Strategic Management Concepts And Cases 2nd Edition Jeffrey H. Dyer, Paul Godfrey, Robert Jensen, David Bryce - Solutions

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What are the three forms of strategic alliance that support business strategy?
What do the value net and industry structure models tell you about potential alliance partners?
How do alliances serve as a vehicle for corporate strategy?
What risks do alliances pose to partner firms?
How do alliances differ in stable and dynamic contexts?
What are the five critical criteria for successful alliances.Exhibit 11 1. The alliance has a clear strategic purpose-alliances are never an end in or of themselves, they provide tools to achieve a business strategy 2. Good partner fit-a partner with compatible goals and complementary capabilities
Increasingly, firms such as P&G, Corning (www.corning. com) and Millennium Pharmaceuticals (www.millennium. com) claim to have a core competency and competitive advantage based on their ability to manage alliances. Develop statements that both defend and critique this proposition. Identify risks
Identify a firm and document its alliance activity over the past five to ten years (visit the Web site of a public firm, particularly the “history” page). Examine the list of officers at the company (these are always detailed in the annual report and often on the firm’s Web site). Do they
One of the biggest barriers for firms entering into alliances with foreign partners, and even domestic ones, are issues of trust. Does a well-crafted legal agreement prevent breaches of ethics by either party to the agreement?
You have seen many reports in the press about Adidas or Nike and how the working conditions of the foreign partners and suppliers are sometimes abysmal. Is this just a cost of doing business through foreign alliances or can firms do something to manage these situations?
The box entitled “How Would You Do That? 1” shows how Millennium Pharmaceuticals evaluated a potential alliance partner. Apply the Millennium fit framework to the alliances of another firm you are familiar with. Do these appear to be good alliances? Do any of the alliances suggest that your
Why would firms use acquisitions rather than create a new business internally?
What are the possible motives for acquisitions?
What are the ways in which synergies can be created in acquisitions?
How easy or difficult is it to achieve the alternative types of synergies?
What are the various types of acquisitions?
How do market-extension acquisitions and geographic rollups differ?
Give examples of product extension, overcapacity, and R&D acquisitions.
What is an acquisition premium?
How can you calculate the synergies that must be extracted from an acquisition with a given premium?
How do acquisitions tend to be used in different stages of the industry life cycle?
Pick a firm of interest to your group. Identify potential acquisition candidates. Explain why these companies would make sense as an acquisition target. Evaluate and describe possible implementation barriers to this acquisition.
Pick a firm of interest and peruse its annual reports over a 5- to 10-year period. Assess the information presented on M&As in the annual reports. Do you see any explicit mention of the link between strategy formulation and implementation with respect to the acquisition mentioned in the annual
During the due diligence phase of a pharmaceutical company’s acquisition, you discover that an executive of the potential target may have funneled payments to government regulators overseeing the company’s drug approval process.The case in question only represents a minor drug in the target’s
While negotiating a possible buyout with the management of a firm, the CEO of the target starts to play hardball. He continues to add contingencies to the deal. In addition, he has recently raised the issue of a golden parachute for himself if he can convince the largest shareholder to agree to the
Identify a company that has recently announced an acquisition. Study the terms of the deal and identify to the extent possible the market value of the target, its intrinsic value, and the acquisition price. What was the acquisition premium? Using the synergy trap formula presented in the box
What is strategy implementation?
How are formulation and implementation related?
What are the basic forms of organizational structure? When is each appropriate?
What are some common systems and processes that are relevant to strategy implementation?
How are people relevant to strategy formulation and implementation?
How can rewards affect strategy?
What are the roles of strategic leadership in successful strategy implementation?
What are organizational solutions to the problems caused by dynamic environments?
What component of the strategy diamond maps most closely to issues related to strategy implementation?
Apply the concepts of strategy formulation and implementation to your college experience. What was your objective in going to college? When did your strategy for achieving this objective emerge? Has it ever changed? How would you adapt the implementation levers and strategic leadership roles to
Refer to the opening case on HUI. Assume that, for reasons of estate planning, the owners decided to take the company public through an IPO. What would be the effect on the firm’s strategy and implementation practices if this were to happen? What, if anything, would need to change?
As part of a corporate restructuring, your analysis helps you conclude that you have rather extensive redundancy in corporate finance and accounting positions. Management concludes that through consolidation, cross training, and other shifts in responsibility, you could do the same work with 30
Your company acquires another company in China. When you start to transform the organizational structure to that commonly used by your company at home and in other countries, you encounter significant resistance from local management. They claim that this new structure will never work in China.What
In the box entitled “How Would You Do That? 1,” you learned how SAP America responded to performance problems primarily through changes in strategy implementation. Find one or two firms that were once high flyers but that have recently fallen on hard times. Are these hard times primarily a
The example of the NUWC in the box entitled “How Would You Do That? 1” demonstrated the strategy mapping process and how to develop a balanced scorecard. Review Exhibits 12 and 13 and generate suggestions for specific objectives, measures, targets, and initiatives that would complete NUWC’s
How is the entrepreneurial process related to strategy?
What steps are involved in new-venture creation?
What is a business plan?
How do entrepreneurial new-venture creation and corporate new-venture creation differ?
What must organizations do to prepare for an IPO?
What are some of the external causes of organizational failure?
What are some of the internal causes of organizational failure?
What are the stages of a turnaround plan?
How do you know that a turnaround has been successful?
Entrepreneurship starts with an idea. Without being critical or judgmental, brainstorm a set of 10 ideas that could lead to the startup of a new business. Screen your ideas and select those that would enjoy the greatest market demand, the most attractive market structure and size, and the best
This second exercise relates to turnaround and change management.Identify a company that is in dire financial straits.What are the financial symptoms of this distress? Do you think the cause of this distress is a bad strategy, bad implementation, or both? Again, using the brainstorming skills you
