strickland III The University of Alabama McGraw-Hill Irwin I** PART ONE Concepts and Techniques for Crafting and Executing Strategy 1 Section A: Introduction and Overview 1 WHAT IS STRATEGY AND WHY IS IT IMPORTANT? 2 WHAT DO WE MEAN BY STRATEGY? 4 Strategy and the Quest for Competitive Advantage Why a Company’s Strategy Evolves over Time 8 5 A Company’s Strategy Is Partly Proactive and Partly Reactive 8

A COMPANY’S STRATEGY AND ITS BUSINESS MODEL 10 WHAT MAKES A STRATEGY A WINNER? 12 WHY CRAFTING AND EXECUTING STRATEGY ARE IMPORTANT TASKS 12 Good Strategy + Good Strategy Execution = Good Management 13 THE ROAD AHEAD 13 ILLUSTRATION CAPSULE 1. 1 McDonald’s Strategy in the Quick-Service Restaurant Industry 6 1. 2 Sirius XM and Over-the-Air Broadcast Radio: Two Contrasting Business Models 11 2 CHARTING A COMPANY’S DIRECTION: ITS VISION, MISSION, OBJECTIVES, AND’STRATEGY 18 WHAT DOES THE STRATEGY-MAKING, STRATEGY-EXECUTING PROCESS ENTAIL? 19 TASK 1: DEVELOPING A STRATEGIC VISION, A MISSION STATEMENT, AND ‘A SET OF CORE VALUES 2 0

Developing a Strategic Vision 21 Communicating the Strategic Vision 21 Developing a Company Mission Statement 24 Linking the Vision and Mission with Company Values 25 TASK 2: SETTING OBJECTIVES 27 TASK 3: CRAFTING A STRATEGY 31 Strategy Making Involves Managers at All Organizational Levels 31 A Company’s Strategy-Making Hierarchy 32 Uniting the Strategy-Making Hierarchy 34 A Strategic Vision + Objectives + Strategy = A Strategic Plan 35 TASK 4 : EXECUTING THE STRATEGY 35 TASK 5: EVALUATING PERFORMANCE AND INITIATING CORRECTIVE ADJUSTMENTS 36 CORPORATE GOVERNANCE: THE ROLE OF THE BOARD OF DIRECTORS

IN THE STRATEGY-CRAFTING, STRATEGY-EXECUTING PROCESS 37 Contents ILLUSTRATION CAPSULE 2. 1 Examples of Strategic Visions—How Well Do They Measure Up? 2. 2 Zappos Family Mission and Core Values 2. 3 Examples of Company Objectives 23 26 30 2. 4 Corporate Governance Failures at Fannie Mae and Freddie Mac 39 Section B: Core Concepts and Analytical Tools 3 EVALUATING A COMPANY’S EXTERNAL ENVIRONMENT 44 QUESTION 1: WHAT ARE THE STRATEGICALLY RELEVANT FACTORS IN THE MACRO-ENVIRONMENT? 4 6 ASSESSING THE COMPANY’S INDUSTRY AND COMPETITIVE ENVIRONMENT 4 8 QUESTION 2: HOW STRONG ARE THE INDUSTRY’S COMPETITIVE

FORCES? 49 Competitive Pressures Created by the Rivalry among Competing Sellers 49 Competitive Pressures Associated with the Threat of New Entrants 54 Competitive Pressures from the Sellers of Substitute Products 56 Competitive Pressures Stemming from Supplier Bargaining Power 58 Competitive Pressures Stemming from Buyer Bargaining Power and Price Sensitivity 60 Is the Collective Strength of the Five Competitive Forces Conducive to Good Profitability? 63 QUESTION 3: WHAT FACTORS ARE DRIVING INDUSTRY CHANGE, AND WHAT IMPACT WILL THEY HAVE? 6 4 The Concept of Industry Driving Forces 64

Identifying an Industry’s Driving Forces 64 Assessing the Impact of the Factors Driving Industry Change 68 Adjusting Strategy to Prepare for the Impacts of Driving Forces 68 QUESTION 4 : HOW ARE INDUSTRY RIVALS POSITIONED IN THE MARKET? 68 Using Strategic Group Maps to Assess the Market Positions of Key Competitors 69 The Value of Strategic Group Maps? 70 QUESTION 5: WHAT STRATEGIC MOVES ARE RIVALS LIKELY TO MAKE NEXT? 71 A FRAMEWORK FOR COMPETITOR ANALYSIS 71 QUESTION 6: WHAT ARE THE INDUSTRY’S KEY FACTORS? 73 QUESTION 7: IS THE INDUSTRY OUTLOOK CONDUCIVE TO GOOD

