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strategic management 5th
Strategic Management 1st Edition Colin White - Solutions
3. How should a large winery adjust to the changing environment? The wine industry comprises two basic activities –growing grapes and wine making. There are enterprises which specialize in growing grapes and do not make wine and enterprises which make wine but purchase all or most of their
2. How should a small winery adjust to the changing environment? The wine industry comprises two basic activities –growing grapes and wine making. There are enterprises which specialize in growing grapes and do not make wine and enterprises which make wine but purchase all or most of their
1. How should a grape grower adjust to the changing environment? The wine industry comprises two basic activities –growing grapes and wine making. There are enterprises which specialize in growing grapes and do not make wine and enterprises which make wine but purchase all or most of their
Choose a company which is currently in a turnaround situation or a situation likely to result in a turnaround situation. This might be a company which is in the news or a small company with which you are familiar.The important issue is access to information about the problem. The aim of the project
6 Select one example of a takeover threat and show how the threat influenced the behaviour of the threatened managers. What influence does such a threat have on strategy making?
5 Often the reorganization accompanying a takeover or the initiation of a major new project requires a structure different from the one characterizing an organization which is stable and mature. How should this problem be dealt with? What are the key challenges?Illustrate from an example of one
4 Give examples of the various ways in which the behaviour of any agent might obstruct the making and implementation of good strategy.What are the ethical issues which might arise in the attempt to reconcile the interests of principals and agents and prevent obstruction of the strategymaking
3 What is meant by governance? Consider the use of the term in recent comments on corporate performance.Is it possible to widen the meaning of the term to include relationships between all stakeholder groups? How is governance relevant to strategy making?
2 Select an organization with which you are familiar and list the kind of principal/agent relationships which exist within that organization and indicate the way in which differing interests influence the behaviour of principal and agent, particularly behaviour with a strategic perspective.
1 Define the following terms: principal, agent, formal structure, informal structure, matrix design structure, power culture, role culture, task culture, and person culture.
5. What strategy should be adopted by such a company in a recession?
4. Does the history of Gucci show that a company selling luxury or aspirational goods is different from the norm in both structure and strategy?
3. What does the history of Gucci tell us about the successful management of a brand name?
2. Is it inevitable that a family company goes through a difficult transition in order to come of age?
1. How should an enterprise be structured where the core competency of that enterprise involves ‘creative’ activity?
How can I build a strategic team which is capable of both formulating and implementing a common strategy?
The project is intended to explore the way in which a network or cluster makes possible the avoidance of the disadvantages of size while allowing the exploitation of any advantages. There are a number of steps in the project.1 Choose an industry in which networks or clusters have been important in
6 Is it true that divestment is less likely to occur than acquisition? Why might this be the case? Consider the results of question 4 and indicate what it tells you about the reluctance to divest
5 Choose an example of a major acquisition which has occurred more than two years ago, but less than five. Consider the stated reasons for the acquisition.Review the behaviour of the share prices. Consider what you think are likely to be the most important factors determining whether there has
4 Take the largest enterprises in the industries above and place them on the following diagram: Products and markets (Degree of horizontal integration) Activities in value chain (Degree of vertical integration)
3 Take the following industries, estimate the size of the top three global players in that industry and list the factors which influence the average size of the enterprises within that industry.Automobile Pharmaceutical Wine Airline Computer Telecommunications Clothing Furniture manufacture and
2 What are the main indicators of the size of an enterprise? What does each of them tell us about the company? Which is the most informative and why?Repeat the same exercise using the indicators of growth.
1 Define the following terms: outsourcing, downscoping, vertical integration, horizontal integration, network, strategic alliance, merger, demerger, divestment and a portfolio of business units.
5. How should BHP use its huge profits? In what way does their existence influence the strategy of BHP Billiton?
4. Was it a wise decision for BHP to divest the steel division?What are the benefits and the disadvantages for BHP Billiton and BHP Steel?
3. How far does the BHP Billiton merger show that one way of effectively managing risk is to diversify? Is this a good strategy?
2. What are the advantages and disadvantages of the merger between BHP and Billiton?
1. What should have been the strategy of BHP in the mid-1990s? How did the delay in making a new strategy affect the company?
5 What changes in the external environment are likely to undermine competitive advantage?
4 How will the enterprise promote that product?
3 What is the nature of the consumers in that market segment?
2 What attributes, both tangible and intangible, will that product possess?
1 Devise an imaginary new product which satisfies a utility which is important to consumers. Answer the following questions.
