戴维 战略管理第17版全套英文教辅案例davidsm17caseim26Word文档格式.docx
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戴维 战略管理第17版全套英文教辅案例davidsm17caseim26Word文档格式.docx
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1.Clear:
revealstypeofindustryandwhatfirmstrivestobecome
2.Futuristic:
revealswhatthefirmstrivestobecomeoraccomplishwithin5years
3.Concise:
onesentenceinlength
4.Unique:
revealsthefirm’scompetitiveadvantage
5.Inspiring:
motivatesreaderstosupportthefirm
Asindicatedinthecase,Whirlpool’scorevaluesarerespect,integrity,diversity&
inclusion,teamwork,andspiritofwinning.Whirlpool’svisionstatementistobe“thebest-brandedconsumerproducts—ineveryhomearoundtheworld.”Usingthe5by5assessmenttechniquedescribedabove,thisstatementisweakonallfivecriteriaexceptforbeing“concise.”
AproposedvisionstatementforWhirlpoolcouldreadsomethinglikethefollowing:
“Wearededicatedtoalwaysbeingthemosttrustedsourceforlargeandsmallhome(andbusiness)appliancesthatdelightcustomerswiththeirefficiency,price,andtime-savingfeatures.”
MissionStatementAnalysis
The10desiredcharacteristicsofaneffectivemissionstatementareasfollows:
1.Broadinscope;
doesnotincludemonetaryamounts,numbers,percentages,ratios,orobjectives
2.Concise;
fewerthanonehundredwordsinlength
3.Inspiring
4.Identifiestheutilityofafirm’sproducts
5.Revealsthatthefirmissociallyresponsible
6.Revealsthatthefirmisenvironmentallyresponsible
7.Includesninecomponents:
customers,productsorservices,markets,technology,concernforsurvival/growth/profits,philosophy,distinctivecompetence,concernforpublicimage,concernforemployees
8.Reconciliatory;
resolvesdivergentviewsamongstakeholders
9.Enduringbutnevercastinstone
10.Attractscustomers;
iswrittenfromacustomerperspective
The9desiredcomponentsofaneffectivemissionstatementareasfollows:
1.Customers—Whoarethefirm’spresentandpotentialcustomers?
2.Productsorservices—Whatarethefirm’smajorproductsorservices?
3.Markets—Geographically,wheredoesthefirmcompete?
4.Technology—Isthefirmtechnologicallycurrent?
5.Concernforsurvival,growth,andprofitability—Isthefirmcommittedtogrowthandfinancialsoundness?
6.Philosophy—Whatarethebasicbeliefs,values,aspirations,andethicalprioritiesofthefirm?
7.Distinctivecompetence—Whatisthefirm’smajorcompetitiveadvantage?
8.Concernforpublicimage—Isthefirmresponsivetosocial,community,andenvironmentalconcerns?
9.Concernforemployees—Areemployeesavaluableassetofthefirm?
Asmentionedinthecase,Whirlpool’scorevaluesarerespect,integrity,diversity&
inclusion,teamwork,andspiritofwinning.Thecompany’smissionstatementis“createdemandandearntrusteveryday.”Thecompanyalsohasastatementtitled“OurPurpose”onthecorporatewebsite,anditreadsasfollows(paraphrased):
“Timeissoimportanttoeveryonethatwedesignin-homesolutionsthatsavetimeforpeople.Westrivetodothingsthathaveneverbeendonebeforesothatyouwillhavemorequalitytimeinyourday.”
The“purposestatement”lacksvirtuallyallthedesiredcomponentsandcharacteristicsofamissionstatement.Thus,aproposedmissionstatementforWhirlpoolthatincludestheninecomponentsandmeetsthetencharacteristics,inlessthan100words,isgivenbelow:
Whirlpooloffersawidevarietyofconsumerproducts,includingsmallandlargeappliances,tohomeownersandbusinessesaroundtheworld(1,2,3).Weprovidetechnologicallysuperiorproducts(4)thatsavepeopletimeintheirdailyroutines(7).Ourhighly-trained,diverseworkforcetirelessly(9)andwithintegrity(6)worktoassureourcompanygrowthandprofitability(5)evenastheygivebacktothecommunitieswhereweoperate(8).(59words)
ExternalFactorEvaluation(EFE)Matrix
CompetitiveProfileMatrix
FinancialRatioAnalysis
InternalFactorEvaluation(IFE)Matrix
Strength-Weakness-Opportunity-Threat(SWOT)Matrix
SOStrategies
1.IncreaseR&
Dintocookingappliancestailoredtowardproducingsmartdevicesthatarecontrolledviamobiledevices(S3,S9,O2).
2.BuildanewmanufacturingplantinMexico(S3,S4,S5,O7).
3.IncreaseadvertisinginIndiaby$200million(S7,O8).