PROFITABILITY? 75 ILLUSTRATION CAPSULE 3. 1 Comparative Market Positions of Producers in the U. S. Beer Industry: A Strategic Group Map Example 70 3. 2 Business Ethics and Competitive Intelligence 73 Contents 4 EVALUATING A COMPANY’S RESOURCES, CAPABILITIES, AND COMPETITIVENESS 80 QUESTION 1: HOW WELL IS THE COMPANY’S PRESENT STRATEGY WORKING? 81 QUESTION 2: WHAT ARE THE COMPANY’S COMPETITIVELY IMPORTANT RESOURCES AND CAPABILITIES? 86 Identifying the Company’s Resources and Capabilities 86 Assessing the Competitive Power of a Company’s Resources and Capabilities 89

QUESTION 3: IS THE COMPANY ABLE TO SEIZE MARKET OPPORTUNITIES AND NULLIFY EXTERNAL THREATS? 92 Identifying a Company’s Internal Strengths 92 Identifying Company Weaknesses and Competitive Deficiencies 93 Identifying a Company’s Market Opportunities 94 Identifying the Threats to a Company’s Future Profitability 94 What Do the SWOT Listings Reveal? 96 QUESTION 4: ARE THE COMPANY’S COST STRUCTURE AND CUSTOMER VALUE PROPOSITION COMPETITIVE? 97 The Concept of a Company Value Chain 98 The Value Chain System 1O1 Benchmarking: A Tool for Assessing Whether the Costs and Effectiveness of a Company’s Value Chain Activities Are in Line 103

Strategic Options for Remedying a Cost or Value Disadvantage 104 Improving Internally Performed Value Chain Activities 105 Translating Proficient Performance of Value Chain Activities into Competitive Advantage 1O6 QUESTION 5: IS THE COMPANY COMPETITIVELY STRONGER OR WEAKER THAN KEY RIVALS? 108 Strategic Implications of Competitive Strength Assessments 109 QUESTION 6: WHAT STRATEGIC ISSUES AND PROBLEMS MERIT FRONTBURNER MANAGERIAL ATTENTION? I l l ILLUSTRATION CAPSULE 4. 1 The Value Chain for KP MacLane, a Producer of Polo Shirts 100 4. 2 Benchmarking and Ethical Conduct 104

Section C: Crafting a Strategy 5 THE FIVE GENERIC COMPETITIVE STRATEGIES 120 THE FIVE GENERIC COMPETITIVE STRATEGIES 121 LOW-COST PROVIDER STRATEGIES 122 The Two Major Avenues for Achieving a Cost Advantage 123 The Keys to Being a Successful Low-Cost Provider 128 When a Low-Cost Provider Strategy Works Best 128 Pitfalls to Avoid in Pursuing a Low-Cost Provider Strategy 129 xl Contents BROAD DIFFERENTIATION STRATEGIES 129 Managing the Value Chain to Create the Differentiating Attributes 130 Delivering Superior Value via a Broad Differentiation Strategy 132 When a Differentiation Strategy Works Best 134

Pitfalls to Avoid in Pursuing a Differentiation Strategy 134 FOCUSED (OR MARKET NICHE) STRATEGIES 135 A Focused Low-Cost Strategy 136 A Focused Differentiation Strategy 136 When a Focused Low-Cost or Focused Differentiation Strategy Is Attractive 139 The Risks of a Focused Low-Cost or Focused Differentiation Strategy 139 BEST-COST PROVIDER STRATEGIES 140 When a Best-Cost Provider Strategy Works Best 14O The Big Risk of a Best-Cost Provider Strategy 141 THE CONTRASTING FEATURES OF THE FIVE GENERIC COMPETITIVE STRATEGIES: A SUMMARY 142 Successful Competitive Strategies Are Resource-Based 143 ILLUSTRATION CAPSULE

