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strategic management
Strategic Management In The Arts 1st Edition Lidia Varbanova - Solutions
=+2. Ensure that the Authority makes the most cost-effective use of resources in pursuing its objectives.
=+v1. Maximize the benefit to the economy of tourism to Britain from abroad.
=+2. Access the web site and look into the activities and organizations with which Lastminute has reached agreements. Do you believe the package is too diversified or are there opportunities to grow and maybe diversify further?
=+1. Is Lastminute.com a successful company? If yes, on what criteria are you judging it? If not, why not?
=+■ show how broad cultures differ throughout the world and appreciate the important aspects of Japanese business culture.
=+■ list and define different sources of power
=+■ define Handy’s four organizational cultures
=+■ discuss the manifestations of culture in an organization
=+■ explain the impact of corporate culture on the management of an organization, and on managers and other employees
=+■ identify the difficulties involved in measuring the effective performance of many not-for-profit organizations
=+■ appreciate how strategic competency and admiration are important themes in a holistic approach to evaluation
=+■ explain the significance of financial measures of performance
=+■ explain how success might be measured and assessed
=+others described the virtues of creative destruction. At Apple, it may have an evil twin: destructive innovation.
=+‘Innovate’, an unshaven Jobs bellowed from the stage to a gathering of French elite at a swell party in the Musée d’Orsay in Paris in September 2003. ‘That’s what we do – we innovate’. Of course, he is right and that may be the trouble. It is possible to innovate pointlessly.
=+Jobs’ new gamble is taking Apple into digital music. It is considered to be both hugely risky and highly profitable for someone who can get it right.He faces competition from Dell, Wal-Mart and Microsoft. It also depends on Jobs, and anyone else in the business, understanding the fickle tastes
=+because Apple was a managerial mess. He called his company NeXT. Although it was not successful, Jobs’ other development was Pixar Studios. He returned to Apple as chief executive in 1997 at the request of a board desperate for innovation and for someone to salvage their fortunes.
=+promising ‘legal’ digital consumer music service to date. At the same event, Jobs also revealed a deal with HP (Hewlett Packard) to produce a HP-branded version of the iPod and preinstall Apple iTunes software on all HP’s customers’PCs and notebooks. According to Jobs, Apple’s goal is
=+3. In the 1970s, Apple ignited the personal computer revolution with the Apple II and reinvented the personal computer revolution in the 1980s with the Macintosh. Now in late 2003, Apple has launched its lastest versions of its pocket sized iPods, which are linked to Apple’s iTunes Music Store.
=+2. How successful has Porsche been since the introduction of its new models? Do you believe that the size of its niche is viable, or might the company have to extend its range?Porsche http://www.porsche.com
=+■ McCarthy’s (or similar) Index (press-cutting service for firms and industries).
=+■ Monopolies and Mergers Commission reports, and Competition Commission reports, which usually feature a comprehensive industry analysis
=+■ Annual Report of the Director General of Fair Trading (as a source of ideas)
=+1. Take an industry of your choice and analyse one or more of the major competitors in terms of their chosen competitive strategies.As well as the Internet the following library sources might prove useful sources of information:■ Business Monitors (PA and PQ series)
=+2. Apply Figures 6.11 and 6.12 to this industry.
=+1. Study Figures 6.6 (a) and (b) and consider where you would place British Airways and other major carriers such as Air France as opposed to easyJet and Ryan Air.
=+4. Will it continue to be incremental or might something more revolutionary be feasible?
=+3. If you were involved in product development at either of these businesses, what do you think the next development might be?
=+2. Can and should any company ever rely on patent protection as a competitive weapon?
=+1. How important is technological innovation as a competitive platform?
=+1. Are these companies successfully defending their differentiation focus strategies?
=+1. What do you believe the competitive position of Toyota to be now?(To answer this it would be useful to look at the margin and profitability figures for the leading manufacturers.)
=+7. Are we innovating to make sure the answer to all these questions will remain ‘yes’?
=+6. Do we have a unique selling proposition – something which will persuade customers to buy from us rather than anyone else?
=+5. Are we targeting and serving the widest possible market?
=+4. Are we as good as – and ideally better than – our strongest competitor?
=+3. And at the lowest possible economic cost?
=+2. In the most effective way?
=+1. Are we supplying the ‘right’ things?
=+4. Can you think of anything its leading rivals might do to upset the applecart?
=+3. If it avoids serious mistakes, does it need to do anything radically different to retain its position?
=+2. Where is its competitive advantage?
=+1. Why is Coca-Cola ‘number one’ in its industry?
=+■ show how an organization can evaluate its competitive strategies against those of its competitors.
