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strategic management 5th
Strategic Management 1st Edition Colin White - Solutions
Carry out a full strategic audit on Euro Disney. Is it likely to have turned around its financial position in a permanent way? What is the explanation of the much greater degree of difficulty in making the park work than was experienced by other Disney theme parks?
How far can the Disney experience be adapted to remove its excessively American elements?
How far was this reaction peculiarly French and how far is it likely to be more common?
What is the relative importance of policy mistakes, changes in the external environment and difficulties of cultural difference?
What are the reasons for the difficulties? After all attendance at Euro Disney in 1993 was not that bad, approaching one million per month, which made the resort Europe’s most popular paid tourist destination.What was wrong?Could Disney maintain that competitive advantage in what proved to be a
Why was it important to locate new theme parks, such as those related to the world of film, close to the existing parks?
What determines the choice of country location? What advantage is there is keeping the choice competitive until the last moment?
What are the factors influencing the price strategy when a new resort is opened?
What are the main features of the Disney brand name?
What are the dangers to the value of the brand name in Disney establishing theme parks?
Carry out a full strategic audit on Mt Buller. How far is a winter resort, located at a relatively low altitude, economically viable, given its short winter season and the impact of global warming?
In what way do these principles compel the board to be clear about the strategy it is pursuing?
What activities or what group might the board seek to discriminate in favour of in order to promote different strategies?
What is the difference between a skills-based board and an interests-based board? How do the alternative structures influence strategy making?
How might this be done? How can broad aims be translated into specific objectives? This prompts a number of questions which are more easily raised than answered.
How should the board accommodate the process of strategy making? How does the use of the triple bottom line influence the strategy-making process?
What are the type of risks which confront a winter resort? What methods are available to control this risk?
What is the range of activities available in a winter resort? How many occur outside the snow season?
Who are the main stakeholder groups concerned with environmental damage? How might they be involved in the strategy-making process?
Who are the main stakeholder groups concerned with cultural damage? How might they be involved in the strategy-making process?
Under what conditions are one-off visitors or repeat visitors likely to be more important?
Choose a particular resort and indicate the attributes which attach to the experience provided by that resort.
Is a resort capable of standing on its own feet? Why would a government subsidize the creation of a resort?How does the public sector pay for its contribution, or does it too require that a project pays its way?
There are important implications arising from the need for infrastructure. How is the finance raised?Over what period is the investment recouped?
How might a classification of the competitive advantage around which a resort is operated be organized?
Is it appropriate, for example, to include casinos in this definition or game parks? Is Las Vegas the resort or the gaming houses which constitute its main raison d’être?
Carry out a full strategic audit on Lloyd’s, taking account of the fact that Lloyd’s is really a franchise of many separate businesses. How far are they consistent with each other?
Are there problems associated with the significant time lags in drawing up the accounts? Are there benefits in such a system?
How is it possible to avoid the bad behaviour of one or two syndicates destroying the good reputation of the market as a whole?
Why was being a name so popular? Is it the case that the double plus of good returns during a boom could become the double negative of large losses during a recession? How could this be avoided?
What was the role of the underwriters? What makes for a successful underwriter? How could the underwriters reduce the risks to which a syndicate was exposed?
Is it a sensible approach to be willing to insure anything and err on the side of generosity in meeting claims? Is this not a loss-making prescription?
What is the role of information and trust in establishing the reputation of an insurance company? How could Lloyd’s have maintained unlimited liability, something which is very unusual for an enterprise of its size and age?
How is it possible to deal with the changing litigiousness of the population at large and the greater willingness of courts to grant large damages claims?
Is it a feasible and acceptable approach to outsource the actuarial role? Is this not a core competency of an insurance company?
Is it possible to insure against all risks? If not, is it possible in theory? What are the difficulties in offering insurance against ‘abnormal’ events?
How is it possible to deal with ‘long-tailed’ risk? How is it possible to deal with events which are so rare that they have no actuarial background?
What might be the definition of a ‘normal’ event?Has there been any change in the proportion of ‘normal’and ‘abnormal’ events confronting insurance companies?
What is likely to be the influence of high interest rates or a stock market boom on the level of premiums determined by insurance companies? Why might the industry be subject to cyclical fluctuations in the levels of profit and premiums?
Are there other industries which rely to the same degree on an ability to forecast the future? What are the differences in the ways in which these forecasts are made?
What are the basic principles of the law of large numbers which allows the offer of insurance? What do the two features require an insurance company to do in order to be profitable?
Carry out a full strategic audit on Hewlett-Packard/Compaq. Has the merger been a success? Is the present strategy well devised for the new merged company?
Are managerial styles compatible? If not, are they appropriate to the functional areas that will be dominated by the partner? Will staff who are a valuable resource leave because of possible conflict? Will the conflict be harmful or can it be channelled into creative flow?
How far was HP typical of a company which had not exploited its core competencies and found itself in sectors which were not ‘new economy’?
Is there a tendency to underestimate the cost of implementing a merger? Is it also true that the more preparation there is, the more successful the merger is likely to be?
Where in the transaction cycle is the computer industry?How far has the computer been commoditized?
What is the generic strategy adopted by Dell? Is it a pure price leadership strategy, a pure product differentiation strategy, or a combined strategy? How far has Dell focused successfully in the strategy adopted?
Are these arguments contradictory and therefore mutually exclusive? In this case, which is likely to have more validity?
Why do particular enterprises merge or acquire another enterprise? What are the factors which influence them to do so?
Carry out a full strategic audit on Haier. Is it doing as well financially as it proclaims? Is it possible to draw firm conclusions on this? How far is Haier improving its profit margins by improving its brand name?