5. 1 How Walmart Managed Its Value Chain to Achieve a Huge Low-Cost Advantage over Rival Supermarket Chains 127 5. 2 Aravind Eye Care System’s Focused Low-Cost Strategy 137 5. 3 Popchips’s Focused Differentiation Strategy 138 5. 4 Toyota’s Best-Cost Provider Strategy for Its Lexus Line 141 6 STRENGTHENING A COMPANY’S COMPETITIVE POSITION 148 GOING ON THE OFFENSIVE-STRATEGIC OPTIONS TO IMPROVE A COMPANY’S MARKET POSITION 150 Choosing the Basis for Competitive Attack 150 Choosing Which Rivals to Attack 152 Blue-Ocean Strategy—A Special Kind of Offensive 152 DEFENSIVE STRATEGIES-PROTECTING MARKET POSITION AND

COMPETITIVE ADVANTAGE 154 Blocking the Avenues Open to Challengers 154 Signaling Challengers that Retaliation Is Likely 155 TIMING A COMPANY’S OFFENSIVE AND DEFENSIVE STRATEGIC MOVES 155 The Potential for First-Mover Advantages 155 The Potential for Late-Mover Advantages or First-Mover Disadvantages 156 To Be a First Mover or Not 157 STRENGTHENING A COMPANY’S MARKET POSITION VIA ITS SCOPE OF OPERATIONS 158 HORIZONTAL MERGER AND ACQUISITION STRATEGIES 159 Why Mergers and Acquisitions Sometimes Fail to Produce Anticipated Results 161 Contents VERTICAL INTEGRATION STRATEGIES 162

The Advantages of a Vertical Integration Strategy 162 The Disadvantages of a Vertical Integration Strategy 164 Weighing the Pros and Cons of Vertical Integration 165 OUTSOURCING STRATEGIES: NARROWING THE SCOPE OF OPERATIONS 166 The Big Risk of Outsourcing Value Chain Activities 167 STRATEGIC ALLIANCES AND PARTNERSHIPS 168 Why and How Strategic Alliances Are Advantageous 170 Capturing the Benefits of Strategic Alliances 171 The Drawbacks of Strategic Alliances and Partnerships 172 How to Make Strategic Alliances Work 173 ILLUSTRATION CAPSULE 6. 1 Gilt Groupe’s Blue-Ocean Strategy in the U. S. Flash Sale Industry 153 6.

2 Amazon. corn’s First-Mover Advantage in Online Retailing 157 6. 3 Bristol-Myers Squibb’s “String-of-Pearls” Horizontal Acquisition Strategy 161 6. 4 American Apparel’s Vertical Integration Strategy 166 7 STRATEGIES FOR COMPETING IN INTERNATIONAL MARKETS 178 WHY COMPANIES DECIDE TO ENTER FOREIGN MARKETS 179 WHY COMPETING ACROSS NATIONAL BORDERS MAKES STRATEGYMAKING MORE COMPLEX 180 Porter’s Diamond of National Competitive Advantage 181 Locating Value Chain Activities Advantageously 183 The Impact of Government Policies and Economic Conditions in Host Countries 184 The Risks of Adverse Exchange Rate Shifts 185

Cross-Country Differences in Demographic, Cultural, and Market Conditions 187 STRATEGIC OPTIONS FOR ENTERING AND COMPETING IN INTERNATIONAL MARKETS 188 Export Strategies 188 Licensing Strategies 189 Franchising Strategies 189 Foreign Subsidiary Strategies 189 Alliance and Joint Venture Strategies 190 COMPETING INTERNATIONALLY: THE THREE MAIN STRATEGIC APPROACHES 193 Multidomestic Strategy—Think Local, Act Local 193 Global Strategy-Think Global, Act Global 195 Transnational Strategy—Think Global, Act Local 196 THE QUEST FOR COMPETITIVE ADVANTAGE IN THE INTERNATIONAL ARENA 198 Using Location to Build Competitive Advantage 198

xli xlii Contents Sharing and Transferring Resources and Capabilities across Borders to Build Competitive Advantage 199 Benefiting from Cross-Border Coordination 201 PROFIT SANCTUARIES AND CROSS-BORDER STRATEGIC MOVES 201 Using Profit Sanctuaries to Wage a Strategic Offensive 203 Using Profit Sanctuaries to Defend against International Rivals 203 STRATEGIES FOR COMPETING IN THE MARKETS OF DEVELOPING COUNTRIES 2 0 4 Strategy Options for Competing in Developing-Country Markets 204 DEFENDING AGAINST GLOBAL GIANTS: STRATEGIES FOR LOCAL COMPANIES IN DEVELOPING COUNTRIES 207 ILLUSTRATION CAPSULE 7.

