Strategic Management Of Health Care Organizations 7th Edition Peter M. Ginter, Walter Jack Duncan, Linda E. Swayne - Solutions

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What do you see as the role of the Internet in building brands? How would you evaluate the Web site for a major brand—for example, Nike, Disney, or Levi’s? How about one of your favorite brands?
Pick up a current issue of a popular magazine. Which print ad do you feel is the best, and which ad do you feel is the worst based on the criteria described in this chapter?
Outline the eight main ways to leverage secondary associations.
Explain the process by which a brand can leverage secondary associations.
Describe some of the key tactical issues in leveraging secondary associations from different entities.
The Boeing Company manufactures different types of aircraft for the commercial airline industry, for example, the 727, 747, 757, 767, 777, and now, the 787 jet models. Is there any way for Boeing to adopt an ingredient branding strategy with its jets? How? What would be the pros and cons?
After winning major championships, star players often complain about their lack of endorsement offers. Similarly, after every Olympics, some medal-winning athletes lament their lack of commercial recognition. From a branding perspective, how would you respond to the complaints of these athletes?
Which retailers have the strongest image and equity in your mind? Think about the brands they sell. Do they contribute to the equity of the retailer? Conversely, how does that retailer’s image help the image of the brands it sells? What is the impact of online versus offline retail storefronts in
Pick a brand. Evaluate how it leverages secondary associations. Can you think of any ways that the brand could more effectively leverage secondary brand associations?
Select a social media celebrity. Can you find brand names that could use this celebrity for sponsored posts online? What about a smaller, less known celebrity? How would the effects of these two types of influencers (i.e., large/well-known versus small) vary in terms of their impact on a brand?
Define product differentiation, describe 11 bases of product differentiation, and how these bases of product differentiation can be grouped into three categories.
Describe how product differentiation can create economic value.
Describe:a. Those bases of product differentiation that are not likely to be costly to duplicate, those that may be costly to duplicate, and those that will often be costly to duplicate.b. The main substitutes for product differentiation strategies.
Should a firm pursue differentiation in an industry where customers are very price-sensitive? As low prices are often supported by low costs, what can a differentiation strategy hope to achieve in such a market?
Some researchers believe that a firm pursuing differentiation can sustain its advantage despite the threat of imitation through constant upgrades to product or service features. Using examples, discuss the feasibility of using this approach to deter imitation.
One of the bases of product differentiation is complexity in the good or service. Explain how this can distinguish the uniqueness of the product in the minds of the target customers.
Think of two examples of a company that pursued a differentiation strategy and whose sustainability is threatened by substitutes (not imitators).How should the companies respond? In general, what are the implications for sustaining differentiation advantage?
In what ways do the following products pursue a strategy of differentiation?(a) Louis Vuitton bags(b) Samsung smartphones(c) BBC television series(d) Marlboro cigarettes(e) Tencent’s services(f) Apple iPods
Which, if any, of the bases of product differentiation in the previous question are likely to be sources of sustained competitive advantage? Why?
Suppose you obtained the following regression results, where the starred (*) coefficients are statistically significant. What could you say about the bases of product differentiation in this market? (Hint: A regression coefficient is statistically significant when it is so large that its effect is
Positioning is an important consideration in the strategic management process.Which of these commercial arrangements falls under the category of differentiation and which ones do for cost leadership? Are any of these neither here nor there?(a) Prada handbags(b) Space tourism(c) A retail outlet
In the section “Ethics and Strategy,” various products are mentioned that companies claim are distinctive and certainly follow a differentiation strategy. Companies can segment their customers by financial net worth. Is it ethical to exaggerate the results that can be expected from using a new
Define strategic flexibility and real options.
Specify the conditions under which strategic flexibility and real options will be valuable for firms.
Identify when strategic flexibility and real options can be a source of sustained competitive advantage.
Identify the organizational challenges associated with implementing strategic flexibility and a real options strategy.
Using current business literature, find and discuss an example of a firm that has real options in their strategic decision-making. Analyze at least two types of flexibility that are apparent for this firm. Justify your answers throughout.
A company has outsourced its manufacturing function but is considering shutting down due to current market conditions and restarting production once market conditions improve.Discuss the impact this strategy may have on the outsourced company.
