Principles Of Strategic Management 3rd Edition Tony Morden - Solutions

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2. On what grounds could the TIB survey be challenged by the Judiciary?
1. Can surveys be used effectively in the social sector to fight corruption?
4. If the focus of the above case was India, what would you expect to find that is different? Why?
What are the implications for the counterfeit luxury goods market?
3. In the case above, what factors do you think help to best explain the apparent shift to less conspicuous consumption? Do you think this is a permanent shift or a temporary anomaly?
2. Are these factors similar or different in other economically developing countries?
1. What are some factors that you think are unique to doing research in Asian Countries?
Can generalizations be made on the basis of these estimates?
• How reliable are these estimates?
• How should the sample be selected to estimate the population characteristics?
• What should be the size of the sample?
What is the specific population?
5. Do you support Veen’s decision to enter the retail market? Support your position with reasoning based on the information given in the case. Explain your assumptions, if any.
4. Identify the PEST factors for Veen based on the information given in the case.
3. From the matrix developed in question 2, if you find any price discrepancy in similarly positioned brands, how would you develop unique selling propositions to justify and position the higher priced brand in consumer minds?
What does this matrix tell you about price competitiveness of the brands?
2. In terms of three types of bottled waters, develop a matrix by showing types of water horizontally, and put parent companies vertically. Place their respective brands in each box in the matrix with prices of 1-liter bottles or smaller size if 1-liter bottle is not offered.
1. Identify the central issue of the case.
5. From the perspective of small operators, discuss the tentative implication of various strategies, with reference to Ansoff Model.
4. Based on Porter’s generic strategies, which one of the three market segments (voice services, data services, and financial services) might be the best candidate for focus strategy? Defend your answer with reasoning.
3. Show all the possible market segments by combining both the benefit segmentation and geographic segmentation in a single diagram, and explain which segment you would most likely to choose if you were a small organization in the telecom market.
2. With a penetration rate of over 100%, do you think mobile operators should stop promoting their voice services to new subscribers? Explain your answer with reasoning.
1. Based on the information given in the case, do a PEST analysis for Vietnam’s Telecom market?
What implications can be drawn for marketing strategies as a result?
3. Will macro-environmental forces affecting other industries such as the computer industry, clothing industry, and food industry be different from those in the banking industry? What are the similarities and differences?
2. How has Maybank responded to the macro-environmental changes? Are the responses appropriate? What other responses would you suggest?
1. What macro-environmental forces affect the banking industry? What implications can be drawn as a result for marketing strategies in the banking industry?
4. What are the key changes in the demographic environment in Asia and what do they mean to marketers?
3. What macro-environment forces will be important for the food industry in Asia? Do they represent opportunities or threats?
2. What are the different methods of environmental scanning?
1. What is the macro-environment and what should companies do about it?
3. How do you assess the future of the IT industry in Bangladesh based on the fact that India is far ahead in this sector?
2. Can societal marketing be used under all social and economic conditions?
1. Why marketing linked to technological innovation is so important?
4. Using published information, describe and analyze the international business strategy of a multinational company that is of interest to you.
3. Compare and contrast the organization and strategy of any two (or more) of (i) a centralized hub; (ii) a decentralized or co-ordinated federation; and (iii) a trans-national organization for which appropriate information is available to you.
2. Compare and contrast the types of international operation, modes of entry, and forms of international organization used by selected enterprises in your country who are involved in international business.
1. Using M.E. Porter’s “diamonds” model of comparative national advantage, carry out an analysis of an industry or sector in your country that is of interest to you, and for which appropriate information may be obtained. What are the implications of this analysis for enterprise strategy?
5. What relevant implementation issues are evident in the case study?
4. Identify, analyze, and explain the multinational strategies (if any)evident in the case study.
3. Identify, analyze, and explain the international business strategies evident in the case study.
2. Carry out an analysis of locational comparative advantage using M.E.Porter’s “diamonds” model. What are the implications of this analysis for the case company?
1. Identify and analyze the international context of the case study.
9. Compare and contrast the three approaches to developing the international manager.
8. Outline and comment on some of the key elements of the localized implementation of international business strategy.
7. Describe and explain a variety of multinational strategies.
6. Compare and contrast the four types of multinational company.
5. Describe some of the alternative forms of international organization available to the enterprise.
4. Describe some of the alternative types of international operation and modes of entry available to the enterprise.
3. What are some of the implications of M.E. Porter’s “diamonds” model for international business strategy?
2. What is the significance of location to decisions on international business strategy?
1. In what ways may strategy formulation and strategic decision-making be determined by the needs of international business?
Using published data or key informant interviews, present a past or current case example (or case examples) of company use of any of the business development strategies described in this chapter. Explain the direction of company business development strategy. Comment on the apparent reasoning for
3. Identify strategies of co-operation, partnership and alliance (if any)evident in the case study. Analyze these strategies of co-operation, partnership and alliance. What is their apparent purpose? Comment on their implications for the case company. Explain their significance for competitive
2. Identify business development strategies (if any) evident in the case study. Analyze these business development strategies. Comment on their implications for the case company. Explain their significance for competitive positioning and competition strategy.