1 Solazyme’s Cross-Border Alliances with Unilever, Sephora. Qantas, and Roquette 192 7. 2 Yum! Brands’s Strategy for Becoming the Leading Food Service Brand in China 205 7. 3 How Ctrip Successfully Defended against International Rivals to Become China’s Largest Online Travel Agency 208 8 CORPORATE STRATEGY 214 WHAT DOES CRAFTING A DIVERSIFICATION STRATEGY ENTAIL? 215 WHEN BUSINESS DIVERSIFICATION BECOMES A CONSIDERATION 216 BUILDING SHAREHOLDER VALUE: THE ULTIMATE JUSTIFICATION FOR DIVERSIFYING 217 APPROACHES TO DIVERSIFYING THE BUSINESS LINEUP 218 Diversification by Acquisition of an Existing Business 218

Entering a New Line of Business through Internal Development 219 Joint Ventures 219 Choosing a Mode of Entry 220 CHOOSING THE DIVERSIFICATION PATH: RELATED VERSUS UNRELATED BUSINESSES 221 DIVERSIFYING INTO RELATED BUSINESSES 221 Identifying Cross-Business Strategic Fit along the Value Chain 224 Strategic Fit, Economies of Scope, and Competitive Advantage 226 DIVERSIFICATION INTO UNRELATED BUSINESSES 228 Building Shareholder Value via Unrelated Diversification 228 The Path to Greater Shareholder Value through Unrelated Diversification ^ 3 1 The Drawbacks of Unrelated Diversification 231

Misguided Reasons for Pursuing Unrelated Diversification 232 COMBINATION RELATED-UNRELATED DIVERSIFICATION STRATEGIES 233 EVALUATING THE STRATEGY OF A DIVERSIFIED COMPANY 233 Step l: Evaluating Industry Attractiveness 234 Step 2: Evaluating Business-Unit Competitive Strength 237 Step 3: Determining the Competitive Value of Strategic Fit in Diversified Companies 241 Step 4: Checking for Resource Fit 242 Contents Step 5: Ranking Business Units and Assigning a Priority for Resource Allocation 244 Step 6: Crafting New Strategic Moves to Improve Overall Corporate Performance 245 ILLUSTRATION CAPSULE

8. 1 Managing Diversification at Johnson & Johnson: The Benefits of CrossBusiness Strategic Fit 248 8. 2 Growth through Restructuring at Kraft Foods 250 9 ETHICS, CORPORATE SOCIAL RESPONSIBILITY, ENVIRONMENTAL SUSTAINABILITY, AND STRATEGY 256 WHAT DO WE MEAN BY BUSINESS ETHICS? 257 WHERE DO ETHICAL STANDARDS COME FROM-ARE THEY UNIVERSAL OR DEPENDENT ON LOCAL NORMS? 258 The School of Ethical Universalism 258 The School of Ethical Relativism 258 Ethics and Integrative Social Contracts Theory 262 HOW AND WHY ETHICAL STANDARDS IMPACT THE TASKS OF CRAFTING AND EXECUTING STRATEGY 262

WHAT ARE THE DRIVERS OF UNETHICAL STRATEGIES AND BUSINESS BEHAVIOR? 263 WHY SHOULD COMPANY STRATEGIES BE ETHICAL? 268 The Moral Case for an Ethical Strategy 268 The Business Case for Ethical Strategies 268 STRATEGY, CORPORATE SOCIAL RESPONSIBILITY, AND ENVIRONMENTAL SUSTAINABILITY 2 7 0 What Do We Mean by Corporate Social Responsibility? 270 What Do We Mean by Sustainability and Sustainable Business Practices? 275 Crafting Corporate Social Responsibility and Sustainability Strategies 277 The Moral Case for Corporate Social Responsibility and Environmentally Sustainable Business Practices 278

The Business Case for Corporate Social Responsibility and Environmentally Sustainable Business Practices 279 ILLUSTRATION CAPSULE 9. 1 Apple’s Failures in Enforcing Its Supplier Code of Conduct 259 9. 2 Investment Fraud at Bernard L. Madoff Investment Securities and Stanford Financial Group 265 9. 3 How Novo Nordisk Puts Its Ethical Principles into Practice 267 9. 4 Burt’s Bees: A Strategy Based on Corporate Social Responsibility Section D: Executing the Strategy 10 BUILDING AN ORGANIZATION CAPABLE OF GOOD STRATEGY EXECUTION 286 A FRAMEWORK FOR EXECUTING STRATEGY 288

