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business
strategy in practice
Global Strategy 2nd Edition Mike W. Peng - Solutions
=+countries such as the United States. What are the benefits for individual companies and the industry to participate in this system? What are the costs?
=+deter entry. This practice, often labeled “collusive”and “anticompetitive,” would be illegal in many
=+ 2. The Saihan system serves as a price-fixing cartel to
=+1. Why is the profitability of large Japanese retail booksellers relatively poor and their scale relatively small?
=+do you foresee AGRANA facing as it continues its expansion into other regions, such as East Asia?
=+ 4. From an international perspective, what challenges
=+ 3. From an institution-based view, what opportunities and challenges have been brought by the integration of EU markets in both Western Europe and CEE?
=+ 2. From an resource-based view, what is behind AGRANA’s impressive growth?
=+1. From an industry-based view, how would you characterize competition in this industry?
=+ 4. If you were shopping for a hybrid, would Toyota’s president’s remarks influence your decision (either positively or negatively)? Do these remarks matter?
=+ 3. If you were a Tundra owner, what would be your view on this debate?
=+ 2. If you were a Prius owner, would you have joined the protests against Toyota’s “betrayal”?
=+1. If you were a Toyota executive, would you have decided to lobby against tougher CAFE standards?
=+manager there, you are being pressured by NGOs of all stripes to help the oppressed groups in these countries. But you also understand that the host government could be upset if your firm is found to engage in local political activities deemed
=+3. ON ETHICS: Hypothetically, your MNE is the largest foreign investor in(1) Vietnam where religious leaders are being persecuted or (2) Estonia where ethnic Russian citizens are being discriminated against by law. As the country
=+an environmental NGO in the low-cost country in which the MNE invests, how would you participate in this debate?
=+headquartered in a developed economy, (2) the leader of a labor union in the home country of the MNE mentioned here that is losing a lot of jobs, or (3) the leader of
=+employees and communities in developed economies, but also exploits the poor in these countries and destroys the environment. If you were (1) the CEO of an MNE
=+2. ON ETHICS: Some argue that investing in emerging economies greatly facilitates economic development at the base of the global economic pyramid. Others contend that moving jobs to low-cost countries not only abandons CSR for domestic
=+the Ford Motor Company) to engage in what today would be called CSR activities. With a resounding “No,” the court opined that“A business organization is organized and carried on primarily for the profits of the stockholders.” If the court in your country were to decide on this case this
=+1. In a landmark Dodge v. Ford case in 1919, Michigan State Supreme Court determined whether Henry Ford could withhold dividends from the Dodge brothers (and other shareholders of
=+4. Draw strategic implications for action
=+3. Participate in three leading debates concerning corporate social responsibility
=+2. Develop a comprehensive model of corporate social responsibility
=+1. Articulate what a stakeholder view of a firm is
=+Hong Kong, Asia, and emerging economies more broadly?
=+ 4. If you were Webb, what would be your recommendations to reform corporate governance in
=+ Will these challenges change the prevailing norms, values, and regulations on corporate governance in Hong Kong?
=+3. How effective are Webb’s “in your face”challenges of the current practices?
=+ Why aren’t there many minority shareholders in Hong Kong who actively participate in corporate governance like Webb?
=+ 2. What are Webb’s motivations?
=+Why do transplanted British laws and regulations seem ineffective?
=+1. What is the primary type of conflict in corporate governance in Hong Kong?
=+his theory that CEOs are overpaid—in other words, your own compensation could be on the line. Whom would you choose?
=+Placing him on the board will earn you kudos among analysts and journalists for inviting a leading critic to scrutinize your work. However, he may try to prove
=+a long-time friend whose board you have served for many years. The other is a known shareholder activist whose tag line is “No need to make fat cats fatter.”
=+3. ON ETHICS: As a chairman/CEO, you are choosing two candidates for one outside independent director position on your board. One is another CEO,
=+firms to add more outside directors to their boards and separate the jobs of board chairman and CEO. Yet, academic research has not been able to conclusively support the merits of both practices. Why?
=+ 2. Recent corporate governance reforms in various countries urge (and often require)
=+that this is one variant (among several) on how large firms can be effectively governed and that it is not necessarily the most efficient form. What do you think?
=+1. Some argue that the Anglo-American-style separation of ownership and control is an inevitable outcome in corporate governance. Others contend
=+8. Draw strategic implications for action
=+7. Participate in two leading debates on corporate governance
=+6. Elaborate on a comprehensive model of corporate governance
=+5. Acquire a global perspective on how governance mechanisms vary around the world
=+4. Identify voice- and exit-based governance mechanisms and their combination as a package
=+3. Explain the role of the board of directors
=+2. Articulate the role of managers in both principal–agent and principal–principal conflicts
=+1. Differentiate various ownership patterns around the world
=+ 3. If you were a government official in the MNE’s home country, what could you do to discourage such moves of multinational HQs out of the country?