Originality in strategic thinking does not necessarily have any advantage in the commercial world. Some organizations may choose to observe and mimic their benchmarked rivals’plans and copy their operations to gain competitive advantage. Discuss why this is not always a viable formula.Use
Within the wider environment that businesses operate in, uncertainty in the markets is common and can make the future difficult to predict for managers. When an organization looks to implement a strategy of flexibility in market conditions that are often difficult, a number of challenges may
Suppose a firm is contemplating investing in a new distribution network to distribute over-the-counter drugs to pharmacies around the world. Also, suppose that the investments and cash flows from creating this distribution network are as depicted in panel A of the following table. Finally, suppose
Define business level strategies.
Define cost leadership as a business level strategy and identify six reasons firms can differ in their costs.
Describe how cost leadership can create economic value for a firm.
Identify the bases of cost leadership that are more likely to be rare and costly to imitate and those that area less likely to be rare and costly to imitate.
Explain how firms use a functional organizational structure, formal and informal management controls, and compensation policies to implement cost leadership strategies.
One of the common approaches for realizing cost leadership is to achieve economies of scale at the procurement stage. This entails the utilization of inputs in large volumes, such as to drive down unit costs when negotiating with the suppliers.However, improved technological processes may allow
A firm may choose a cost leadership strategy in an industry where customers are very price-insensitive(e.g., in luxury goods). Given that most competitors will focus on differentiating their products in such an industry, is cost leadership a poor choice? What can a cost leadership strategy hope to
How is the learning curve linked with cost leadership? Do they have a positive correlation?
The economies of scale curve in Figure 4.1 can be represented algebraically in the following equation:Average costs = a + bQ + cQ2 where Q is the quantity produced by a firm anda, b, and c are coefficients that are estimated from industry data. For example, it has been shown that the economies of
In discussions of the concept of economies of scale, it is commonly believed that the more a firm produces, the lower the unit costs. This is not always true, as depicted in Figure 4.1.The cost equations of a hypothetical small motor industrial manufacturer are as follows.TC = 300 + 8Q2 (1)AC =
Define strategy and describe the strategic management process.
Define competitive advantage and explain its relationship to economic value creation.
Describe two different approaches to measuring competitive advantage.
Explain the difference between emergent and intended strategies.
Discuss why it is important for you to study strategy and the strategic management process.
. Explain briefly what you understand by strategy and what it entails.
. Discuss how smaller firms can sustain a competitive advantage over their rivals.
. When a firm is liquidated, what is the rationale for equity holders being paid last after the other stakeholders?
. What is the difference between an intended strategy and an emergent one, and why is the latter more pragmatic?
. What is the difference between a corporate-level strategy and a business-level one?
. The following objectives need to inform a firm’s strategic planning. Modify them to be more actionable.(a) We will improve productivity.(b) Our product features will be enhanced every year.(c) The cost of raw materials will fall.(d) We will delight most of our clients.
. Examine the following corporate Web sites and determine if the strategies pursued by these firms were emergent, deliberate, or both emergent and deliberate. Justify your answer with facts from the Web sites.(a) www.lenovo.com(b) www.mercedes-benz.com(c) www.airtel.in
Describe the dimensions of the general environment facing a firm and how this environment can affect a firm’s opportunities and threats.
Describe how the structure-conduct-performance (S-C-P) model suggests that industry structure can influence a firm’s competitive choices.
Describe the five environmental threats and indicators of when each of these threats will enhance or reduce the attractiveness of an industry.
Discuss the role of complements in analyzing competition within an industry.
Describe four generic industry structures and specific strategic opportunities in those industries.
Companies sometimes believe that managerial knowhow can be a barrier to entry against potential rivals. This knowhow need not be trade secrets or intellectual property;the collective body of knowledge, spearheaded by strong leaders, forms a well of creative and operational prowess. Firms sometimes
Managers often focus an inordinate amount of time on their customers and rivals, and many seldom keep abreast of international affairs. Even when they do, it is often a cursory appreciation of events. Should managers pay more attention to global politics?
In the S-C-P model, rivalry is discussed as a “threat from competition among existing companies,” “threat from new competition,” and “threat from superior or lower-cost substitute products.” Distinguish and discuss these aspects of rivalry for a firm.
How can a cheaper and inferior product pose a threat to a firm that has a traditional, loyal customer base?
Describe an industry that has niche and product refinement opportunities.
