戴维 战略管理第17版全套英文教辅案例davidsm17caseim26.docx

戴维 战略管理第17版全套英文教辅案例davidsm17caseim26.docx

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戴维战略管理第17版全套英文教辅案例davidsm17caseim26

Case26-WhirlpoolCorporation（WHR）–2018–Teachers’NotebyForestR.David

CaseAbstract

HeadquarteredinBentonHarbor,Michigan,WhirlpoolisthelargesthomeappliancecompanyinNorthAmerica,producing$21billioninannualsales.BrandnamesofWhirlpoolincludeKitchenAid,Maytag,Consul,Brastemp,Amana,Bauknecht,Jenn-Air,Indesitandmanyothernamesinmanydifferentcountriesaroundtheworld.Whirlpoolsellsitsproductstoretailers,distributors,dealers,builders,andothermanufacturers.

Whirlpoolmanufacturesandmarketshomeappliancesandrelatedproductsthatincludelaundryappliances,refrigeratorsandfreezers,cookingappliances,dishwashers,mixers,andothersmalldomesticappliances.Italsoproduceshermeticcompressorsforrefrigerationsystems.Whirlpoolhas92,000employeesaroundtheworld,including22,000intheUnitedStates.Thecompanyownsandoperates70manufacturingandtechnologyresearchcentersglobally.Whirlpooloperatesthroughfoursegments:

1.NorthAmerica

2.Europe,MiddleEast,andAfrica（EMEA）

3.LatinAmerica

4.Asia

VisionStatementAnalysis

Effectivevisionstatementsexhibitfivecharacteristicsthatcanbeusedasguidelinesforwritingorevaluatingvisionstatements.Anyvisionstatementthatscoresa5outof5onthesecharacteristicsisexemplary.InChapter2,thisvisionstatementassessmenttechniqueisreferredtoas“The5outof5Test.”

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

1.IncreaseR&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

1.IncreaseR&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