How can it manage this balance? Haier is attempting to gain the same brand recognition as Sony or Samsung.How can it achieve this? Is it likely to achieve this?
Why has there been an increasing trend in China for companies to take media critics to court for alleged defamation? What implications does this have for the type of strategy adopted by Haier? Do such lawsuits threaten the free flow of information vital to good business and good strategy making?
How far is Haier constrained in its strategic objectives by its status as a ‘government’ enterprise? How might it escape from these constraints?
Some critics have observed that it would be wise to choose a focused cost leadership strategy, in other words to concentrate on white goods rather than venturing into IT and finance. How far is this a legitimate criticism?
How far is the Haier culture transferable across international frontiers? Can the factories abroad, especially in developed economies, produce at a cost level which is competitive?
Why is it choosing to produce in the USA when so many companies are headed in the opposite direction, producing in China?
What does the nature of technology and the resulting product tell about a likely strategy?
What does the relative demand growth rate for white goods in different parts of the world indicate about possible strategies for internationalization?
How does the opening up of China and the increasingly intense competition in the domestic market influence the nature of strategy for a significant domestic player?
How far is what Marshall Meyer says in one of the opening quotes true? What are the different challenges posed by selling outside China?
Why are the Chinese companies so reluctant to use their own names for selling abroad? What do they need to have done in order to make this possible?
Carry out a full strategic audit on Deutsche Bank. How does its position compare with that of the other large German banks? Has it made the right decision in developing its international activities? Does this insulate the bank, at least partially, from the negative impact of conditions in Germany?
Why should any company buy back its own shares?
Do the changes go far enough? Is it necessary to stop bailing out failing companies and reduce its loans to SMEs, turning its attention to the provision of services for which it can charge? Should it concentrate on its core business? Will the whole industry have to consolidate?
Why is there a different organization in different countries? Is it simply the result of path dependence?
Will this universality continue to be the case? Will there emerge a small group of large banks competing on world markets? Will there be a simultaneous process of divestment and specialization? To what target state is the process of consolidation headed?
What opportunities does the expansion of the EU provide for German banks?
How does the organization of the banking sector differ from country to country?
What factors influence the degree of consolidation in the banking industry?
What are the weaknesses of the old model? How do these weaknesses relate to the role of the investment bank in contemporary Germany? What role might the big four German banks play in an expanded Europe?
What problems does slow growth create for the German banks?
How has the relative importance of these functions changed? How does the changing nature of such functions influence the strategy-making process? How far is the risk control function made more effective by the availability of new mechanisms
What is the impact of the communications/information revolution on the level of competition in banking and other industries? What impact do these changes have on the levels of volatility and malfeasance in the industry?How far does integration of global markets lead to an internationlization of
How should an enterprise deal with the problem of unfair competition created by those engaging in improper behaviour?
How does the overshooting affect the process of strategy making in the finance and other sectors, in particular the time perspective?
What is the nature of perfect competition? How close to perfect competition are the various financial markets?In what way does the efficient operation of a market depend on the speed of communications?
What kinds of new opportunities does the democratization of finance open up for business enterprises in the finance sector?
Do a full strategic audit on Amazon.com, concentrating on its financial situation, as it is developing towards a normal and above-normal level of profit.What parts of its activities are more profitable than others? What is the strategic justification for lossmaking activities?
How far can it go in the range of products for sale?Does the sales mechanism create a problem for certain products? Is clothing likely to be a good product for it to sell? How much commission selling should it undertake? What countries would represent suitable target markets?
What partnerships should Amazon form, for example in the area of technology or sales? Is it sensible for Amazon to ally itself with Linux?
Is this a sensible policy? Will it continue to generate enough sales to justify the policy? What pricing policy should Amazon adopt? Should it drive down the price by an aggressive cutting of costs?
How should Amazon manage its brand name? What are the problems which confront such management?Are there any threats which, if realized, could reduce the value of the brand name? How, for example, can Amazon guarantee the reliability of delivery?
What sorts of product are suitable for sale by Amazon?
How far did these adjustments leave the basic model unaffected? How have these adjustments added to the core competencies required of Amazon? What are other adjustments and core competencies which are likely to be necessary in the future?
How far is Amazon’s model dependant upon a cost leadership strategy?
Why are fixed costs important? Do the proportions of fixed and variable costs differ from more traditional systems of sale? How can Amazon achieve a reduction in fixed costs per unit of sale?
Are there other areas of cost saving which are important?How far should cost leadership be accompanied by price leadership?
How far is it possible for various levels in the chain of sales to be bypassed? What are the attributes of the different pathways for the final purchaser?
Why might it be true that this market segment is the one most easily predictable?
Why should the chains be winning in the competition with independents?
Why are the profit margins in retailing so low?
Are wholesalers the most vulnerable players in the industry and therefore the profit margins so low because of the existence of alternative mechanisms for sale?
How was his background linked to the success of Amazon.com?
Is part of the reason for the success of Bezos linked to a flexibility of approach? How far was the decision to use its own warehouses a concession to the limitations of the ‘virtual’ model? How has Amazon managed to finance its own development?
Given the ‘virtual’ nature of the new bookshop, does the venue matter? If so, why?
Why are books a good candidate for e-commerce?
How far can the online purchase of books change the usual mode of distribution in the industry? How far is the model transferable to other products
Under what conditions might there be a debt crisis?Just how large would you anticipate the profit to be in the future? What are the main factors which will determine the level of profit?
Why might the growth of sales be more important than the growth of profits? Is the obsession with sales growth and customer numbers a trap?
Amazon has spent many years incurring large costs without making a profit. How can a company survive so long without making a profit?Amazon.com raises a whole series of questions which have strategic implications and require an analytical treatment. The first relates to its use of the Internet and
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