Global Strategy 2nd Edition Mike W. Peng - Solutions

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1 Which of Porter’s Five Forces are creating problems for the United Kingdom’s charity sector?
2 In the future, what might change to make the steel industry less attractive or more attractive?
1 How attractive is the world steel industry?What accounts for this?
2 What are the implications of these fashion industry scenarios for other industries, for example hotels or retail?
1 Which scenario would Levi Strauss most desire and which would it most fear?
2 Which of the above factors spill over from one PESTEL category to another? Does this matter?
1 Which of the above PESTEL factors offer the most important opportunities to BP, and which the most important threats?
Use these various concepts and techniques to recognise environmental threats and opportunities .
Analyse strategic and competitor positions in terms of complementors, strategic groups, market segments and ‘ Blue Oceans ’.
Analyse the attractiveness of industries and markets using Porter’s Five Forces and industry life cycles .
Construct alternative scenarios to address possible environmental changes.
Analyse the broad macro-environment of organisations in terms of political, economic, social, technological, ecological and legal factors (PESTEL).
5 Converting good strategic thinking into action can be a challenge: examine how the Glastonbury Festival has achieved this by considering the elements seen in section 1.3.3 .
4 Following on from the previous questions and making use of section 1.3.2 , what alternative strategies do you see for the Glastonbury Festival?
3 Using the headings of environment, strategic capability, strategic purpose and culture seen in section 1.3.1 , identify key positioning issues for the Glastonbury Festival and consider their relative importance.
2 Carry out a ‘three-horizons’ analysis ( section 1.2.1 )of the Glastonbury Festival, in terms of both existing activities and possible future ones. How might this analysis affect its future strategic direction?
1 Sticking to the 35-word limit suggested by Collis and Rukstad in section 1.2.3 , what strategy statement would you propose for the Glastonbury Festival?
Identify key issues for an organisation’s strategy according to the Exploring Strategy model.
Distinguish between corporate, business and operational strategies.
Summarise the strategy of an organisation in a ‘ strategy statement ’.
=+12. Think of a community you belong to. What entrepreneurial activities could your community initiate to improve itself?
=+11. How can NGOs work in villages without weakening or replacing local conventions?
=+10. How can poverty alleviation programs evolve from charity to building local, durable selfreliance?
=+ 9. How could micro-credit activities be expanded to other parts of the economy?
=+ 8. What other needs could micro-credit collectives fulfill?
=+ 7. Why was micro-credit so effective for the Irula village women?
=+ 6. What might be the implications of this training on other aspects of the Irula’s lives?
=+ 5. What skills did the Irula villagers develop from their training in health awareness, manufacturing, and business?
=+ 4. What characteristics of Sethu, CDDP, and the Irula villagers enabled their success?
=+ 3. What technologies and entrepreneurial efforts could help the disadvantaged in your community?
=+ 2. What are some examples of societal problems and market failures that present an opportunity for entrepreneurs?
=+1. What makes Sethu’s new trap an appropriate technology?
=+As CEO of a similar utility in China, what are your options?
=+ 3. As the CEO of a coal-fired utility in Canada, how can your firm reduce greenhouse gas emissions?
=+ 2. From a resource-based view, identify potential first-mover advantages in carbon offsets.
=+1. From an institution-based view, explain why some firms in countries such as the United States, whose governments did not ratify Kyoto, are interested in participating in carbon offsets.
=+ 5. If you were an entrepreneur at a firm in China(such as Little Sheep) or in emerging economies in general, what lessons would you draw from this case?
=+ 4. Compare and contrast the similarities and differences between the typical mid-sized private equity investment in the West and such investments in China (as captured by this case). If you were a manager working for a Western private equity firm(such as 3i), what lessons would you draw from
=+why did 3i win the competition against other private equity suitors such as Goldman Sachs and Morgan Stanley?
=+3. From a resource-based view, explain the nonfinancial benefits 3i can bring to Little Sheep. In other words,
=+ What are the main obstacles associated with its continued growth?
=+ 2. What are the key factors that explain the success of Little Sheep?
=+1. From an industry-based view, identify some of the competitive forces affecting the Chinese restaurant industry.
=+ 5. Does Cardinal Health need to adjust its organizational structure (currently represented by the four US-focused product divisions) to create a better fit with its more internationally oriented strategy?
