Best Practice In Performance Coaching 1st Edition Carol Wilson - Solutions

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=+ 2. Conduct a VRIO analysis of your business school in terms of (1) perceived
=+1. Pick any pair of rivals (such as Samsung/Sony, Nokia/Motorola, and Boeing/Airbus), and explain why one outperforms another.
=+7. Draw strategic implications for action
=+6. Participate in three leading debates on institutions, cultures, and ethics
=+5. Identify the strategic role of ethics culminating in a strategic response framework
=+4. Appreciate the strategic role of cultures
=+3. Articulate the two propositions underpinning an institution-based view of strategy
=+2. Understand the two primary ways of exchange transactions that reduce uncertainty
=+1. Explain the concept of institutions
=+6. Draw strategic implications for action
=+5. Participate in four leading debates on the resource-based view
=+4. Analyze the value, rarity, imitability, and organizational aspects of resources and capabilities
=+3. Decide whether to keep an activity in-house or outsource it
=+2. Undertake a basic SWOT analysis along the value chain
=+1. Explain what firm resources and capabilities are
=+new country markets in emerging economies, or on entering hot new growth product markets in developed economies?
=+ 4. Should traditional competitors focus on expanding
=+ 3. Why do retail chains gain bargaining power as buyers at the expense of department stores?
=+How do incumbents react to new entries?
=+ 2. How do new entrants overcome entry barriers?
=+1. Why do incumbents have long staying power in this industry?
=+Make your case either as an antitrust official or as a firm strategist (such as Bill Gates).
=+Do you see an ethical dilemma here?
=+Yet, strategists openly pursue above-average profits, which are argued to be “fair profits.”
=+of strong market power are targets for government investigation and prosecution(for example, Microsoft was charged by both US and EU competition authorities).
=+4. ON ETHICS: “Excessive profits” coming out of monopoly, duopoly, or any kind
=+, use this analysis to explain why your home institution is doing well(or poorly) in the competition for better students, professors, donors, and ultimately rankings.
=+ Identify the “strategic group” to which your home institution belongs. Then
=+ 3. Conduct a five forces analysis of the “business school” industry or the “higher education” industry.
=+Which industry holds more promise for earning higher returns? Why?
=+industry, the beauty products industry, and the pharmaceutical industry (1) on a worldwide basis and (2) in your country.
=+ 2. Compare and contrast the five forces affecting the airline industry, the fast food
=+What can a firm do to discourage price wars or be better prepared for price wars?
=+1. Why do price wars often erupt in certain industries (such as the automobile industry), but less frequently in other industries (such as the diamond industry)?
=+5. Draw strategic implications for action
=+4. Understand the seven leading debates concerning the industry-based view
=+3. Articulate the three generic strategies
=+2. Analyze an industry using the five forces framework
=+1. Define industry competition
=+ How would you participate in this debate?
=+However, others caution that in the absence of reasonable hopes of decent profits (the base of the pyramid is notoriously turbulent due to political and economic uncertainties), rushing to emerging economies is reckless.
=+ 4. Some argue that aggressively investing in emerging economies is not only economically beneficial but also highly ethical, because it may potentially lift many people out of poverty.
=+differences in formal and informal rules of the game between developed and emerging economies?
=+ 3. From an institution-based view, what are the crucial
=+ 2. From a resource-based view, what determines firm performance in emerging economies?
=+1. What are the more attractive industries for the base of the pyramid?
=+actions outweigh their drawbacks (such as job losses in developed economies and environmental damage in emerging economies)?
=+ How can strategists make sure that the benefits of their various
=+4. ON ETHICS: What are some of the darker sides (in other words, costs) associated with globalization?
=+If you were the CEO of an MNE from a developed economy or from an emerging economy, how would you defend your firm?
=+3. ON ETHICS: Critics argue that MNEs, through FDI, allegedly both exploit the poor in poor countries and take jobs away from rich countries.
=+ What do you think?
=+What are the ethical dilemmas here?
=+Others argue that globalization benefits citizens of poor countries.
=+2. ON ETHICS: Some argue that globalization benefits citizens of rich countries.
=+ How do you convince her that she should care about global strategy?
=+ Why should I care about it?”
=+ I am just a lowly student who will struggle to gain an entry-level job, probably in a small company.
=+1. A skeptical classmate says: “Global strategy is relevant for top executives such as CEOs in large companies.
=+• What determines the success and failure of firms around the globe?
=+• What determines the scope of the firm?
=+• How do firms behave?
=+• Why do firms differ?
=+5. Participate in the debate on globalization with a reasonably balanced view and a keen awareness of your likely bias
=+4. Outline the four fundamental questions in strategy
=+3. Define what is strategy and what is global strategy
=+2. Articulate the rationale behind studying global strategy
=+1. Offer a basic critique of the traditional, narrowly defined “global strategy”
Are you clear you will be able to do that this week? If not what are you willing to commit to?
What else do you need to do so you can move forward on this?
How can you tackle it this week?
Is this something you want to do something about?
What’s on your shoulders?
What impact is this having on you?
Is this something that you might be doing in other areas of your life? Where else?
What has this taught you about yourself?
Where else in your life could you be taking action rather than waiting for things to happen?
What will you do differently now you know you have the power to do this?
How has this been a breakthrough for you?
How does that impact how you feel about yourself?
What did you do differently that made this happen?
How do you feel about the fact that you did that?
What does this feeling remind you of?
What are you willing to give up?
What’s your heart telling you?
If you knew, what would it be?
What are you committed to?
What is the worst that could happen?
What are you avoiding?
What is the simplest solution here?
What do you need to put in place to accomplish this?
What is this person contributing to the quality of your life?
What part of what I said was useful? And how?
What is behind that?
What does that remind you of?
What motivates you?
What is the value you received from this meeting/conversation?
What consequences are you avoiding?
What comes first?
What is that?

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Best Practice In Performance Coaching 1st Edition Carol Wilson - Solutions

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