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strategic management concepts and cases
Strategic Management Concepts And Cases 2nd Edition Jeffrey H. Dyer, Paul Godfrey, Robert Jensen, David Bryce - Solutions
Analyze a company and identify its strengths or weaknesses, resources, capabilities, and priorities using the Company Diamond tool.
Differentiate between economies of scale and scope and describe how both produce cost advantages.
Describe what an experience curve is and how it can be used to make effective business decisions.
Discuss sources of lower input costs and how they provide the basis of a cost advantage strategy.
Explain two changes in a firm’s business model that can enable a cost advantage strategy.
Define product differentiation.
Describe the four major categories or sources of product or service differentiation.
Explain how to find sources of product differentiation.
Discuss how to build the resources and capabilities to differentiate.
What product do you use because of differentiation? What do you buy because it is awesome, rather than because it is the lowest-price alternative? What causes you to have such strong feelings about the product or experience?
In what ways can a company differentiate a product that is a commodity?What is an example of a differentiated product that was previously commoditized?
Harley Davidson gets hired by customers for social and emotional reasons (jobs) that go well beyond the functional characteristics of the motorcycle and its ability to provide transportation or comfortable leisure riding. Identify at least two other products or services that seem to attract
What is an example of a product class that lost its differentiation?How and why did it happen?
Describe how a corporate strategy differs from a business unit level strategy.
Identify the eight ways in which a company may create value through diversification, and the advantages of each source. Be able to evaluate a diversified company’s ability to create value using one or more of these sources.
Use a portfolio management tool to characterize a company’s different business units and to evaluate how well a company manages its portfolio.
Explain how a company would choose whether to diversify by greenfield entry or by acquisition. Explain how a company should decide how tightly to integrate an acquisition into its current business portfolio.
Look in The Wall Street Journal, Businessweek, or other business publication and find a company looking to expand through diversification—either greenfield entry or acquisition. What type of diversification does this represent?
How do managers claim they will create value through diversification? Using the eight Ss described in the chapter, evaluate how well you believe the company will do in its value creation strategy. For example, are there real synergies or core competencies to create? Do the businesses share a
Choose a diversification move that entails acquisition. Using the company diamond from Chapter 3, identify areas where you believe the acquisition can add value for shareholders. Also identify three to five issues that you believe will create challenges for the acquiring company’s management team.
Through a friend, mentor, colleague, relative, or recruiter, identify someone who has experienced an acquisition or merger, either as a buyer or seller. Which integration strategy did he or she experience?What worked well and helped create value during this process? What did not work well? What
Describe the three Cs that represent the primary reasons that firms choose to vertically integrate (make)and perform an activity internally versus outsource(buy) the activity to (from) a supplier.
Describe the two Fs, which examine the potential dangers of vertical integration.
Explain the advantages of outsourcing and the conditions under which it might be advantageous to outsource an activity to an external supplier.
Discuss the actions a manager could take to prevent a subcontractor from becoming a competitor.
What are the strategic objectives of each alliance partner?
Is this a vertical alliance or a horizontal alliance?
What resources and capabilities are brought to the alliance by each partner? In your opinion, which partner seems to bring the more valuable resources?
Which type of alliance is this: contractual, equity, or joint venture?Does the article describe how the partners will split the gains from the alliance? If so, does the split seem reasonable?
How do you think the firms will create value in the alliance? Is value mostly created by combining complementary resources, pooling similar resources, creating entirely new resources, or reducing transaction costs/increasing efficiency between the two organizations?
Identify a target company that you understand well—either because you have worked for the company or have read a lot about it. To illustrate, let’s assume you select Marriott Corporation, the hotel and time-share resort company.
Identify three to four other companies in other industries that might be related in some way to the target company’s industry. Gather data about the strategy of each company, using public sources such as the company website or its annual reports, public articles, and your own experience. In our
Contact an executive at a company that performs multiple activities. Ask her to identify at least five activities that she is not sure whether the company should be doing internally or outsourcing to a supplier. Apply the make versus buy strategy tool to each activity, asking her to answer the
Identify a company that has increased its level of vertical integration, such as Apple forward integrating into Apple Stores or Netflix backward integrating into its own originally produced shows and programming. Evaluate the impact of that decision on the company by answering the following
Differentiate among strategic alliances, vertical integration, and arm’s-length supplier relationships.
Explain the different types of strategic alliances, how they are governed and the conditions under which each type is preferred.
Describe the different ways value is created in alliances.
Discuss the two potential dangers of strategic alliances and three ways that firms can protect themselves against these dangers.
Describe the importance of building an alliance management capability.
Discuss the globalization of business.
Explain why firms choose to expand internationally.
Describe different kinds of distance and how they affect successful international expansion and how this affects the choice of where firms should go when they expand.
Explain the three primary types of international strategy and be able to use the international strategy triangle to determine which international strategy is right for a specific firm.
Explain when a firm should use each of four major ways to enter a foreign market.
If the firm has already expanded internationally, using the reasons why firms go global (the first major section of this chapter), determine the primary reason that your firm went global.
If your firm has not yet expanded internationally, determine what forces are likely to drive it to go global.
Choose a firm that has not yet expanded internationally. Choose a market for the firm to enter. Use the four types of distance to evaluate the firm’s likelihood of successfully entering that market.