Perform an analysis of the profit potential on the following two industries:The Pharmaceutical Industry The pharmaceutical industry consists of firms that develop, patent, and sell drugs. Although this industry does not have significant production economies of scale, it does have important know how
Perform an opportunities analysis on the following industries:(a) The fast-food industry in Mexico(b) The wired telecommunications industry in Nigeria(c) The PC-manufacturing industry in China(d) The worldwide LED manufacturing industry(e) The worldwide small-package overnight delivery industry
Describe the resource-based view and how it differs from the S-C-P model.
Describe the VRIO framework and how it relates to the resource-based view.
Be able to apply the VRIO framework to identify the competitive implications of a firm’s resources and capabilities.
Discuss important implications of the resource-based view, including:a. How value chain analysis can be used to identify a firm’s valuable resources and capabilities.b. The kinds of resources and capabilities that are likely to be costly to imitate.c. How a firm uses its structure, formal and
Resource immobility is a key assumption of the resource-based view of strategy and, hence, of the VRIO tool. However, many companies with decades of competitive advantage have started to lose ground to new competitors. Is resource immobility fleeting? How can the resource-based view and VRIO tools
Which is more important for a pharmaceutical company to maintain a sustained competitive advantage, its latest blockbuster drug or its HR practices, which have evolved to generate a culture of high performance and innovation?
Discuss how value-chain analysis can be used by managers to evaluate the strengths within a firm and potential sources of competitive advantage.
A senior manager has a new, younger colleague in the business development department. This teammate just graduated near the top of her class and is brimming with confidence.She believes that, given the firm’s capabilities, it can imitate the market leader and deliver products to gain market share
Managers engage in strategic planning for their organizations but will also have tactical measures as an extension of these strategies.Environmental conditions can and will change, and so should planning.Do strategies change more often or do tactics? Explain why.
Apply the VRIO framework in the following settings. Will the actions described be a source of competitive disadvantage, parity, temporary advantage, or sustained competitive advantage? Explain your answers.(a) The Japanese automaker Suzuki announces the recall of 100,000 vehicles in India, where
When the management of a company looks at the resources and capabilities at their ready disposal, they might conclude that none of them are rare. Advise the firm on how the they should proceed in this situation to operate competitively in the market. Use examples to illustrate your argument.
Choose two firms and construct a value-chain analysis for each. Compare both value chains and discuss any potential sources of competitive advantage. Justify your analysis with specific examples.
Understand the decision logic for developing implementation strategies.
Understand that the service delivery portion of the value chain is key in the implementation of strategy.
Link the results of internal analysis and the development of service delivery implementation strategies.
Understand how the pre-service, point-of-service, and after-service strategies of an organization are the means to achieve directional, adaptive, market entry, and competitive strategies.
Understand that competitive advantage may be created inside the organization through implementation of the service delivery strategies.
Understand that through service delivery strategies the organization itself is changed, strengthening competitive advantages and improving competitive disadvantages.
Create service delivery strategies that carry out the directional, adaptive, market entry, and competitive strategies.
Explain the linkage between internal environmental analysis and the value-adding service delivery and support strategies. How are the value-adding strategies linked with action plans?
Explain the difference between pre-service, point-of-service, and after-service activities.What elements are central to each? Provide an example of how an organization might create a competitive advantage in each of these areas.
For a health care organization, explain why pre-service, point-of-service, and afterservice activities are fundamentally marketing and clinical in nature.
Pre-service, point-of-service, and after-service are different for health care than for producing and distributing a tangible product. Explain some of these differences.
Discuss the various ways that health care providers can defi ne the market they want to serve.
What role does marketing play in the implementation of adaptive strategies for expansion? Is marketing ever involved in contraction?
Does marketing have a role to play in the market entry strategies? Explain your answer.
What is mass customization? In what circumstance does mass customization become useful?
What is “evolutionary” strategic change?
What part does internal environmental analysis play in the development of valueadding support strategies? What part does strategy formulation play?
How do the value-adding support strategies create the “context” for strategy implementation?
What is organizational culture? How does it implement strategy?
What are the basic building blocks of structure? What are the advantages and disadvantages of each?
In what circumstances might a high level of standardization be required? A high level of fl exibility?
Which do you think changes fi rst, strategy or structure? After formulating your answer and making your case, argue the opposite position.
What are the primary differences in the fi nancial strategies needed for expansion, contraction, and maintenance of scope?

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Strategic Management Of Health Care Organizations 7th Edition Peter M. Ginter, Walter Jack Duncan, Linda E. Swayne - Solutions

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