$1.$ Please take a look at the Case #$4$ Patagonia and answer following questions $(35$ points$).$

a$.$ How do you think Patagonia executives decide on what products to offer so that

the outcomes will be both business practical $($think profits$)$ and environmentally

friendly $($think sustainability$)?$ Take the case of a proposed hiking boot. What

criteria would you use to evaluate it as a new Patagonia product?

b$.$ Even though he is no longer the CEO, Yvon Chouinard still exerts major

influence over Patagonia$$s business approach. What should he and other

Patagonia executives be doing today to make sure that his ideals remain a

permanent part of the company$$s culture after he$$s no longer active at the

company?

$2.$ Please take a look at the Case #$5$ Harley$-$Davidson and answer following questions $(35$

points$).$

a$.$ If you were CEO of Harley$-$Davidson, how would you compare the advantages

and disadvantages of using exports, joint ventures, and foreign subsidiaries as

ways of expanding international sales?

b$.$ In America, Harley has shifted the positioning of its products away from simply

motorcycles and more toward being status symbols of a particular lifestyle. What

are the implications of cultural factors for positioning in other countries that

Harley has targeted for growth$$ones like Japan, China, France, and Brazil?

$3.$ Please take a look at the Case #$6$ In$-$N$-$Out Burger and answer following questions $(30$

points$).$

a$.$ Rich Snyder was twenty$-$four years old when he assumed leadership of In$-$N$-$Out

after his father passed away. In what ways do you think his young age was an

asset or a liability for his leadership? Does age really matter in entrepreneurship?

b$.$ In an era of fusion cuisine and extreme fajitas, is In$-$N$-$Out$$s long$-$term strategy of

offering only four simple food items still on track? How about the firm$$s

approach to employees? Does it give them an edge over the fast$-$food

competition?