4.Spend$200millionadvertisingtheadvantagesofinstallingmoreenergyefficientACunits(S4,O4).
STStrategies
Dintocookingappliancestailoredtowardproducingsmartdevicesthatarecontrolledviamobiledevices(S3,S9,T1,T8).
2.Increaseadvertisingby$200millionpromotingthebenefitsofenergyefficientsmartwasheranddryers(S2,S3,T6,T7,T9).
3.BuildanewmanufacturingplantinMexico(S3,S4,S5,T4,T10).
WOStrategies
1.BuildanewmanufacturingplantinIndia(W3,W8,O8).
2.FormacontractwithDRHortontosupplyappliancesin20%ofthenewhomesbuilt(W1,W2,W10,O10).
3.Shift10%oftheresourcesdevotedtoEurope,MiddleEast,AfricatotheUSA(W5,O5,O6,O10).
WTStrategies
1.Increaseadvertisingby$200millionpromotingthebenefitsofenergyefficientsmartwasheranddryers(W1,W2,T6,T7,T9).
2.IncreaseR&
Dintocookingappliancestailoredtowardproducingsmartdevicesthatarecontrolledviamobiledevices(W1,W2,T1,T8).
3.FormacontractwithDRHortontosupplyappliancesin20%ofthenewhomesbuilttocounterthenewthreatfromHaier(W1,W2,T5).
StrategicPositionandActionEvaluation(SPACE)Analysis
BostonConsultingGroup(BCG)MatrixAnalysis(inmillions)
Internal-External(IE)MatrixAnalysis(inmillions)
GrandStrategyMatrixAnalysis
QuantitativeStrategicPlanningMatrix(QSPM)Analysis
1.BuildanewmanufacturingplantinIndiafor$500million.
2.FormacontractwithDRHortontosupplyappliancesin20%ofthenewhomesbuilt.
RecommendationswithAssociatedCosts
Dintocookingappliancestailoredtowardproducingsmartdevicesthatarecontrolledviamobiledevicesby$200million.
2.IncreaseadvertisinginIndiaby$200million.
3.BuildanewmanufacturingplantinIndiafor$500million.
4.FormacontractwithDRHortontosupplyappliancesin20%ofthenewhomesbuilt.
5.Shift10%oftheresourcesdevotedtoEurope,MiddleEast,AfricatotheUSA.
TotalCosts$900million
OrganizationalChartAnalysis
Chapter7presents15guidelinesfordevelopinganeffectiveorganizationalchart,asfollows:
1.Insteadofchairmanoftheboard,makeitchairpersonoftheboard.
2.Makesuretheboardofdirectorsrevealsdiversityinrace,ethnicity,gender,andage.
3.MakesurethechairoftheboardisnotalsotheCEOorpresidentofthecompany.
4.MakesuretheCEOofthefirmdoesnotalsocarrythetitlepresident.
5.Reservethetitlepresidentforthedivisionheadsofthefirm.
6.IncludeaCOOifdivisionsarelargeorgeographicallydispersed.
7.MakesureonlypresidentsofdivisionsreporttotheCOO.
8.MakesurefunctionalexecutivessuchasCFO,CIO,CMO,CSO,R&
D,CLO,CTO,andHRMreporttotheCEO,nottheCOO.
9.Makesureeveryexecutivehasoneboss,solinesinthechartshouldbedrawnaccordingly,assuringunityofcommand.
10.Makesurespanofcontrolisreasonable,probablynomorethan10personsreportingtoanyotherperson.
11.Makesurediversityinrace,ethnicity,gender,andageiswellrepresentedamongcorporateexecutives.
12.Avoidafunctionaltypestructureforallbutthesmallestfirms.
13.Decentralize,usingsomeformofdivisionalstructure,wheneverpossible.
14.UseanSBUtypestructureforlargefirmswithmorethan10divisions.
15.Makesureexecutivetitlesmatchproductnamesasbestpossibleindivision-by-productandSBU-designatedfirms.
MarcBitzerbecameCEOofWhirlpoolinOctober2017.SincethereisnoCOOorCAOamongtheWhirlpooltopexecutivetitles,itappearsthefirmisoperatingfromadivisional-by-regiontypestructurewitheveryonereportingtoCEOBitzer.AprobableorganizationalchartisprovidedinExhibit1.
Exhibit1-Whirlpool’sOrganizationalStructure
1.JeffFettig,ChairmanoftheBoard
2.MarcBitzer,President,CEO,andDirector
3.JamesPeters,EVPandCFO
4.ChrisConley,SeniorDirector–InvestorRelations
5.DavidSzczupak,EVPofGlobalProductOrganization
6.DavidBinkley,SVP,GlobalHumanResources
7.KirstenHewitt,SVPandGeneralCounsel
8.JosephLiotine,EVPandPresidentofNorthAmerica
9.EstherBerrozpe
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