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CASE 02 - COMPETITION AMONG THE NORTH AMERICAN WAREHOUSE CLUBS: COSTCO WHOLESALE VERSUS SAMS CLUB VERSUS BJS WHOLESALE
1. What is competition like in the North American wholesale club industry? Which of the five competitive forces is strongest and why? Use the information in Figures 3.3, 3.4, 3.5, 3.6, and 3.7 (and the related chapter discussions on pp. 41-53) to do a complete five-forces analysis of competition in the North American wholesale club industry. 2. Do all three warehouse club rivalsCostco, Sams, and BJs Wholesalehave highly similar strategies? What differences in their strategies are apparent? Does one rival have a better strategy than the others? Does one rival have a somewhat weaker strategy than the other two? 3. Which of the three warehouse club rivals has been the strongest financial performer in recent years? Support your answer with calculations based on the data in case Exhibits 2, 6, and 7. Use the financial ratios presented in the Appendix of the text to help you with the needed number crunching. 4. Does the data in case Exhibit 5 indicate that Costcos expansion outside North America (the U.S. and Canada) is financially successful? Why or why not?
CASE 04 - NETFLIXS BUSINESS MODEL AND STRATEGY IN RENTING MOVIES AND TV EPISODES
1. How strong are the competitive forces in the movie rental marketplace? Do a five-forces analysis to support your answer. 2. What forces are driving change in the movie rental industry? Are the combined impacts of these driving forces likely to be favorable or unfavorable in term of their effects on competitive intensity and future industry profitability? 3. What does your strategic group map of this industry look like? How attractively is Netflix positioned on the map? Why? 4. What key factors will determine a companys success in the movie rental industry in the next 3-5 years? 5. What is Netflixs strategy? Which of the five generic competitive strategies discussed in Chapter 5 most closely fit the competitive approach that Netflix is taking? What type of competitive advantage is Netflix trying to achieve? 2
CASE 07 - BLUE NILE INC. IN 2011: WILL ITS STRATEGY TO REMAIN NUMBER ONE IN ONLINE DIAMOND RETAILING WORK?
1. How strong are the competitive forces confronting Blue Nile and other online retail jewelers? Which one of the five competitive forces is the strongest? Do a five-forces analysis to support your answer. 2. What key factors will determine a companys success in the online jewelry business in the next 3-5 years? 3. What is Blue Niles strategy? Which of the five generic competitive strategies discussed in Chapter 5 most closely fit the competitive approach that Blue Nile is taking? What type of competitive advantage is Blue Nile trying to achieve? 4. What do you like and dislike about Blue Niles business model? 5. What does a SWOT analysis of Blue Nile reveal about the overall attractiveness of its situation?
CASE 11 - SARA LEE CORP. IN 2011: HAS ITS RETRENCHMENT STRATEGY BENEFITTED SHAREHOLDERS? ASSIGNMENT QUESTIONS
1. What is Sara Lees corporate strategy? How has its retrenchment strategy changed the nature of its business lineup? 2. What is your assessment of the long-term attractiveness of the industries represented in Sara Lee Corp.s business portfolio? 3. What is your assessment of the competitive strength of Sara Lee Corp.s different business units? 4. What does a 9-cell industry attractiveness/business strength matrix displaying Sara Lees business units look like? 5. Does Sara Lees portfolio exhibit good strategic fit? What value-chain match-ups do you see? What opportunities for skills transfer, cost sharing, or brand sharing do you see? 6. What is your assessment of Sara Lees financial and operating performance in fiscal years 2008-2010, the period following the divestitures that were the core of Sara Lees retrenchment strategy? 7. What is your overall evaluation of Sara Lees retrenchment plan? What evidence and/or reasons support a conclusion that Sara Lees shareholders have or have not benefitted from the companys retrenchment strategy? 8. What actions do you recommend that Sara Lee management take to improve the companys performance and boost shareholder value? Your recommended actions must be supported with convincing, analysis-based arguments.
