New Semester
Started
Get
50% OFF
Study Help!
--h --m --s
Claim Now
Question Answers
Textbooks
Find textbooks, questions and answers
Oops, something went wrong!
Change your search query and then try again
S
Books
FREE
Study Help
Expert Questions
Accounting
General Management
Mathematics
Finance
Organizational Behaviour
Law
Physics
Operating System
Management Leadership
Sociology
Programming
Marketing
Database
Computer Network
Economics
Textbooks Solutions
Accounting
Managerial Accounting
Management Leadership
Cost Accounting
Statistics
Business Law
Corporate Finance
Finance
Economics
Auditing
Tutors
Online Tutors
Find a Tutor
Hire a Tutor
Become a Tutor
AI Tutor
AI Study Planner
NEW
Sell Books
Search
Search
Sign In
Register
study help
business
strategic management
Strategic Management Awareness And Change 5th Edition John L. Thompson , Frank Martin - Solutions
=+1. Draw a diagram incorporating the environmental influences and stakeholders for any pub, discotheque or nightclub with which you are familiar.Do the same for London Zoo (Chapter 2).Zoological Society of London/London Zoo http://www.londonzoo.co.uk
=+2. Examine eBay in terms of scenario planning.What could possibly happen to affect eBay in the future?
=+1. Use the eBay web site to track the bidding for a product that interests you. You could, if you wished, sell something via eBay as an alternative. Why do you think this simple business concept has been so successful?
=+■ Do they lead to clearer understanding which informs future decisions and actions, while winning the commitment of everyone involved?
=+■ What has been left out? – in effect, the extent of the comprehensiveness and the absence of key omissions – and
=+■ Given the (changing) demands of our existing markets, what changes do we need to make to our products, processes and services?
=+■ What new markets and market segments might be suitable for our existing strengths and capabilities?
=+■ How can we best exploit our strengths in relation to our opportunities?
=+■ Similarly, can we neutralize critical threats or even build them into new opportunities?
=+■ How can we either neutralize critical weaknesses or convert them into strengths?
=+1. Tesco and Wal-Mart have been investing more aggressively and now enjoy a higher margin cushion. Is there a way back for Sainsbury’s?
=+3. Did the acquisitions make sense in relation to its competencies and capabilities?
=+2. What is the nature of its strategic position?
=+1. How does Flying Flowers add value?
=+3. In the end, who has been best served by the outcome – shareholders, employees, customers?
=+… do you support the actions of Morrison and Green?
=+2. Use the Internet to ascertain what did happen
=+1. If you were Sir Ken Morrison, what would your reaction to the ruling have been?
=+3. Would some regulation be more sensible than full deregulation?
=+2. Are governments too readily impressed by the seductive cost savings for passengers?
=+1. Why, then, deregulate?
=+What important external factors affect competition?
=+What exit barriers exist (if any)?
=+What experience/learning curve effects are important?
=+What economies of scale are present?
=+What entry barriers exist?
=+What are the prevailing competitive strategies?
=+What are the relative powers of suppliers? Buyers? Competitors?
=+Is the industry growing or contracting?
=+To what degree are products substitutes?
=+How concentrated is the industry?
=+How many firms are in the industry, and what size are they?
=+2. Using LVMH as a starting point, look into the barriers to entry in the perfumes industry.Other companies to track are Estée Lauder, L’Oréal and Unilever. How successful have these leading companies been in controlling the distribution of their products through selected retailers?
=+1. Check the progress of Netflix and evaluate how this entrepreneurial business dealt with the threat from Wal-Mart.
=+2. How have your own musical tastes and listening habits been changing in recent years?
=+1. What future changes do you foresee – and will these have a predominantly positive or negative impact on (a) consumers and (b) the record companies?
=+ The public will benefit in terms of prices, but is the situation more complex?
=+3. Competition authorities in the UK have recommended that resale price maintenance(where manufacturers dictate retail prices) for over the counter non-prescription drugs should be abolished. If retailers are free to set their own prices it is assumed that the supermarkets will grow their share
=+2. What approach would you suggest any future British government should take?
=+1. How might the UK ensure it retains a leading position in this dynamic, turbulent but very important global industry?
=+■ construct an experience curve and explain its significance.
=+■ carry out scenario planning
=+■ conduct a SWOT analysis
=+■ appreciate the significance of effective strategic positioning and adding value
=+■ describe Porter’s five forces model for analysing the attractiveness of an industry
=+■ discuss the organization as an open system and (using a PEST analysis) assess the impact of a number of environmental forces
=+■ summarize the important aspects of government policy on competition and its regulation
=+■ identify how changes might be forecast
=+■ explain issues of complexity, dynamism and uncertainty in relation to the organization’s environment
=+■ understand that opportunity-driven strategy depends upon an ability to manage, and to manage in, the business environment
=+How difficult might it be to generate the potential synergy in question?
=+2. Is the ‘luxury brand’ logic offered by LVMH a genuine synergy opportunity?
=+Were there any downside risks that you can see?