1. Identify competition strategies (Chapter 22) evident in the case study.
4. Why is the direction of enterprise business development a key area of strategic choice?
3. Analyze and illustrate some of the purposes of strategic alliances.
1. Compare and contrast the alternative business development strategies described in this chapter. What are their advantages and disadvantages?
Using published data or key informant interviews, present a past or current example (or examples) of company use of either of the product-market matrices described in this chapter. Explain the direction of development of company product-market strategy revealed by the use of these matrices. Comment
2. Identify product-market development strategies (if any) evident in the case study. Analyze these product-market development strategies.Comment on their implications. Explain their significance for the competitive positioning and competition strategy of the case company/companies.
1. Identify competition strategies evident in the case study.
4. Analyze and comment on the strategic implications of the PIMS Principles Two and Five (also see Chapter 23).
3. Compare and contrast the strategic alternatives identified by the Boston Consulting Group (BCG) matrix.
2. Compare and contrast the strategic alternatives identified by Ansoff’s product-market matrix.
1. Why is the direction of enterprise product-market development a key area of strategic choice?
5. Using published information or key informant interviews, draw up an analysis of the corporate identity and reputation of an organization with which you are familiar. What is the apparent purpose of the organization’s strategies for identity and reputation? Present your findings.
4. Using published information, carry out a comparative analysis of the reputation of two or more organizations in a particular industry or sector that is of interest to you. In what ways does reputation confer competitive advantage to these organizations, and how do they make use of this advantage?
3. Using published information, advertisements and other appropriate material draw up an analysis and comparison of the brand strategy of(i) a named local or regional or national company; and (ii) a named international company, in a product-market with which you are familiar. Present your findings.
2. Carry out an analysis of (i) a local or regional brand; and (ii) a global brand. Compare the two analyzes. Comment on the strategic implications of this comparison.
1. Using published information, advertisements and other appropriate material (i) draw up an analysis of the apparent brand portfolios and brand strategies of the main competitors in a specific consumer (or business-to-business) market; (ii) compare these portfolios and strategies; and (iii)
5. To what extent have brand, reputation, or corporate identity become strategic assets in the case company?
4. In what ways do brand, reputation, or corporate identity serve to differentiate the product-market offer of the case company from its competitors?
3. Analyze brand, or reputation, or corporate identity (or all three) as sources of competitive advantage. In what ways do these sources of competitive advantage add value to the case company?
2. Identify the nature and character of brand, or reputation, or corporate identity (or all three) in the case study.
1. Identify competition strategies (Chapter 22) evident in the case study.
8. How may the enterprise manage the relationship between corporate and brand identities?
7. What is the strategic role of corporate identity?
6. What is corporate identity?
5. What is the strategic role of reputation?
4. What is reputation?
3. Compare and contrast global brands, locally modified global brands, regional brands, and local brands. What are the roles of each type of brand? What are their relative advantages and disadvantages?
2. What is the strategic role of the brand?
Using published data or key informant interviews, prepare an analysis and explanation of a national or international product-market or sector in which competition is characterized by the implementation of any of the segment-specific, focus, niche, or differentiated strategies described in this
3. Identify differentiated strategies (if any) in the case study. Analyze these product-market strategies. Explain their significance for competitive positioning and competition strategy. What sources of competitive advantage do they exploit?
2. Identify segment-specific, focus, or niche strategies (if any) in the case study. Analyze these product-market strategies. Explain their significance for competitive positioning and competition strategy.What sources of competitive advantage do they exploit?
1. Identify competition strategies evident in the case study.
5. Upon what sources of competitive advantage may segment-specific, focus, niche, or differentiated product-market strategies be based? Give some illustrative examples.
4. What are the advantages to the enterprise of being able to pursue differentiated strategies? What, if any, are the disadvantages of these strategies?
3. What are differentiated product-market strategies? Give some illustrative examples.
2. What are the advantages to the enterprise of being able to pursue segment-specific, focus, or niche strategies? What, if any, are the disadvantages of these strategies?
1. What are segment-specific, focus, or niche strategies? Give some illustrative examples.
Using published data or key informant interviews, prepare an analysis and explanation of a national or international product-market or sector in which competition strategy is characterized by the implementation of any of the volume, market share, cost-based or cost leadership strategies described
4. Identify cost leadership strategies (if any) in the case study. Explain their significance within the context of competitive positioning and competition strategies evident in the case study.
3. Analyze the character of the cost management that is apparent within the value chain of the case company. Is there evidence of cost reduction, value enhancement, resource stretch and leverage, etc.?
2. Identify volume, cost, or market share based strategies (if any) in the case study. Analyze these business strategies. Explain their significance for competitive positioning and competition strategy.
1. Identify competition strategies (Chapter 22) evident in the case study.
7. Explain M.E. Porter’s cost leadership strategy.
6. How may costs be reduced within the value chain?
5. What is the significance of the experience curve concept for volume, cost and market share decisions?

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