Strategic Brand Management Building, Measuring, And Managing Brand Equity 4th Edition Kevin Lane Keller, Ambi M. G. Parameswaran, Isaac Jacob - Solutions

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4 Take an organisation with which you are familiar and classify its technologies into basic, core and peripheral. What conclusions can you draw on sustainable competitive advantage for the organisation’s strategy?
3 ‘In an economy where the only certainty is uncertainty, one sure source of lasting competitive advantage is knowledge.’ (Ikijuro Nonaka) Do you agree with Nonaka about the unique importance of knowledge?
2 In what ways might a company like Nike use a ‘knowledge audit’ as part of its strategy development process? What are the problems with this approach? Would you recommend it?
1 Take an organisation with which you are familiar and identify its areas of explicit and tacit knowledge. To what extent, if at all, does the process assist in identifying the sustainable competitive advantage of the company?
• relate knowledge, technology and innovation to green strategy issues.
• explain why an organisation’s purpose may sometimes be emergent rather than prescriptive;
• show how purpose changes with innovation;
• identify the main innovation processes relevant to purpose;
• examine the implications of developments in technology for the organisation’s purpose and strategy;
• explain how purpose emerges from knowledge creation;
• define and explore the implications of tacit and explicit knowledge;
9 Can the concept of purpose and competitive advantage be applied to the whole of Coca-Cola? Compare your answers with the statements in the text from the company and comment on any differences.
8 Take an organisation with which you are familiar and assess the information that it supplies to its stakeholders in terms of corporate governance issues. Is it doing a good job by its own standards and by the likely standards of its stakeholders?
7 How is corporate governance related to strategic management? What systems, if any, does McDonald’s need to put in place to ensure compliance with corporate governance issues? Use the example of Citibank to assist you.
6 Should ‘green’ environmental issues form part of the corporate social responsibility of a business? How, if at all, will your answer impact on the strategy of the business?
5 Do companies always need to behave ethically, regardless of the costs?
4 In what strategic circumstances should a leader be dominant? And in what circumstances should a leader work with a shared vision? Give examples to support your views and show how other factors can also influence leadership style
3 Can organisations have vision or is it the managers inside the organisation who have the vision? What are the implications of your answer for the development of strategy, especially in terms of communication within the organisation?
2 In 2013, Yahoo! claimed that its vision of the future was that of ‘a global technology company focused on making the world’s daily habits inspiring and entertaining.’ Use the classification developed by Hamel and Prahalad to evaluate this vision critically (see Section 6.2 ).
1 Take an organisation with which you are familiar and attempt to define its purpose: how has this been influenced by the factors outlined in Section 6.1 , including its environment, resources, culture and stakeholders? How has the purpose changed over time? Why have these changes occurred?
• show how ethics and corporate social responsibility shape the purpose of the organisation.
• outline the chief areas of corporate governance that will influence strategy and decision making at the centre of the organisation;
• define the objectives of the organisation to be achieved by its strategies;
10 Take an industry with which you are familiar and estimate its degree of concentration. For example, you might pick the university and college of higher education market in a particular country. What conclusions would you draw from your analysis? (Clue: the market may look fragmented, but if you
9 Bruce Henderson, founder of the Boston Consulting Group, commented: ‘Induce your competitors not to invest in those products, markets and services where you expect to invest most . . . that is the fundamental rule of strategy.’ Briefly explain this statement and comment on its usefulness.
8 ‘Military principles and strategies are not the whole answer to competitive strategy, but they do provide insight into what it takes for a company to succeed in attacking another company or in defending itself against an aggressor.’ (Philip Kotler and Ravi Singh) To what extent do you agree
7 Take a fast-moving market with which you are familiar – such as the provision of services on the web – and investigate the strategies that might be available for entering such a market. Identify those strategies, if any, that are more likely to deliver sustainable competitive advantage.
6 ‘A successful business strategy is affected by many amplifying feedback processes that are outside the control of its managers and produce effects that they did not intend.’ (Professor Ralph Stacey) Discuss this comment in the context of the dynamics of the environment.s
5 Why is it sometimes difficult for an organisation to act upon the changes that it sees taking place in the environment? What can it do to overcome such problems? Give examples to support your views.
4 If you were attempting to defend an existing pharmaceutical product against the announcement by a rival of a similar new drug, which of the five resource-based imitation strategies would you employ? Give reasons for your approach.
3 Does the early-mover advantage have any relevance from the perspective of strategy development in more mature markets, like those for chocolate and beer?