=+■ describe a number of key competitive platforms
=+■ appreciate why competitive strategies must be changed in a dynamic environment if any advantage is to be sustained
=+■ show how Michael Porter used these themes to create four important generic strategies
=+■ define product (service) differentiation and cost leadership and explain their role in the creation and maintenance of competitive advantage; and
=+■ explain the notion of dynamic, tactical change in a competitive environment
=+ Do the staff feel they are more aware strategically? If so, has this proved valuable?
=+5. By visiting and talking to staff at an appropriate level and with several years work experience in that environment, in both a travel agency and a retail store which makes extensive use of an EPOS (electronic point of sale) system, ascertain the effect that IT has had on their decision-making.
=+■ What role might IT play in improving availability?
=+■ Where are the limitations in availability?
=+■ What are essential information needs from outside the organization (the environment) for managing these products and services both now and in the future?
=+4. For an organization of your choice ascertain the range of products and services offered and answer the following questions:
=+3. Using the same organization, apply Porter’s value chain. As far as you are able, and accepting that there may be elements of subjectivity, allocate the costs and consider whether your breakdown matches your initial expectations. Where are the allimportant linkages?
=+2. Selecting an organization of your choice, and ideally one with which you are familiar, carry out a resource audit. Make sure that you take account of industry key success factors and competitors’ relative strengths in your evaluation.
=+In what ways are his washing machines different?Dyson http://www.dyson.com
=+How has he now extended the product range for his dual cyclone cleaners?
=+1. Using the Internet to look at the current status of Dyson and the other main manufacturers of vacuum cleaners, to what extent has James Dyson transformed an industry?
=+7. How do you personally use the Internet? Do you feel you are exploiting its potential?
=+6. Consider why it is argued that the increasing utilization of IT by organizations is a cultural issue. How might managers be encouraged to make greater use of the technology which is available?
=+5. Consider how the increasing utilization of information technology in retailing has affected you as a customer. Do you feel that the major retail organizations who have introduced and benefited from the greater utilization of IT have attempted to ensure that the customer has also benefited
=+ Do you believe it is balanced? If not, what might be done to change things?
=+4. Albeit by rule of thumb, take a team of people with whom you associate closely and evaluate their behaviour characteristics Where is the team strong?Where is the team weak?
=+3. Consider how strategic changes in one retail sector, from an emphasis on hardware stores that specialize in personal service and expert advice to customers from all employees, to a predominance of do-it-yourself supermarkets and warehouses, might have affected issues of staff motivation,
=+What do you think this behaviour is saying about you?
=+2. Think about your own buying habits and choices.Where do you specifically choose high-profile branded items, and where are you less concerned?Why?
=+Why is it important for organizations to embrace both views simultaneously?
=+1. What are the opportunity-driven and resourcebased views of strategy? Where and why are they different?
=+2. To what extent do you believe the quality difference between various brands of jeans is based on design and fashion as distinct from workmanship and higher quality materials?
=+1. In the circumstances do you think this was a sound or a risky tactic for Levi’s to adopt?
=+3. Were they to be available, what others could be usefully added to the portfolio?
=+2. Can you think of other ways Gullane/Britt Allcroft might exploit its brands and strengthen the synergy between them?
=+1. Character merchandising can clearly be very lucrative, but how would you set about putting a value on a particular character?
=+1. Use teletext and the Internet to access and evaluate the holiday bargains that are available.
=+1. Can you see a real future for auctioning lastminute bargain holidays via the Internet ?
=+1. Can you think of other opportunities where BA might seek to exploit IT for competitive advantage?
=+2. How important do you think individuals are in building such a team?
=+1. Do you agree that Team New Zealand is a learning organization?
=+3. Has Semco become even more ‘maverick’ or has it mellowed?
=+2. Have these changes been sustainable?
=+1. Is Ricardo Semler really a ‘maverick’?
=+4. In what ways would it be difficult for competitors to try and copy the success?
=+3. How does Benetton use networks and partnerships to great effect?
=+2. How does it achieve competitive advantage?
=+1. What is Benetton’s competitive strategy?
=+1. Thinking about the issues of core competency and strategic capability, what is the ‘secret’ of James Dyson’s competitive advantage?
=+■ discuss the significance of branding and corporate reputation as an organizational asset.
=+■ describe and produce an organizational value chain and explain how it might be used for evaluating competitive advantage
=+■ realize the ways in which the Internet has affected company strategies – and continues to do so
=+■ appreciate the importance of information in strategic decision-making, the contribution information technology can make and the significance of personal perspectives
=+■ explain what is meant by the term learning organization
=+■ discuss the key aspects and implications of employee empowerment
=+■ discuss the critical strategic contribution of people
=+■ define and discuss innovation and show how it is related to intrapreneurship in established organizations
=+■ demonstrate how competitive advantage might be created through adding value in any functional area of the business
=+■ conduct a strategic resource audit for an organization
=+■ explain the resource-based view of strategy
=+• What are our weaknesses which might increase the level of risk in the realisation of the idea?
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