strategic-management

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EXHIBIT 7 Disney’s Domestic Broadcast Television Stations Market TV Station Analog Channel CASE 1 • WALT DISNEY COMPANY — 2009 7 EXHIBIT 8 Disney’s International Cable Satellite Networks and Broadcast Operations Estimated Estimated Domestic International Number Subscribers Subscribers of Ownership Property (in millions) (1) (in millions) (2) Channels % ESPN ESPN (1) 98 — 80.0 ESPN2 97 — 80.0 ESPN Classic 63 — 80.0 ESPNEWS 67 — 80.0 ESPN Deportes 4 — 80.0 ESPNU 20 — 80.0 Disney Channels Worldwide Disney Channel 97 78 30 100.0 Playhouse Disney — 32 19 100.0 Toon Disney 71 19 9 100.0 Jetix Europe — 52 25 73.3 Jetix Latin America — 20 4 100.0 Hungama — 7 1 100.0 ABC Family 97 — 1 100.0 SOAPnet 70 — 1 100.0 A&E A&E 97 — 1 37.5 The History Channel 97 — 1 37.5 The Biography Channel 52 — 1 37.5 History International 52 — 1 37.5 Lifetime Lifetime Television 97 — 1 50.0 Lifetime Movie Network 66 — 1 50.0 Lifetime Real Women (2) 11 — 1 50.0 (1) Estimated U.S. subscriber counts according to Nielsen Media Research as of September 2008. Source: Walt Disney Company, Form 10K (2008). Television Market Ranking New York, NY WABC-TV 7 1 Los Angeles, CA KABC-TV 7 2 Chicago, IL WLS-TV 7 3 Philadelphia, PA WPVI-TV 6 4 San Francisco, CA KGO-TV 7 6 Houston, TX KTRK-TV 13 10 Raleigh-Durham, NC WTVD-TV 11 28 Fresno, CA KFSN-TV 30 55 Flint, MI WJRT-TV 12 66 Toledo, OH WTVG-TV 13 72 Source: Walt Disney Company, Form 10K (2008).
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Editorial Director: Sally Yagan Edi
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To Joy, Forest, Byron, and Meredith
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x CONTENTS Industry Analysis: The E
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xii CONTENTS Part 4 Strategy Evalua
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xiv CONTENTS Cases HOSPITALITY/ENTE
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xviii PREFACE issues and concerns.
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xx PREFACE current strategic-manage
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xxiv ACKNOWLEDGMENTS with overly ag
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xxviii CASE COMPANY INFORMATION MAT
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xxx CASE COMPANY INFORMATION MATRIX
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PART 1 Overview of Strategic Manage
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4 PART 1 • OVERVIEW OF STRATEGIC
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PART 2 Strategy Formulation CHAPTER
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42 PART 2 • STRATEGY FORMULATION
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CHAPTER 3 The External Assessment C
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CHAPTER 4 The Internal Assessment C
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CHAPTER 5 Strategies in Action CHAP
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CHAPTER 6 Strategy Analysis and Cho
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PART 3 Strategy Implementation CHAP
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212 PART 3 • STRATEGY IMPLEMENTAT
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CHAPTER 8 Implementing Strategies:
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PART 4 Strategy Evaluation CHAPTER
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286 PART 4 • STRATEGY EVALUATION
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PART 5 Key Strategic-Management Top
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310 PART 5 • KEY STRATEGIC-MANAGE
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CHAPTER 11 Global/International Iss
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PART 6 Strategic-Management Case An
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348 PART 6 • STRATEGIC-MANAGEMENT
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350 PART 6 • STRATEGIC-MANAGEMENT
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Page 786: 360 INDEX Finkelstein, Sydney, 167
Page 790: 362 INDEX Thai, Kim, 167, 280 Thomp
Page 794: 364 INDEX E Economic forces, 63, 33
Page 798: 366 INDEX Q OSPM, 192-196 Quality (
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Page 810: 2 MERNOUSH BANTON Disney Consumer P
Page 814: 4 MERNOUSH BANTON EXHIBIT 3 Consoli
Page 818: 6 MERNOUSH BANTON Entertainment Ser
Page 824: The company also has been hosting V
Page 828: television production, and syndicat
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Page 840: EXHIBIT 2 Merryland Amusement Park
Page 844: The Screamer was one of the first c
Page 848: Altria’s specific funding conditi
Page 852: CASE 2 • MERRYLAND AMUSEMENT PARK
Page 856: EXHIBIT 7 Kansas Employment Summary
Page 860: Much of JetBlue’s business model
Page 864: CASE 3 • JETBLUE AIRWAYS CORPORAT
Page 868: EXHIBIT 4 JetBlue Corporation: Cons
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EXHIBIT 6 Airline Bookings 2008 Boo
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EXHIBIT 9 Direct Competitor Compari
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4 AirTran Airways, Inc. — 2009 Ch
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EXHIBIT 1 AirTran’s Leadership Te
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EXHIBIT 2 Airline Quality Rating Ra
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EXHIBIT 5 AirTran’s Selected Fina
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EXHIBIT 7 Income Statement (all num
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EXHIBIT 10 AirTran’s Top Domestic
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“AirTran Airways Launches Buy-On-
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Divisions of the Company For FY2008
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EXHIBIT 3 The Three Largest Small-B
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EXHIBIT 5 Family Dollar, by State a
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EXHIBIT 6 Family Dollar’s Consoli
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6 Wal-Mart Stores, Inc. — 2009 Am
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EXHIBIT 2 Consolidated Balance Shee
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EXHIBIT 3 End-of-Year Store Count W
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EXHIBIT 4 Wal-Mart’s Organization
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Sam’s Clubs Sam’s Clubs are mem
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everyday. With this technology, Wal
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Action (EEO/AA) employer, but it ha
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7 Whole Foods Market, Inc. — 2009
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product sales accounted for approxi
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grocery store sector of retail was,
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EXHIBIT 1 Whole Foods Market, Inc.,
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EXHIBIT 4 Whole Foods Properties (a
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8 Macy’s, Inc. — 2009 Rochelle
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EXHIBIT 1 Macy’s Divisional Organ
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Macy’s recently launched a series
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(10,860) and 12,000 more than J.C.