The Principal Components of the Strategy Execution Process 288 273 xliii xliv Contents BUILDING AN ORGANIZATION CAPABLE OF GOOD STRATEGY EXECUTION: THREE KEY ACTIONS 290 STAFFING THE ORGANIZATION 292 Putting Together a Strong Management Team 292 Recruiting, Training, and Retaining Capable Employees 293 ACQUIRING, DEVELOPING, AND STRENGTHENING KEY RESOURCES AND CAPABILITIES 295 Three Approaches to Building and Strengthening Capabilities 296 The Strategic Role of Employee Training 299 Strategy Execution Capabilities and Competitive Advantage 300 MATCHING ORGANIZATIONAL STRUCTURE TO THE STRATEGY 3 0 0

Deciding Which Value Chain Activities to Perform Internally and Which to Outsource 300 Aligning the Firm’s Organizational Structure with Its Strategy ” 302 Determining How Much Authority to Delegate 307 Facilitating Collaboration with External Partners and Strategic Allies Further Perspectives on Structuring the Work Effort 310 310 ILLUSTRATION CAPSULE 10. 1 “Build From Within”: P&G’s Approach to Management Development 294 10. 2 Toyota’s Legendary Production System: A Capability that Translates into Competitive Advantage 298 10. 3 Which Value Chain Activities Does Apple Outsource and Why?

303 11 MANAGING INTERNAL OPERATIONS 316 ALLOCATING RESOURCES TO THE STRATEGY EXECUTION EFFORT 318 INSTITUTING POLICIES AND PROCEDURES THAT FACILITATE STRATEGY EXECUTION 319 INSTITUTING BEST PRACTICES AND EMPLOYING PROCESS MANAGEMENT TOOLS 321 How the Process of Identifying and Incorporating Best Practices Works 321 Business Process Reengineering, Total Quality Management, and Six Sigma Quality Programs: Tools for Promoting Operating Excellence 323 Capturing the Benefits of Initiatives to Improve Operations 327 INSTALLING INFORMATION AND OPERATING SYSTEMS 328

Instituting Adequate Information Systems, Performance Tracking, and Controls 329 USING REWARDS AND INCENTIVES TO PROMOTE BETTER STRATEGY EXECUTION 331 Incentives and Motivational Practices that Facilitate Good Strategy Execution 331 Striking the Right Balance between Rewards and Punishment 332 Linking Rewards to Achieving the Right Outcomes 334 ILLUSTRATION CAPSULE 11. 1 Whirlpool’s Use of Six Sigma to Promote Operating Excellence 326 Contents 11. 2 What Companies Do to Motivate and Reward Employees 333 11. 3 Nucor Corporation: Tying Incentives Directly to Strategy Execution 336 12 CORPORATE CULTURE AND LEADERSHIP 342

INSTILLING A CORPORATE CULTURE CONDUCIVE TO GOOD STRATEGY EXECUTION 343 Identifying the Key Features of a Company’s Corporate Culture 344 Strong vs. Weak Cultures 348 Why Corporate Cultures Matter to the Strategy Execution Process 349 Healthy Cultures that Aid Good Strategy Execution 351 Unhealthy Cultures that Impede Good Strategy Execution 352 Changing a Problem Culture 354 LEADING THE STRATEGY EXECUTION PROCESS 358 Staying on Top of How Well Things Are Going 359 Mobilizing the Effort for Excellence in Strategy Execution 360 Leading the Process of Making Corrective Adjustments 361

A FINAL WORD ON LEADING THE PROCESS OF CRAFTING AND EXECUTING STRATEGY 362 ILLUSTRATION CAPSULE 12. 1 The Culture that Drives Innovation at W. L. Gore & Associates 12. 2 Changing the “Old Detroit” Culture at Chrysler 345 358 PART TWO Cases in Crafting and Executing Strategy Section A: Crafting Strategy in Single-Business Companies 1 Mystic Monk Coffee C-2 David L. Turnipseed, University of South Alabama 2 Costco Wholesale in 2O12: Mission, Business Model, and Strategy C-6 Arthur A. Thompson, The University of Alabama 3 Harry Lindsol’s Textbook Decision: An Ebook or a Traditional College Textbook C-26