2 What are the main reasons for resource changes in an organisation? How do they affect sustainable competitive advantage and value added? Give examples to support your explanation.
1 Using the ‘Three S’ Framework, identify how the dynamics of an organisation of your choice. What have been the implications for the strategy of the organisation?
• outline the main aspects of game theory and the implications for strategy dynamics.
• explore the dynamics of fast-moving environments, especially in the context of innovation;
10 Undertake an analysis of the organisational culture of an organisation of your choice – for example, a student society – using the concepts in this chapter. How does this analysis influence the competitive resources of the organisation outlined earlier in the chapter?
9 Could Microsoft’s XBox (see Case 4.3 ) use any of the three main ways to improve further its competitive advantage? Which methods might be used? Why?
8 Can core competencies be bought in as a short-term strategic solution or do they have to be developed over the long term? Use an example to support your answer.
7 Identify the core competencies of fashion companies in general and Louis Vuitton in particular. What do your observations mean for strategic management development at Louis Vuitton?
6 Take an organisation with which you are familiar and identify its distinctive capabilities, using the key guidelines to assist the process. Compare the organisation with its competitors and comment on the strategy implications.
5 Using the evidence from the case study on the fashion industry, identify the main elements of Gucci’s competitive advantage. Use the seven elements of RBV to structure your answer and explain the relationship with the other resources possessed by the company.
4 How do the seven elements of the resource-based view contribute to strategic management? What are their limitations?
3 Take the value added and other data for Glaxo Smith Kline and outline the value chain for the company. Develop the value system within which the company operates. What strategy conclusions can you draw?
2 Identify and develop the value chain for an organisation with which you are familiar. Outline the implications of your study for competitive advantage.
1 Using your judgement, determine the key factors for success in the following industries: pharmaceuticals, fast food restaurants, charities helping homeless people, travel companies offering package tours.
• explain the roles of five special resources in the organisation and relate them to sustainable competitive advantage;
• analyse both the value chain and value system of an organisation and comment on their strategic significance;
• identify the main resources and capabilities of an organisation and the strategic decision on whether to make or buy;
9 Do you agree with the statement that stable environments favour prescriptive approaches to strategy whereas turbulent environments demand emergent strategies? Consider carefully the impact technology may have on a stable environment and the problem of long-term investment, even in turbulent
7 Prepare a full environmental analysis for an industry of your choice and make recommendations on its future strategic management.
6 Undertake a life cycle analysis of an industry of your choice. What strategic conclusions would you draw for organisations in the industry, if any? Comment specifically on the difficulties of this approach.
4 For the Indian motorcycle industry, analyse the competitive forces within the industry using the Five Forces Model. Identify also any forms of co-operation in the industry using a Four Links Analysis.
3 Develop and compare the key factors for success in the following three industries: the computer industry (see companies like Acer and Hewlett-Packard in Case 11 in Part 6 ), the ice cream industry ( Chapter 10 ) and the Indian motorcycle industry ( Chapter 3 ).
2 Undertake a general environmental analysis of an industry of your choice, using both the PESTEL format and scenarios to draw out the major strategic issues.
1 Using Case 3.4 and your judgement, determine the degree of turbulence in the Hollywood film industry. Give reasons for your views.
• identify the key factors for success in an industry; • carry out a Five Forces Analysis of the specific influences on the organisation;
• understand the implications of market growth and market cyclicality for strategic management;
• undertake a PESTEL analysis of the general influences on the organisation;
• outline the main environmental influences on the organisation and relate the degree of change to prescriptive and emergent strategic approaches;
• explain why it is important to study the environment of the organisation;
9 Take an organisation with which you are familiar and explore the extent to which its current purpose is directed by its stakeholders and governed by ethical considerations. Use Section 2.5 to structure your answer.
8 ‘In turbulent environments, the speed at which changes develop is such that firms which use the emerging strategy formation advocated by Mintzberg endanger their own survival. When they arrive on a market with a new product or service, such firms find the market pre-empted by more foresightful
7 ‘When well-managed major organisations make significant changes in strategy, the approaches they use frequently bear little resemblance to the rational–analytical systems so often touted in the planning literature.’ (Professor J B Quinn) Discuss.
6 If you were asked to develop strategy for the following companies, which strategic management theory might you pick as a starting point for your assessment? A large, international car company; an advertising agency with global links; a government institution; a small travel agency with four
5 Take an organisation with which you are familiar. Analyse whether it has been following prescriptive or emergent strategies or both. Within these broad categories, how would you characterise its strategies according to the classifications laid out in Sections 2.3 and 2.4 ?
