Arts Management 1st Edition Carla Walter - Solutions

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LO 1-7 Critically evaluate the role that different stakeholders play in the firm's quest for competitive advantage.
LO 1-6 Describe and assess the opportunities and challenges managers face in the 21st century.
LO 1-5 Outline how business models put strategy into action.
LO 1-4 Describe the role of corporate, business, and functional managers in strategy formulation and implementation.
LO 1-3 Explain the role of firm effects and industry effects in determining firm performance.
for competitive advantage.
LO 1-2 Define strategy and explain its role in a firm's quest
LO 1-1 Define competitive advantage, sustainable competitive advantage, competitive disadvantage, and competitive parity.
• Analyze financial statements by using ratios and common-size statements
• Understand the competitive and cooperative strategies available to corporatio
1-2. Organizational strategy can be divided roughly into two categories:a) formulation andb) implementation. While there is legitimate crossover between the two, how would you characterize the issues involved in each effort?
1-1. How do the three elements of Globalization, Innovation and Sustainability impact your understanding of Strategy?
Among the enterprises that you know, can you identify one that can be qualified as a global company? Why?
Why, in Figure 1.8, is voice telephony positioned low on global forces and high on local forces while global corporate accounts is high on globalisation forces and low on localisation forces?
In Figure 1.7, food retailing is positioned as a local business, with a very low globalisation score. However, in the press companies like Tesco, Wal-Mart or Carrefour are qualified as ‘global retailers’. Explain this discrepancy?
What are the social factors that have been pushing for globalisation and which have been pushing against?
What are the benefits of not being global and having a local approach?
When the Otis Elevator Company introduced the change described at the beginning of the chapter, there was a lot of resistance from the various heads of the European subsidiaries. Why? What arguments do you think the people hostile to globalisation used?
Can Intel be qualified as a global firm? Why?
The distribution of sales and assets of General Motors, the US cars and trucks manufacturer, is shown below:What is GM’s position on a GCI/GRI mapping? Unit sales Personnel Nafta Europe Asia Rest of World 5,874,000 1,968,000 421,000 523,000 217,000 87,000 10,000 23,000
In your opinion, in which industry could London (UK) be a ‘key’ country – Italy?Australia?
What could be the benefits of positioning oneself as a standardised global niche differentiator(see Table 2.4, p. 46)? What kind of competitive advantages does it require?
Can you sketch the mapping of the value chain for:(a) A consulting firm(b) An airline(c) A trading firm(d) A corporate and investment bank?
For each of the entities in Question 7 (a)–(d), can you represent a possible global distribution of their value chain, as illustrated in Figure 2.8?
Why have Philips and Matsushita changed their organisational design over time?
What are the benefits of having a geographical organisation?
What are the typical difficulties in implementing a matrix organisation?
To what extent does the transnational model differ from the other organisational models?
The text distinguishes between alliances – coalitions, co-specialisation and learning.To which category do you think the One World Alliance in which American Airlines, British Airways and Cathay Pacific participate belongs? What do such partners look for?
What are the six domains that need to be negotiated about the interface and governance of an alliance?
What are the criteria for successful alliances?
The chapter describes four examples of cross-border mergers: can you identify the source of value creation in each case?
What is the ‘middle-class effect’?
What are the tools of governments to promote foreign investments?
What are the relative advantages/disadvantages of setting up a wholly-owned subsidiary instead of a joint venture?
What are the benefits of global standardisation?
Can you identify 10 ‘global’ products?
In Table 8.2, (p. 223) most of the top global brands are from the United States. Why do you think this is?
Why has Unilever announced that it is reducing its brands from 1,600 to 400?What are the risks of so doing?
Why can global pricing lead to sub-optimisation?
Compare Singapore and Malaysia as a possible location for: (i) a PC assembly plant,(ii) a wafer factory, (iii) a regional maintenance centre, (iv) a customer training centre for international customers, (v) a chemical processing plant.
What is a vertical electronic marketplace?
Surf the Internet and find: one horizontal E-procurement site, one vertical E-procurement site, and one exchange (different from the examples given in the text).
For the point of view of an infrastructure, client compare the relative advantages and disadvantages of turnkey projects, direct project management and BOT.
Give two examples of ‘explicit’ knowledge and ‘tacit’ knowledge in a business context of your choice.
How can one measure performances of research?
How can one protect intellectual property rights (IPR) in a global firm?
A lower-level manager discovers that his boss is making a wrong decision that could affect the company negatively. Looking at Hofstede’s cultural mapping shown in Figure 11.2, how would you expect this manager to behave if she/he was: – an Indonesian? – an Australian?
What consequences can you draw from Laurent’s management assumptions differences for the organisation of a subsidiary in China?