=+what conditions would you consider moving your HQ?
=+ 2. If you were a CEO or a business unit head, under
=+with moving business unit HQ and corporate HQ to another country?
=+ 1. What are the drawbacks and benefits associated
=+US politicians are similarly vocal concerning job losses and national security hazards. What are you going to do?
=+performed by a $70,000 US engineer reportedly can be done by an engineer in one of these countries for less than $7,000. However, US engineers at Boeing have staged protests against such moves.
=+ 3. ON ETHICS: You are a corporate R&D manager at Boeing and are thinking about transferring some R&D work to China, India, and Russia, where the work
=+You worry that if your subsidiary is no longer the star unit when other subsidiaries’ performance catches up, your bonus will go down.
=+Because bonus is tied to subsidiary performance, your bonus is the highest among managers of all subsidiaries. Now headquarters is organizing managers from other subsidiaries to visit and learn from your subsidiary.
=+ 2. ON ETHICS: You are the head of the best-performing subsidiary in an MNE.
=+and that all firms need to adopt a global standardization strategy. Do you agree?Why or why not?
=+1. In this age of globalization, some gurus argue that all industries are becoming global
=+5. Draw strategic implications for action
=+4. Participate in two leading debates on multinational strategy, structure, and learning
=+3. Outline the challenges associated with learning, innovation, and knowledge management
=+2. Articulate a comprehensive model of multinational strategy, structure, and learning
=+1. Understand the four basic configurations of multinational strategies and structures
=+ 3. Some argue that chaebols as an organizational species will die. How does the future look for chaebols in Korea, and for conglomerates in emerging economies in general?
=+ 2. What turned chaebols’ diversification premium into a diversification discount?
=+1. Drawing on industry-, resource-, and institutionbased views, explain why conglomeration(product-unrelated diversification) became a dominant corporate strategy in postwar Korea.
=+How would you proceed?
=+ you have just read this chapter and are troubled by the fact that 70% of M&As reportedly fail.
=+On one hand, you are excited about the opportunities to be a leading captain of industry and the associated power, prestige, and income (you expect your income to double next year). On the other hand,
=+ 3. ON ETHICS: As a CEO, you are trying to decide whether to acquire a foreign firm. The size of your firm will double after this acquisition and it will become the largest in your industry.
=+economies. Is this interest in conglomeration likely to hold or decrease in emerging economies over time? Why?
=+ 2. Unrelated product diversification (conglomeration) is widely discredited in developed economies. However, in some cases it still seems to add value in emerging
=+focused strategies. Do you agree or disagree with this statement? Why?
=+earnings (known as “free cash flows”), instead of being used to acquire other firms, should be returned to shareholders as dividends and that firms should pursue more
=+1. Some argue that shareholders can diversify their stockholdings and that there is no need for corporate diversification to reduce risk. The upshot is that any excess
=+6. Draw strategic implications for action
=+5. Participate in two leading debates on diversification, acquisitions, and restructuring
=+4. Enhance your understanding of restructuring
=+3. Gain insights into the motives and performance of acquisitions
=+2. Articulate a comprehensive model of diversification
=+1. Define product diversification and geographic diversification
=+located. Further, predict the outcome of the video game wars waged between Chinese and foreign game companies.
=+ 4. Using Figure 8.9, explain in which cell(s) leading domestic Chinese video game companies are
=+ 3. Do foreign game companies, such as Nintendo, Sony, Microsoft, and Blizzard, have what it takes to win in China?
=+ 2. What differentiates winning firms from losing and also-run firms in this industry?
=+why China’s video game industry has experienced such explosive growth.
=+1. Drawing on industry-based considerations, explain
=+ Do the pros of this action outweigh its cons?
=+What are the ethical dilemmas here?
=+customers, suppliers, investors, and the media are also being intentionally misled.
=+There is actually no plan to enter X. However, in the process of trying to “fool” B,
=+next year, it intends to enter country X where the competitor (firm B) is very strong. Your firm’s real intention is to march into country Y where B is very weak.
=+ 3. ON ETHICS: As part of a feint attack, your firm (firm A) announces that in the
=+Trade lawyers suggest that you file an antidumping case against leading foreign rivals and assure you a win. Would you file an antidumping case or not? Why?
=+ 2. ON ETHICS: As a CEO, you are concerned that your firm and your industry in the United States are being devastated by foreign imports.
=+not to openly discuss pricing with rivals, whom you know personally (you went to school with them). How would you signal your intentions?
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