CASE 13 - SOUTHWEST AIRLINES IN 2010: CULTURE, VALUES, AND OPERATING PRACTICES ASSIGNMENT QUESTIONS
1. Is there anything that you find particularly impressive about Southwest Airlines? 2. What grade would you give Southwest management for the job it has done in crafting the companys strategy? What is it that you like or dislike about the strategy? Does Southwest have a winning strategy? 3. What are the key policies, procedures, operating practices, and core values underlying Southwests efforts to implement and execute its low-cost/no frills strategy? 4. What are the key elements of Southwests culture? Is Southwest a strong culture company? Why or why not? What problems do you foresee that Gary Kelly has in sustaining the culture now that Herb Kelleher, the companys spiritual leader, has departed? 5. What grade would you give Southwest management for the job it has done in implementing and executing the companys strategy? Which of Southwests strategy execution approaches and operating practices do you believe have been most crucial in accounting for the success that Southwest has enjoyed in executing its strategy? Are the any policies, procedures, and operating approaches at Southwest that you disapprove of or that are not working well? 6. What weaknesses or problems do you see at Southwest Airlines as of mid-2010? 7. Does the AirTran acquisition make good strategic sense for Southwest? 8. What strategic issues and problems do Gary Kelly and Southwest executives need to address as they proceed to close the deal with the AirTran acquisition and contemplate how best to integrate AirTrans operations and AirTrans employees into Southwest? 9. What recommendations would you make to Gary Kelly and Southwest executives as the company heads into 2011?
CASE 14 - NORTON LILLY INTERNATIONAL: IMPLEMENTING TRANSFORMATIONAL CHANGE IN THE SHIPPING INDUSTRY ASSIGNMENT QUESTIONS
1. What impresses you about Norton Lilly International? What has accounted for Norton Lillys success over the past 150+ years? What aspects of Norton Lilly do you find unimpressive? 2. What happened in 2006 to handicap the company? 3. What is Norton Lilly Internationals strategy? Which of the five generic competitive strategies most closely fit with the competitive approach that Norton Lilly International is taking?
CASE 15 - STARBUCKS STRATEGY AND INTERNAL INITIATIVES TO RETURN TO PROFITABLE GROWTH ASSIGNMENT QUESTIONS
1. What was Howard Schultzs original strategic vision for Starbucks? Is his 2010 strategic vision for Starbucks different from the one he had in the 1980s? How many times has his strategic vision changed? Is his present strategic vision likely to undergo further evolution? 2. Has Starbucks strategy evolved as the strategic vision has evolved? 3. Which one of the five generic competitive strategies discussed in Chapter 5 most closely approximates the competitive approach that Starbucks is employing? 4. What are the key policies, practices, business principles, and procedures that underlie how Howard Schultz and Starbucks management have implemented and executed the companys strategy? 5. What values does Starbucks have? How well do they connect to the strategy and to the manner in which the company conducts its business? 6. What is your evaluation of Starbucks social responsibility strategy? Is it sincere or just something the company does and talks about to create a good public image? 7. What is your assessment of Starbucks financial performance during fiscal years 2005-2009? 8. What is your evaluation of Howard Schultzs transformation agenda for Starbucks during 2008-2010? Has Schultz done a good job since his return as Starbucks CEO? Why or why not? 9. What issues confront the company as of mid-2010? What should Starbucks management be worried about?
CASE 16. CASH CONNECTION: ARE ITS PAYDAY LENDER STRATEGY AND ITS BUSINESS MODEL ETHICAL? ASSIGNMENT QUESTIONS
1. What are the dominant economic characteristics affecting the payday lending industry? 2. What is competition like in the payday lending industry? How strong are each of the competitive forces that make up Porters Five Forces Model? What do your strength ratings reveal about the overall attractiveness of the payday lending industry? 3. What are the driving forces that are currently affecting the payday lending industry? 4. What are the prevailing key success factors that most affect industry members ability to prosper in the mar ketplace? 5. What is Cash Connections strategy for competing in the financial services industry? Which of the five generic competitive strategies discussed in Chapter 5 most closely fits the competitive approach that Cash Connection is taking? What kind of financial performance has the strategy produced? 6. What evidence suggests that Cash Connections strategy and business model are ethical and beneficial to customers and to society at large? Is there evidence to suggest that the companys strategy and business model are neither ethical nor beneficial to customers and that the entire payday lending industry has few if any redeeming qualities? 7. What recommendations would you make to Allen Franks to ensure that Cash Connection pursues an ethical strategy and does not engage in ethical wrongdoing?