You are the cofounder and president of a new venture, manufacturing products for the recreational market. Five months after launching the business, one of your key suppliers informs you it can no longer supply you with a critical raw material since you are not a large-quantity user. Without the raw
Your small manufacturing company is in serious financial difficulty.A large order of your products is ready to be delivered to a key customer, when you discover that the product is simply not right. It will not meet all performance specifications, will cause problems for your customer, and will
The box entitled “How Would You Do That? 1” introduced a number of financial tools for predicting a firm’s financial troubles. Pick a public company that has recently announced financial woes and run these analyses on its financial results for the past three years. Do any of the indicators
Exhibit 14 presented the successful turnaround of ISH GmbH. Identify another company in the business press that you believe to be in the turnaround process. Based on Exhibit 13, which stages has it entered and what have managers chosen to do in those stages? What stages remain? What do you think
Who are the principals and agents in the modern corporation?How do their interests differ?
How does governance affect firm performance and competitive advantage?
How can large, powerful owners reduce the agency problem?How can they exacerbate the problem?
When are inside directors beneficial to the functioning of the board of directors?
What are the three primary roles played by boards? How do boards carry out these roles?
What is the difference between stock options and restricted stock? What are the advantages and disadvantages of each?
What is the market for corporate control? What role does it play in solving or exacerbating the agency problem?
What are some primary differences and similarities in governance practices between the United States and other countries?
Prior to class, visit the Web site www.theyrule.net. This site provides a convenient way to map out the interlocking boards of directors of U.S. firms. Develop or pick from the various interlock arrangements, print out your example, and bring it to class for discussion. What are the implications of
Identify a company that is currently subject to an attempted hostile takeover (the Wall Street Journal or various online sources can help you do this quickly).What are the dynamics that are involved in this potential takeover? Who are the key stakeholders in this battle? Who do you see benefiting
In a business dinner at which a few board members and top executives are attending, you overhear directors mentioning that the CEO’s office has been bugged because they think he is negotiating behind their backs for a sale of the company.What do you do with this information?
You work in the HR department of a large international hightech company. During the annual process of preparing for the closing of year-end books, your manager comes to you and tells you to pull out the documents for executive stock option grants and change the grant date from April 1st to July
Refer back to the box entitled Exhibit 6 which discussed the establishment of executive stock ownership requirements at Dendrite International. Many business press outlets, such as Business Week and Fortune, publish articles that are critical of the corporate governance practices, particularly
Identify a firm that is looking for a new CEO (or pick one whose CEO you think should be replaced!). Using the box entitled “How Would You Do That? 1” as a model, imagine that a firm is turning toward a compensation model that requires the CEO to own stock. What, specifically, do you think the
What is meant by international strategy?
Which aspects of the strategy diamond are related to international strategy?
What are the four most important ways a firm’s international strategy can be related to its competitive advantage?
What three foreign-country entry vehicles are emphasized in this chapter?
What is typically the most cost- and time-intensive entry vehicle?
What are characteristics of firms that fit the four international strategy configurations discussed in this chapter?
On what two dimensions do the four international strategy configurations differ?
What does the external perspective tell you about international strategy in dynamic contexts?
What does the resource-and-capabilities-based perspective tell you about international strategy in dynamic contexts?
What role do managers play in effective international strategies, particularly in dynamic contexts?
Why have firms typically followed an international strategy path that started with importing or exporting, followed by alliances, and then FDI? What risks do born-global firms face in trying to do all of these at once? What resources and capabilities must they possess to do all of these effectively?
Are all Internet firms global by definition? What opportunities and barriers does the Internet present to firm internationalization?
You have successfully grown your local pasta company and while traveling in other countries you found that you might be able to produce and sell your product profitably there as well. In exploring these opportunities further, you were surprised to find that one of these countries has much stricter
As you learned in the section exploring CAGE, the Foreign Corrupt Practices Act is a U.S. federal law that makes it illegal for a citizen or corporation of the United States or a person or corporation acting within the United States to influence, bribe, or seek an advantage from a public official
Refer to the box entitled “How Would You Do That? 1.” Pick another industry that is of interest to you. What did you identify as your indicator of potential market size? What market performance indicator did you use (for instance, in the example we used current cell phone usage)? How
Why is it important for you to understand business strategy?
How would you describe/define strategy?
Who is ultimately responsible for a company’s strategy? Who does this individual (or individuals) call on for help in formulating strategy for the firm?
Define business strategy, including the importance of competitive advantage, the four choices that are critical to strategy formulation, and the strategic management process.
Summarize the information that the company’s mission and thorough external and internal analysis provide to guide strategy.
Discuss how strategies are formulated and implemented in order to achieve objectives.
Explain who is responsible for, and who benefits from, good business strategy.
Explain the importance of correctly identifying and choosing a firm’s industries and markets.
Identify and measure the five major forces that shape average firm profitability within industries to evaluate the overall attractiveness of an industry.
Discuss how understanding the five forces that shape industry competition is useful as a starting point for developing strategy.
Discuss situations in which entry into both attractive and unattractive industries follows “new thinking”rather than conventional wisdom.
Identify the factors in the general environment that affect firm and industry profitability.
Identify the steps in the value chain a firm uses to create competitive advantage.
Distinguish among the core concepts of strengths, weaknesses, resources, capabilities, and priorities.
Evaluate the strength and sustainability of internally generated competitive advantages using the VRIO model.

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Strategic Management Concepts And Cases 2nd Edition Jeffrey H. Dyer, Paul Godfrey, Robert Jensen, David Bryce - Solutions

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