What cultural issues can you anticipate when a partnership is planned between a UK listed E-company and a Korean family conglomerate?
How would you recommend an American manager to plan a negotiation with a Japanese counterpart?
What ‘cultural misbehaviour’ of misunderstanding have you experienced personally, or have you heard of? How could it have been avoided?
What are the main difficulties that expatriate managers are confronted with when assigned to an emerging country?
One of the main problems global firms are confronted with in countries such as China is the turnover of local managers. How can this be prevented?
On 14-January 2002 it was announced that the US carrier Jetblue would buy 10 Airbus 320 for US$500 million. The planes were to be delivered over four years (two in 2002, two in 2003, three in 2004 and 2005). Airbus incurs 70 per cent of its cost in euros. What can Airbus Industrie do to cover its
Why are most major British global companies in favour of joining the eurozone?
Why are correlation coefficients between stock market returns so high (Table 13.1, p. 343)?
What type of global financial management tools would a global firm have used to counteract the adverse impacts of the 1997 Asian Crisis?
Can companies take advantage of favourable exchange or tax rates and make purchases in different currencies/countries?
When a global company originates from a country which may not have a sound financial system (e.g. Korea), should its overseas offices/subsidiaries hedge their local currencies against the currency of the head office or hedge it against a foreign currency (e.g. US$), which is less prone to attack
Why do you think the Japanese stock market, in Table 13.1 (p. 343), was not correlated to other markets?
Based on your personal experience on surfing the Web, give concrete examples of its reach and richness capabilities.
Go to the Dell website in the country where you are located and try to configure your laptop with a keyboard that is not used in your country (for instance, a French keyboard if you are in the United States). What do you observe? What conclusions can you draw about the Internet as a global tool?
Do you know of any other cases similar to the Yahoo!/French dispute over anti-racist legislation? What are the pros and cons of government regulations of Internet traffic?
What are the benefits and constraints of global e-learning platforms (education programs on the Internet)?
Why does e-business demand horizontal processes and pooled co-ordination (see Table 14.3, p. 392)?
Give a example of a global Web application in a firm you know.
E-bay is a virtual auctioneer. How can it globalise its activities?
What are the main causes of corruption?
What corrupt practices involving global firms have you heard of?
What dilemma may a country manager face when confronted by a request to solicit a bribe to obtain a major contract?
What policies should a global firm implement to prevent corrupt practices?
How can corporate policies be designed to contribute to global environment protection?
What should the country managers do if a local supplier in a developing country is employing 12-years-old labour?
Should a global company pull out of Myanmar, a country well known for human rights abuses by the military power?
Draw a global ethical web for a pharmaceutical company engaged in anti-HIV drug production?
What are SRI funds? Select an SRI fund and track its evolution as compared to the general evolution of the stock market.
Why is globalisation increasingly being put in question?
Does globalisation increase the income gap?
If China becomes a global economic/political power, its corporations will challenge established global firms. How will this affect the global economy?
Why are the Internet and biotechnology the major technological trends likely to influence the future development of globalisation?
Comprehend the process of modeling an arts culturepreneurial culture. P-968
What impressions do you have as you compare these experiences? P-968
Understand new mechanisms for using hybrid organizational structures that balance profi t motives with mission drivers. P-968
Discern differences in leadership strategies in singular- and dual-led cultural arts organizations. P-968
Establish a board of advisers or directors with understanding of the legal environment in which the cultural fi ne arts organization operates. P-968
Identify and benefi t from executive management teams, work teams, and work groups. P-968
Establish a nonprofi t or for-profi t cultural arts organization. P-968
Determine an appropriate organizational structure and design the structure primed for growth. P-968
Establish a “new” arts service product culture. P-968
Can a new arts service product development process be systematized in an arts organization? Why? P-968
Can an arts organization thrive with two leaders at the helm? Explain. P-968
Is there value in establishing a hybrid organizational structure using an L3C corporation, for example? What are some drawbacks? P-968
Why would a culturepreneur choose to establish a profi t-driven fi rm? P-968
Explain the defi nition of “new” arts service products from the point of view of the arts consumer. P-968
Attend two intangible fi ne arts events and create a blueprint and map for them.If you are a culturepreneur in the intangible arts with an existing organization, attend one. Note the ways in which the fi rms are either production- or dramaoriented. Where are the points of possible service failure?
Attend three art galleries in your area, or, if you are an art gallery culturepreneur or arts manager, attend two. Note the ways in which the fi rms are either production- or drama-oriented. Where are the points of possible service failure? Create a blueprint and map for each gallery. P-968
Defi ne cultural arts service product quality. P-968
Understand the cultural arts audience experience index. P-968
Assign cultural arts consumers to typologies of engagement. P-968

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