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9 Yahoo! Inc. — 2009 Hamid Kazero
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EXHIBIT 1 Consolidated Statements o
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EXHIBIT 3 Yahoo! Revenues by Groups
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EXHIBIT 7 Yahoo! versus Google Comp
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10 eBay Inc. — 2009 Lori Radulovi
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By 2009, eBay has attained customiz
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Bill Me Later, acquired by eBay Inc
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to gains sales by referring custome
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EXHIBIT 3 eBay Consolidated Income
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EXHIBIT 6 eBay Supplemental Operati
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11 Wells Fargo Corporation — 2009
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EXHIBIT 2 Wells Fargo/Wachovia U.S.
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EXHIBIT 3 Wells Fargo’s Income St
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EXHIBIT 5 Wells Fargo—Business Se
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EXHIBIT 7 Wells Fargo versus Rivals
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high-quality southern-style doughnu
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contain a doughnut-making productio
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Mission and Vision The current comp
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All stores are required to have a s
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13 Starbucks Corporation — 2009 S
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Our Coffee It has always been, and
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EXHIBIT 3 Starbucks’ Balance Shee
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EXHIBIT 4 Segment Financial Data Se
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Conclusion Starbucks continues to b
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EXHIBIT 1 USPS Summary Financial Da
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EXHIBIT 2 USPS Operating Expenses (
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CASE 14 • THE UNITED STATES POSTA
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EXHIBIT 10 USPS Vehicle Inventory (
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EXHIBIT 13 USPS Operating Statistic
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EXHIBIT 13 USPS Operating Statistic
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EXHIBIT 1 Amtrak Route Map SEATTLE
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CASE 15 • NATIONAL RAILROAD PASSE
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CASE 16 • GOODWILL OF SAN FRANCIS
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EXHIBIT 6 Goodwill Revenue Growth R
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wooden shed with the words “Harle
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notes, due in 2014. The money will
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84 percent, 80 percent, and 79 perc
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EXHIBIT 4 Income Statements (2006-2
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net income were down 2.3 percent an
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EXHIBIT 1 Ford Motor Company Corpor
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Motorcraft Ford purchased Electric
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carrying over $1 billion in goodwil
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In late 2009, Ford added shifts at
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the largest food company in the Uni
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way of creating some interactivity
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At year-end 2009, the company had s
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Prior to 2006, ConAgra was a holdin
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process, and Hershey extensively re
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EXHIBIT 2 The Hershey Company Conso
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acquisitions and joint ventures wit
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Cadbury Cadbury, formerly known as
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21 Johnson & Johnson — 2009 Shary
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EXHIBIT 2 J&J’s Mission Statement
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EXHIBIT 4 J&J Facilities Pharmaceut
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EXHIBIT 5 Large Competitors to J&J
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Even the largest pharmaceutical com
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EXHIBIT 8 J&J Balance Sheets 2006-2
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James Preston, the CEO of Avon, fou
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In their new promotions, the Avon l
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EXHIBIT 5 Avon’s Balance Sheets (
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EXHIBIT 7 Avon’s Executive Team A
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ut he also proved he knew how to ma
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Internal Factors Business Structure
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EXHIBIT 3 Molson Coors Consolidated
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The market for the target customer
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Another factor has been the current
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cost about $14 a case, or $5 less t
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Bradham followed the example of Coc
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EXHIBIT 2 PepsiCo 2008 Income State
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EXHIBIT 6 World Demand for the Nona
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EXHIBIT 7 World Chip Market In mill
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Coca-Cola will continue to concentr
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25 Pfizer, Inc. — 2009 Vijaya Nar
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EXHIBIT 1 Revenues by Key Products
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Pfizer’s consolidated Balance She
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EXHIBIT 7 Overview of Direct Compet
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number should reach $265 billion in
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EXHIBIT 1 Merck’s Recent Acquisit
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EXHIBIT 3 Merck’s Sales by Produc
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Industry Issues, Facts, and Figures
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prescriptions. Because the price of
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27 Nike, Inc. — 2010 1 Randy Harr
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The company has set a strategic goa
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EXHIBIT 5 Nike’s Income Before Ta
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Nike Customers and Price Points Bec
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Competition Competition in the athl
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eliminate quotas and tariff barrier
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The company acquired FrogTrader to
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CASE 28 • CALLAWAY GOLF COMPANY
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Pacific PTY Ltd., Callaway Golf (Sh
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3.5 percent for the first quarter o
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public and private golf clubs are e
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Standard Oil and created Standard o
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EXHIBIT 3 Statement of Income (mill
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Marketing Marketing in an energy co
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company in the world in 2007. The 2
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