Choose a firm that has already expanded internationally. For one or more of the firm’s markets, measure all four types of distance between the firm’s home country and the country entered. Evaluate the degree to which distance played a role in the success or failure of the expansion.Which type
Read the Samsung case. Use the case, along with data you gather from outside sources, to measure the distance, using all four types of distance, between each company’s home (South Korea for Samsung, the Netherlands for Philips, and Japan for Panasonic) and a target expansion country of your
For the industry of your choice, determine the correct measures for each axis, and find the median and 90th percentile points for the industry. Pick the top three competitors and draw their triangles. What do your results say about the strategy of each firm and its competitive advantage?
Use data from the Samsung case. Draw the triangles for two or more of the four companies on Figure 9.9 (a generic international strategy triangle). Create triangles for 1960 (estimating the points on the axes from the descriptions of the firms in the case) and 2016 (use older data if the case
Choose a firm that has not yet expanded internationally. Choose a market for the firm to enter. Determine which mode of entry is the right one for the firm to use. Justify your choice.
Choose a firm that has already expanded internationally. Choose one foreign market that the firm entered. Determine which mode of entry it used. Given the firm’s international strategy, evaluate whether it used the right mode of entry.
Use the Samsung case. Assume that none of the four firms has entered any African markets. Given their respective strategies, determine which mode of entry each firm should use to enter the African market of your choice. Justify your decision.
Discuss innovative strategy and the differences among the types of innovation.
Identify the different categories of innovative strategies.
Describe the accelerating pace of innovation and the product, business, and industry life cycle.
What is the difference between an invention and innovation? What are the differences between incremental and radical innovations?
Find a company that is rapidly stealing market share from incumbents.How is the business model of the growing company different?What innovative strategy is it employing?
Find a company that the media is touting as doing something new or innovative. Do you agree that the company is innovative? Why or why not?
Find a company that fits one of the six innovative strategies described in this text. Does the company employ only one innovative strategy, or mix several? Which ones?
Compare renting movies from a box store, versus mail, versus streaming.How does each successive model eliminate value-chain activities?
Find a company that uses a free revenue model. How is it able to perpetually offer the product for free? What kind of free strategy is it using?
Create a strategic group map and a strategy canvas of a competitive landscape.
Analyze a company’s competitors to identify the likely ways they will respond to a company’s strategic moves using a competitor response profile.
Describe the different types of competitive strategies that can be deployed contingent on the environment in which a company operates.
Choose or create a competitive strategy suitable to a company’s competitive situation.
Describe how the 7 S model can be used to determine the level of alignment within a company and between the company and its environment.
Evaluate a strategic change effort and explain the underlying reasons why the effort succeeded or failed.
Discuss how creating effective line-of-sight measures can assist managers in the strategy implementation process.
When using the 7 S model to create alignment, why do managers need to make sure all the Ss align with the organization’s strategy?What problems follow misalignment?What tools do managers have to realign the hard triangle? The soft square?
If change projects seem to stall and fail to progress, which of the eight steps of successful change have not received enough attention?
If change projects seem to stall and fail to progress, which of the eight steps of successful change have not received enough attention?
If change projects seem to stall and fail to progress, which of the eight steps of successful change have not received enough attention?
If change projects seem to stall and fail to progress, which of the eight steps of successful change have not received enough attention?
Discuss the purposes of a corporation, including the shareholder primacy model and the stakeholder model.
Explain the role of the board of directors in governing the corporation and their duties to shareholders and other stakeholders.
Identify major ethical challenges managers face at each stage of the value chain.
Explain the role of the board of directors in running a public company. What is the board’s primary job? What distinguishes inside from outside directors?
Explain the role of the board of directors in running a public company. What is the board’s primary job? What distinguishes inside from outside directors?
Explain the role of the board of directors in running a public company. What is the board’s primary job? What distinguishes inside from outside directors?
Explain the role of the board of directors in running a public company. What is the board’s primary job? What distinguishes inside from outside directors?
Explain the role of the board of directors in running a public company. What is the board’s primary job? What distinguishes inside from outside directors?
Write a short position paper (one or two pages) that supports either the shareholder primacy or stakeholder answer to the question,“For whom should the corporation exist?” Your paper should include responses to the main arguments of the opposing side.
Choose a company that you admire. Use the sources suggested in the Strategy in Practice feature about stakeholder relationships and analyze its performance with 2 to 3 of its stakeholder groups. What does the company do well? What suggestions would you make for improvement?
Identify and research a business ethics crisis or scandal. Describe the event and what you see as the causes of the crisis. Where do you see failures in corporate governance? What about failures in the ethical culture and climate of the company?
Explain the difference between economic and social value.
Use the value net to identify a social-value organization’s key stakeholders and use that model to discuss opportunities for and threats to value creation.
Explain how economic-value organizations can create value through activities known as corporate social responsibility.
Categorize the major focus areas of social entrepreneurship and the challenges unique to each focus.
Identify a social entrepreneur you admire and learn more about this person’s career. Reach out to this person, or his or her organization, to learn more about the person’s goals, missions, strategies, and activities. If the organization is located near you, spend a weekend volunteering there.
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