A. J. Strickland, The University of AlabamaSamantha Lindsay, The University of Alabama, 2012 MBA Student 4 Sift Cupcake and Dessert Bar C-33 Rui Gregorio, Sonoma State University Andy Kiehl, Sonoma State University Mark Mathewson, Sonoma State University Meredith Nicklas, Sonoma State University Cynthia Riggs, Sonoma State University Armand Gilinsky, Sonoma State University 5 Under Armour—Challenging Nike in Sports Apparel Arthur A. Thompson, The University of Alabama C-42 xlv xlvi Contents acorned: 6 lululemon athletica, Inc. C-59 Arthur A. Thompson, The University of Alabama 7 Coach Inc.

in 2O12: Its Strategy in the “Accessible” Luxury Goods Market C-73 John E. Gamble, University of South Alabama Ronald W. Eastburn, University of South Alabama 8 Tiffany’s Little Blue Box: Does It Have Any Strategic Significance? C-84 A. J. Strickland, The University of Alabama Solomon Morgan, The University of Alabama, 2012 MBA Student scormecr: 9 Panera Bread Company in 2O12—Pursuing Growth in a Weak Economy C-96 Arthur A. Thompson, The University of Alabama i connect: 1O Chipotle Mexican Grill in 2O12: Can It Hit a Second Home Run? C-114 Arthur A. Thompson, The University of Alabama Bconnect

11 Netflix in 2O12: Can It Recover from Its Strategy Missteps? C-127 Arthur A. Thompson, The University of Alabama 12 Equal Exchange: Trading Fairly and Making a Profit C-148 Joanna Kaminski, Manhattan College Samantha Marchese, Manhattan College Cara Vullo, Manhattan College ^connect” 13 Google’s Strategy in 2O12 C-168 John E. Gamble, University of South Alabama acormectr 14 Apple Inc. in 2O12: Can it Sustain its Growth and Defend against New Competitive Threats? C-187 John E. Gamble, University of South Alabama Lou Marino, The University of Alabama 15 The State Fair of Virginia C-198 W.

Glen Rowe, The University of Western Ontario Karen Schnarr, The University of Western Ontario aconnectr 16 Eastman Kodak in 2O12: Will Its Post-Bankruptcy Strategy Be Successful? C-211 John E. Gamble, University of South Alabama R. Ray Gehani, University of Akron aconnectr 17 Nucor Corporation in 2O12: Using Economic Downturns as an Opportunity to Grow Stronger C-22O Arthur A. Thompson, The University of Alabama Contents 18 Tata Motors: Can It Become a Global Contender in the Automobile Industry? C-246 David L. Turnipseed, University of South Alabama John E. Gamble, University of South Alabama

19 7-Eleven in Taiwan: Adaptation of Convenience Stores to New Market Environments C-256 Aihwa Chang, National Chengchi University Shin-Fen Chen, The University of Western Ontario Section B-. Crafting Strategy in Diversified Companies 20 The Walt Disney Company: Its Diversification Strategy in 2O12 C-273 John E. Gamble, University of South Alabama 21 Kraft Foods Inc. : Will the Spinoff of Its North American Grocery Business Lead to Increased Shareholder Value? C-287 John E. Gamble, University of South Alabama Section C: Implementing and Executing Strategy 22 Robin Hood C-300 Joseph Lampel, City University London

23 Dilemma at Devil’s Den , C-3O2 Allan R. Cohen, Babson College Kim Johnson, Babson College 24 Starbucks in 2O12: Evolving into a Dynamic Global Organization C-305 Arthur A. Thompson, The University of Alabama 25 Herman Miller Inc. in 2O12: An Ongoing Case of Reinvention and Renewal C-332 Frank Shipper, Salisbury University Karen Manz, Author and Researcher Steven B. Adams, Salisbury University Charles C. Manz, University of Massachusetts 26 Henkel: Building a Winning Culture Robert Simons, Harvard Business School Natalie Kindred, Harvard Business School 27 Bayonne Packaging, Inc. C-359 Roy D.

Shapiro, Harvard Business School Paul E. Morrison, Boston University C-345 xlvii xlviii Contents Section D: Strategy, Ethics, and Social Responsibility 28 Rhino Sales, Hunting, and Poaching in South Africa, 2O12 C-369 A. J. Strickland, The University of Alabama William E. Mixon, The University of Alabama, 2011 MBA graduate 29 The Upper Big Branch Mine Disaster C-385^ Anne T. Lawrence, San Jose State University 30 Frog’s Leap Winery in 2O11—the Sustainability Agenda Armand Gilinsky, Sonoma State University Guide to Case Analysis CAi Photo Credits PC l INDEXES Company 11 Name 11 -6 Subject 1-23 C-392