=+ 4. To focus more on international activities, what are the main opportunities and obstacles?
=+ 3. Why do Cardinal Health’s acquisitions often succeed, whereas, on average, 70% of all acquisitions reportedly fail?
=+ 2. What has made Cardinal Health so big in the US health care industry?
=+1. What are the benefits and costs of Cardinal Health’s product-related diversification strategy?
=+ 3. How should Sunflower address its four main challenges?
=+ 2. How has Lithuania’s economic development and EU membership created both opportunities and challenges?
=+Would this approach work in established markets?
=+1. Why has Sunflower been successful even though it has frequently changed its product lines and strategy?
=+What does the future hold for both firms?
=+and Leviev, especially in the new arena of retail competition with branded jewelry.
=+ 4. Discuss the future of the rivalry between De Beers
=+What kinds of strengths and weaknesses does De Beers have when dealing with these challenges?
=+ What are threats?
=+3. Given the multidimensional current challenges, what are opportunities for De Beers?
=+ 2. Drawing on industry-, resource-, and institutionbased views, explain why De Beers has been phenomenally successful.
=+Why is the diamond cartel so long lasting (spanning the entire 20th century and still going, despite some recent loss of power)?
=+1. Most cartels fail within a short period of time due to organizational and incentive problems.
=+ 4. Again, if you were one of those professors, what method would you have suggested as a way to tackle the US market?
=+briefed him about the pros and cons of various foreign market entry options?
=+ 3. If you were one of the professors who visited Tong in March of 2000, how would you have
=+ 2. Why did Tong believe that PRPG must engage in significant internationalization (instead of the current direct export strategy) at this point?
=+roots, managed to become China’s largest and the world’s second largest piano producer.
=+1. Drawing on industry-, resource-, and institutionbased views, explain how PRPG, from its humble
=+ 4. Which entry mode should Pizza Patrón adopt for its entry into Mexico? Discuss its pros and cons.
=+ 3. What are the differences associated with the institutional environment in the United States and Mexico?
=+ 2. Can Pizza Patrón’s market-winning capabilities be transferred to a new environment?
=+1. How would you characterize the intensity of competition in this industry in both the United States and Mexico?
=+Would you vote “Yes” or “No” for a $2 billion proposal to fund a major FDI project in China?
=+automobile industry in the last paragraph of the case.
=+ 4. You are a board member at one of the major multinational companies and have just heard two presentations at a board meeting outlining two contrasting scenarios regarding the outlook of the Chinese
=+enter China in the 1980s. What happened that made them change their minds more recently?
=+ 3. From an institution-based view, explain the initial reluctance of most multinational automakers to
=+struggle. From a resource-based standpoint, what role does entry timing play in determining performance?
=+Similarly, some late entrants (such as Honda) did well and some late entrants (such as Ford) continue to
=+ 2. Some early entrants (such as Volkswagen) succeeded, while some early entrants (such as Peugeot) failed.
=+What are the drawbacks of using other entry modes such as exporting and licensing?
=+1. Why do all multinational automakers choose to use FDI to enter this industry?
=+ 3. If you were an Indian government official or social activist, what would be your proposed solution?
=+How can this argument help Unilever defend its case if you were a Unilever executive?
=+ 2. Milton Friedman argued that “the business of business is business.”
=+1. The author argues that Unilever’s “Fair & Lovely”is doing well but not doing good. Do you agree?
=+what strategy would you choose to deal with the crisis?
=+ 3. If your company’s products were cited as unsafe,
=+what would be your reaction?
=+were aware that the problem behind the recall was due to design flaws and not manufacturing flaws,
=+ 2. If you were a toy company executive and you
=+1. What are the pros and cons of each of these strategic choices?
=+ 4. What should Mattel do right now and in the future?
=+How did they affect Mattel?
=+ 3. What values did Mattel exhibit during the recall?
=+ 2. Who are Mattel’s stakeholders? Who did Mattel cater to in the recall?
=+1. What went wrong with Mattel’s recall strategy?
=+ Would you change your mind if the Saihan system dissolves?
=+ 5. If you were a board member of Barnes & Noble or Borders, would you approve a proposal to open a series of book stores in Japan now?
=+ 4. What is going to happen if the Saihan system dissolves?
=+ 3. Draw on the industry-, resource-, and institutionbased views to explain the success of Bookoff and Amazon Japan.

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Global Strategy 2nd Edition Mike W. Peng - Solutions

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