6 Consider the support and core activities which are important in the value chain of any enterprise in which you work or have worked. List the uniqueness drivers and evaluate the potential for differentiation of that enterprise and its products.
5 Show how the differentiation of products relates to the transaction cycle described in Chapter 9.
4 Choose five different brand names which are well known to you. Are they local, national or global brands? How was the branding achieved? How might the value of the branding be lost?
3 Choose a range of different products, at least six.These might include agricultural or mining products, luxury goods and complex products such as an MBA or a packaged holiday. Which ones can be described as a commodity? Compare the products in terms of the list of attributes attaching to the
2 Can you indicate utilities other than ‘luxury’ which can be satisfied by a broad range of products and services?Which products are likely to satisfy these utilities?
1 Define the following terms: wants, needs, attribute, utility, market segment, commoditization, uniqueness driver and an aspirational good.
5. What will the industry look like in the future?
4. How does the Argyle strategy differ from the De Beers’strategy and how does the new De Beers’ strategy differ from the old?
3. How will the changes in the structure of the industry, both on the demand and supply side, affect the perception by the consumer of these attributes?
2. Which was more important in the De Beers strategy, the control of supply or the control of demand? Did the relative emphasis in the strategy change over time – if so, why?
1. What are the intangible attributes which the CSO managed to associate with diamonds and use to brand a product which previously had a limited value and limited market?
1 Choose an industry with which you are familiar and an enterprise typical of that industry. Imagine you are a consultant asked to advise how the enterprise can reduce its costs in order to achieve cost leadership.2 Divide the value chain into its constituent activities.3 Estimate the relative
6 It is clear that the exchange of information, particularly information relating to elements relevant to market demand, has helped to make enterprises more responsive to consumer wants and reduce costs. The reduction in inventory (just-in-time)depends on the rapid transfer of such
5 Choose an enterprise with a high level of vertical integration and show how internalization can be used to assist in the minimization of costs. How does the nature of the supply chain influence strategy on costs?
4 ‘Price leadership is not cost leadership.’ Give an example of an enterprise which pursues a price leadership strategy without being a cost leader, and one which pursues a cost leadership strategy without being a price leader. In what specific ways can you distinguish the two strategies?
3 It is possible to distinguish between cost minimization pursued in the context of current operations and cost minimization pursued in the context of innovation, that is, in the context of the introduction of new products or new processes. Take one industry and give an example of each type of cost
2 Choose one industry with which you are familiar.What are the factors which influence the level of costs in that particular industry and the speed at which these costs can be, and are, reduced? Assess the relative importance of the different cost drivers in that industry.From your own experience,
1 Define the following concepts: cost driver, cost leadership, price leadership, economies of scale, economies of scope, learning by experience, a technique and a technology.
5. What has accounted for the rise in significance of consulting services? Can Infosys create a competitive advantage in this area?
4. What strategy should an enterprise with its main activities in the new economy adopt when the new economy goes into recession?
3. How has Infosys achieved the success which it has? What has been its strategy in doing this?
2. What elements of Infosys’ competitive advantage derive from its location? Which other countries offer comparable advantages?
1. From what sources is Infosys’ competitive advantage derived?
• distinguish the two generic strategies of cost leadership and product differentiation
1 Comparative advantage in the pharmaceutical industry depends on the development of an appropriate portfolio of drugs. There are a number of alternative ways of gaining access to such a portfolio.2 What are the strategies adopted by the following pharmaceutical companies in maintaining a balanced
6 In what sense have services become the main focus of the economic system of any developed country and the new economy, and therefore critical to the creation and maintenance of competitive advantage in that economy?
5 How has the communications revolution affected the creation and maintenance of competitive advantage in the following industries?Automobiles Entertainment Electronic hardware Airlines Pharmaceuticals
4 The rate of innovation differs from one sector of the economy to another. How might it be possible to measure the rate of innovation in these different sectors? What are the factors which determine the rate of innovation?
3 Give any examples of the pursuit of a pure cost leadership strategy or a pure product differentiation strategy that you might be aware of. If there are no or few such examples, explain why this might be.
2 What is the time period over which competitive advantage can be retained without any action on the part of the enterprise? How far does this period differ from industry to industry? What factors influence the length of the relevant period?
1 Define the following: a cost leadership strategy, a focused cost leadership strategy, a price leadership strategy, a product differentiation strategy, economic added value, disruptive innovation and focusing.
