1. Determine if Gore's business formula corresponds to the theories of the I/O model of above-average returns or the resource-based model of above-average returns. Explain your response.

2. What sources of competitive advantage does Gore & Associates possess? What distinctive/core competencies, tangible and intangible resources, and capabilities, are the bases for the company's competitive advantage(s)?

3. Given Gore's history of success, evaluate the company's innovation strategy.

4. Describe how the value chain functions within Gore have become a distinctive competence.

5. How has Gore and Associates diversified to produce value?

6. What leadership approach is being used by Gore? How does such an approach produce competitive advantage?

7. Discuss how Gore employs multiple strategies for profitability?

This case traces the success of W.L Gore & Associates' egalitarian and family like entrepreneurial culture in developing teams from a single facility to its present global enterprise of virtual teams. The main focus of the case is on how Gore's culture and practices cultivate an environment rich in creativity/innovation, global relationships, growth, and leadership that has produced a competitive advantage in both quality and differentiation. Through guiding principles of fairness, freedom, commitment, and the waterline, Gore takes a long term view of keeping commitment and cooperation among its individuals and small teams. Gore & Associates' strategy of continued growth from innovative ideas is founded upon its ability to obtain the right people (who are experienced in delivering innovative productivity), build and maintain those individuals, and reward them. By profiling specific and functional leaders necessary for their success and utilizing a lattice structure rather than the usual hierarchical, Gore is able to best coordinate its "stool" of manufacturing, sales, and technology to produce special products. With a history of leadership to manufacture high-tech products for end-use markets in the areas of electronics, fabrics, industrials, and medical, Gore plans continued growth by scrutinizing large investments that may be below the waterline and continually examining external acquisitions for their cultural compatibility.