4 What predictions would you make for the environment over the next ten years? What influence will your predictions have on developments in strategic management over this period?
3 Consider the four emergent approaches to strategy outlined in Section 2.4 . Which would you judge most closely described the route taken by Cereal Partners in Case 2.1 ? What conclusions do you draw from this about the viability of Cereal Partners’ approach?
2 Examine the criticisms of prescriptive strategies in Section 2.1 and those of emergent strategies in Section 2.2 . To what extent, if at all, do you agree with them? Why?
• explain the shift in stance on stakeholder and ethical thinking in many organisations.
• identify the main theories associated with emergent strategic management;
• identify the main theories associated with prescriptive strategic management;
• describe and evaluate emergent strategic practice;
• describe and evaluate prescriptive strategic practice;
7 If strategic management is so uncertain and has such a strong element of judgement, is there any point in its formal analysis? What arguments does the chapter use to justify such a process? Using your own value judgement, do you find them convincing?
6 With the three core areas of strategic management in mind, identify how the strategy development process might vary for the following types of business: a global company such as IBM; a public service company such as a water provider (which might also be a monopoly); a nonprofit organisation
5 To what extent do you agree with Professor Mintzberg’s description of strategies emerging rather than being prescribed in advance? If you agree with his description, what evidence do you have to support your view? If you disagree, then explain the basis of your rejection.
4 Take the three core areas of strategic management and apply them to a decision with which you have recently been involved. For example, it might be the organisation of a student activity or the purchase of a major item of equipment. Did you analyse the facts, consider the options and make a
3 In commenting on strategy, Professor John Kay makes the comment that motivation of employees is not really part of strategic management. Do you agree with this? Give reasons for your views.
2 As a work assignment, analyse the activities of Facebook. Investigate in particular how it has managed to stay ahead of its competitors. Compare your answer with the five key elements of strategic decisions in Section 1.2.4 .
1 Summarise the main IBM strategies in Case 1.2 . Take each element of your summary and compare it against the criteria for a successful strategy shown on the free web material for this chapter. How does each element measure up? Did IBM have an effective strategy?
5. Consider the trade-offs involved with achieving marketing balance. Can you identify a company that has excelled in achieving balance on various trade-offs?'
4. What do you see as the future of branding? How will the roles of brands change? What different strategies might emerge for building, measuring, and managing brand equity in the coming years?What do you see as the biggest challenges?
3. Pick one of the special applications of branding and choose a representative brand within that cat egory. How well do the fi ve guidelines for that category apply? Can you think of others not listed?
2. Consider the deadly sins of brand management. Do you see anything missing from the list of seven in Figure 15-8 ?
1. What do you think makes a strong brand? Can you add any criteria to the list provided?
• Have you strategically chosen and designed your brand name, logo, symbol, slogan packaging, signage, and other brand elements to build brand awareness and image?
3. Outline the seven deadly sins of brand management.
2. Identify the ten criteria for the brand report card.
1. Understand the six future brand imperatives.
5. Contrast Coca-Cola’s and McDonald’s global branding strategies. How are they similar and how are they different? Why are they so well respected?
4. Pick a product category. How are different leading brands targeting different demographic market segments?
3. Pick a product category. Consider the strategies of market leaders in different countries. How are they the same and how are they different?
2. How aware are you of the country of origin of different products you own? For which products do you care about the country of origin? Why? For those imported brands that you view positively, f i nd out and critique how they are marketed in their home country.
1. Pick a brand marketed in more than one country. Assess the extent to which the brand is marketed on a standardized versus customized basis.
Describe some of the unique characteristics of brand building in developing markets like India and China.
Defi ne the strategic steps in developing a global brand positioning.
Outline the main advantages and disadvantages of developing a standardized global marketing program.
5. Choose a brand that has recently experienced a marketing crisis. How would you evaluate the mar keters’ response? What did they do well? What did they not do well?
4. Try to think of additional examples of brands that adopted either a back-to-basics or a reinvention revitalization strategy. How well did the strategies work?
3. Identify a fading brand. What suggestions can you offer to revitalize its brand equity? Try to apply the different approaches suggested in this chapter. Which strategies would seem to work best?

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Strategic Brand Management Building, Measuring, And Managing Brand Equity 4th Edition Kevin Lane Keller, Ambi M. G. Parameswaran, Isaac Jacob - Solutions

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