MBA Programme

Strategic Management - MBA 743

Professor. Dr. Mamoun N. Akroush
Strategic Management Applied Cases
Case Study 1:
MBA/ Strategic Management: 743
Case Details Page No. Date of Delivery
Tesla Motors and the U.S. Auto C32-C49 Tuesday: 8. August. 2017
Industry (Case A).
C50-C55
Tesla Motors and the U.S. Auto
Industry (Case B).
Source of the Case: Attached with the email

Note: A hard copy of the case questions solution should be delivered before the case discussion.

Case Study 1 Questions:

Case A:
1. Conduct a PESTEL analysis. What driving forces are impacting U.S. car manufacturers? What
can they do about it?

2. Looking at the industry environment (Porters five forces), how should Tesla position itself for
competitive advantage?

3. Looking at Teslas resources, capabilities, and competencies, can Tesla gain (and sustain) a
competitive advantage (as judged by a VRIO analysis)? Why or why not?

4. Can Tesla Motors be a viable business? Why or why not?

5. What should Elon Musk do?

Case B:
1. In light of this new information, can Tesla Motors continue to be a viable business? Why or why
not?

2. What should Elon Musk do?

3. What will the U.S. car industry look like in the future (5 or 10 years out)? Where will Tesla Motors
be?
Case Study 2:
MBA/ Strategic Management: 743
Case Details Page No. Date of Delivery
Good Hotel: Doing Good, Doing 1-14 Sunday: 13. August. 2017
Well?
Source of the Case: Attached with the email

Note: A hard copy of the case questions solution should be delivered before the case discussion.

Case Study 3 Questions:

1. What is the vision/mission behind the Good Hotel concept?

2. What three alternatives is Pam Janusz considering for her recommendation to the new
ownership of Good Hotel? Provide pros and cons of each.

3. How do we define sustainability in the U.S. lodging industry?

4. What impact is sustainability having on businesses in general and the U.S. lodging industry in
particular? Is it high, medium, or low? Explain why.

4. How would you characterize Good Hotels target customers?

5. What type of generic level business strategy is Good Hotel following? Why?

6. What is JdVs marketing strategy to promote Good Hotel? Is this strategy sufficient?

7. How would you competitively position Good Hotel relative to its rivals?

8. Compare Good Hotels performance (RevPAR, occupancy (%)) relative to its San Francisco
rivals.

10. Does Good Hotel have a competitive advantage over its rivals?

11. If yes to the previous question, what distinctive competencies of Good Hotel or the management
company Joie de Vivre provide a competitive advantage over its rivals?

12. Compare the performance of Good Hotel before and after it became Good Hotel. Did the Good
Hotel concept work does it need JdV or can it continue on its own?
13. Do you think that the new owners and management team should discontinue, continue or expand
the Good Hotel concept? Provide implementation steps to support your recommendation.