=+1. In September 2004 Sony acquired the MGM film library. What exactly did Sony buy and what benefits did Sony executives believed would accrue?Would this strengthen synergy?
=+Questions on the environmental influences discussed are to be found in later chapters.
=+1. Synergy has been summarized as the ‘2 + 2 = 5’effect. Can you think of instances from your own experiences (maybe in a sporting context) where it has been in evidence?
=+3. Do they appear robust enough to compensate for any long-term decline in the breakfast cereal market?
=+2. What are the non-cereal products?
=+Do they all have directly competing brand alternatives? To what extent are they aimed at different market segments?
=+1. Visit a supermarket and look for the various Kellogg products. How many different breakfast cereal products can you spot?
=+■ define synergy and explain its significance in both competitive and corporate strategy
=+■ explain why thinking is vital in strategy creation and implementation
=+■ explain the difference between the market- or opportunity-driven, resource-based and competitor-influenced views of strategy, appreciate the three views are frequently integrated in strategy creation and understand that some strategies are tactical responses to competition in a dynamic
=+■ Does the organization have the requisite financial resources?
=+■ Does the organization have the necessary competencies and capabilities?
=+Is there a market opportunity?
=+■ Do the potential benefits from S and T justify the inherent risks and uncertainties?
=+■ Are O and S – the important ends and means – internally consistent? Do they make the most effective use of resources and capabilities?
=+■ Are M, O and S externally consistent and do they fit environmental and stakeholder needs?
=+■ Are M and O explicit, widely appreciated and shared?
=+Membership now exceeds 3 million but costs are rising faster than revenue. In 2003/4 profits amounted to £4 million from a turnover of £300 million. To maintain its E-V-R, what should the National Trust do?
=+■ be aware of the existence of a number of useful strategic analysis frameworks.
=+■ explain why the strategic challenge for organizations concerns decisions about content and process within the context of a set of important issues and dilemmas
=+■ explain what is meant by E–V–R congruency
=+■ appreciate the significance of adding value, core competencies, strategic capabilities and strategic architecture
=+■ explain the term competitive advantage
=+■ define key success factors and give examples of these
=+■ understand the importance of strategic positioning and how two important approaches to strategy – market-driven and resource-based – impact upon it
=+■ appreciate how leadership, culture and values are at the heart of strategic decisionmaking
=+5. In view of the findings after the Herald of Free Enterprise disaster at Zeebrugge in March 1987 and the Estonia disaster in 1994, how does a company such as P&O (the owners of the Herald) balance the extra costs involved in additional safety measures with the need to be competitive
=+4. Have the objectives (in particular the order of priorities) of the Natural History Museum changed since the introduction (and later abandonment) of compulsory admission charges in April 1987?
=+how do you view the fact that football clubs generally invest far more money in players (wages and transfer fees) than they do in their grounds (amenities and safety)?
=+(c) In view of the comments about social responsibility,
=+(b) Which other clubs have followed Tottenham? Have they chosen similar or different strategies? How have they performed as businesses?
=+(a) Research the strategies followed by Tottenham Hotspur plc since 1983. Do you believe that the interests of a plc and a professional football club are compatible or inevitably conflicting?
=+3. When Tottenham Hotspur became the first English Football League club with a stock exchange listing(in 1983) the issue prospectus said: ‘The Directors intend to ensure that the Club remains one of the leading football clubs in the country. They will seek to increase the Group’s income by
=+2. From the FT Fast Track web site, pick a rapidly growing business of your choice from within the top ten businesses listed. In 400 words or less can you describe the business model of that business.http://www.fasttrack100.co.uk/
=+Then find out what happened to the business. Did the company get its priorities wrong and was this why the business was sold to Scottish and Newcastle. Note: Prior to the acquisition, members of the Bulmer family held over 50 per cent of the ordinary shares.
=+1. First consider how the objectives of HP Bulmer Holdings, detailed in Box 2.1, might be ranked in order of priority. Is there a difference between an ideal ranking and the likely ranking in practice?
=+3. What key issues do you believe should be incorporated in a company statement on ethics?
=+2. Think of any organization with which you have personal experience. Do you believe that profit (or cash in the case of a non-profit organization) is seen as a means or an end by the key decision-makers? Do they all agree on this?
=+1. Using the Ben and Jerry’s case (or another case from Chapter 1 if you prefer) clarify what you think the business model is.
=+2. If not, what else do you think it should do?
=+1. Do you think Nike is sufficiently responsible and ethical?
=+2. Do you know whether the strategy is still in place?
=+1. Did it make sense for the Co-operative Bank to trade off corporate clients for new personal accounts in this way?
=+3. If you were in charge (and remembering the constraints) what strategies would you recommend?
=+2. Who are the major stakeholders, and how important are they?
=+1. What should the objectives of London Zoo be?
=+3. Has the National Theatre adopted a policy of putting on more commercial productions in recent years?
Showing 900 - 1000
of 5817
First
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
Last
Step by Step Answers
Get 50% OFF
Claim Now