5. Indicate first-mover advantages and disadvantages in at least one other industry compared with mobile communications.
4. If Hutchison is successful, what will be the impact on the industry and the other players in that industry?
3. Why is Hutchison adopting such a risky strategy in being the first mover on 3G?
2. What is the nature of the relationship between a new technology and a new product?
1. What are the main problems which might arise when an enterprise is seeking to gain competitive advantage by being at the cutting edge of technological innovation?
distinguish two generic strategies – cost leadership and product differentiation
How do I achieve and maintain competitive advantage in an ever-changing world?
The project is designed to show how many core competencies a typical company is likely to have.1 Choose an enterprise in an industry which is likely to be characterized by a large number of core competencies, preferably the highest. As a contrast choose an enterprise in an industry which is likely
6 Choose any company with a wide range of diversified activities, such as Johnson & Johnson or General Electric. Consider its history over the last two or three decades. Fill in the following:Product or Market Core service segment competency When you have completed the diagram, evaluate the present
5 Is it useful to distinguish between a ‘core’ core competency and a core competency? What is the basis for such a distinction? How far is it possible for an enterprise to change its identity by using the core competencies which it has which are not ‘core’ core competencies?
4 What are the ethical issues which arise in the course of the exploitation of a brand name? Which stakeholder groups are affected by these issues? How do such stakeholders stand to gain or lose?
3 How far is it possible to use the brand name of a product or an organization outside the areas in which it was developed? Give at least two examples of a brand name being used in this flexible way.
2 What is meant by the identity of an organization?Consider ten well-known organizations and briefly describe what determines their identity. How far is this identity determined by the organization’s interactions with the rest of the world? How far is such an identity linked to the existence of
1 Define the following terms: corporate identity, a boundary, tangible resources, intangible resources, capabilities, core competencies and path dependency.
5. How can a football club with a brand name as well known as Manchester United make use of that brand name? How can it best manage that brand name?
4. What might be the environment in 10, 20 or even 50 years? How might the strategy of a top-flight football club evolve over the next few years?
3. Identify a strategy for a football club wishing to succeed 50 years ago and one wishing to succeed now. What are the changes of environment which have made necessary or desirable a change of strategy?
2. What threats exist to the retention of those competencies?
1. What in detail are the core competencies of Manchester United football club?
● distinguish between tangible and intangible resources
1 Choose a particular industry such as the automobile or pharmaceutical industry. Consider the possibility of a new player entering that industry. This might be either an existing player in another industry or a start-up company.2 Consider in detail the forces of competition which face that
6 Take an imaginary situation relating to pricing or investment policy in a selected industry in which there are few sellers and show how the adoption of different strategies by a leading player defines different possible paths. Use a decision tree to illustrate these different possible paths.
5 What rating system would you adopt for the following industries – pharmaceuticals, airlines and fashion houses?
4 Consider the following rating scale, based on the key success factors (KSFs) considered appropriate in the video games industry:Innovative /creative games 0.25 Reputation/image 0.15 Technological innovation 0.25 Marketing skills 0.15 Relative cost position 0.10 Financial strength 0.10 1.00 Using
3 Are there ethical considerations which influence the choice of how an enterprise might compete? In what ways might these ethical considerations affect the long-term health of the enterprise?
2 Focusing on the enterprise for which you currently work, or one for which you have worked in the past, list all the main players who occupy the competitive environment, directly relevant to your enterprise, as both competitors and complementors.
1 Define the following terms: competitive or industrial environment, strategic risk, market structure, perfect competition, monopolistic competition, oligopoly, monopoly, competition risk, country risk, transfer risk and political risk.
5. What is likely to be a successful strategy in the video games industry in five years time?
4. Analyse the nature of the video games industry, both hardware and software, in terms of the role of the main actors – suppliers and customers, competitors and complementors, and various stakeholders.
3. How do the strategies of the main players in this industry differ from each other?
2. What are the main factors which determine whether a games platform is competitive or not?
1. How competitive is the video games industry and how does that competitiveness show itself?
How are the actions of other players, notably competitors and governments, likely to influence the performance of my enterprise?
5 Reassemble as a class and consider how many of these you have in common.
4 Select the ten most important changes in refashioning the business environment. List the opportunities and threats which these changes have created.
3 Consider what you think to be the most important changes in the external environment, which occurred in the 1990s and have had an impact on that business sector.
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