Questions and Answers of Strategy In Practice

=+4. ON ETHICS: Your former high school buddy invites you to join a start-up that specializes in making counterfeit products.
=+If you were the owner of a small, reasonably profitable firm, would you consider expanding overseas? Why or why not?
=+Others argue that foreign markets represent the future for SMEs.
=+ 3. Some suggest that foreign markets are graveyards for entrepreneurial firms to overextend themselves.
=+ Why are (most) governments interested in promoting more start-ups?
=+ 2. Given that most entrepreneurial start-ups fail, why do entrepreneurs found so many new firms?
=+1. Why is entrepreneurship most often associated with SMEs, as opposed to larger firms?
=+6. Draw strategic implications for action
=+5. Participate in three leading debates concerning entrepreneurship
=+4. Differentiate international strategies that enter foreign markets and that stay in domestic markets
=+3. Identify five strategies that characterize a growing entrepreneurial firm
=+2. Articulate a comprehensive model of entrepreneurship
=+1. Define entrepreneurship, entrepreneurs, and entrepreneurial firms
=+ 4. Are some of Siemens employees “bad apples” or is Siemens a “bad barrel”?
=+ In addition to fines, what else can be done?
=+ 3. In your view, how heavy should Siemens be fined?
=+ 2. Is the FCPA unnecessarily harsh or do its provisions dispense the appropriate level of punishment?
=+1. What are the costs and benefits of bribery?
=+vclearing your container through customs and it may last a month. However, if you are willing to pay an “expediting fee” of US$200, he will try to make it happen in one day. What are you going
=+ The customs official informs you that there is a delay in
=+ 3. ON ETHICS: Assume you work for a New Zealand company exporting a container of kiwis to Haiti.
=+They suggest that the intensive use of guanxi in China (and elsewhere) is a reflection of the lack of formal institutional frameworks. Which side of the debate would you join? Why?
=+guanxi, such as blat in Russia, guan he in Vietnam, and “old boys’ network” in the English-speaking world.
=+arguing that every culture has a word or two describing what the Chinese call
=+has now entered the English language and is often used in mainstream media (such as the Wall Street Journal) without explanations provided in brackets when describing relationship-based strategies
=+phenomenon embedded in the Chinese culture. As evidence, they point out that this word, guanxi,
=+ 2. Some argue that guanxi (relationships and connections) is a unique Chinese-only
=+ If you were the CEO of a foreign company operating in Kenya, what would be your course of action?
=+your responses during and after the violent turmoil in 2007–2008 (see Strategy in Action 4.1)?
=+1. If you were the CEO of a leading domestic company in Kenya, what would be
=+how would you respond?
=+ 4. If you were the general manager of a rival hotel,
=+3. How organizationally embedded are its capabilities?
=+ 2. How valuable, rare, and hard-to-imitate are its human resources?
=+1. What is the main source behind the Portman Ritz-Carlton’s performance?
=+Do the benefits outweigh the costs?
=+ethical to provide false information on resources and capabilities on corporate websites?
=+ 4. ON ETHICS: Since firms read information posted on competitors’ websites, is it
=+argue against such activities (assuming you are employed at a firm headquartered in a developed economy).
=+ make a case to either defend your firm’s offshoring activities or
=+3. ON ETHICS: Ethical dilemmas associated with offshoring are plenty. Pick one of these dilemmas,
=+where would you invest precious financial resources to make your school number one among its rivals? Why?
=+If you were the dean with a limited budget,
=+reputation (such as rankings), (2) faculty strength, (3) student quality,(4) administrative efficiency, (5) IT, and (6) building maintenance, relative to the top three rival schools.
=+ 2. Conduct a VRIO analysis of your business school in terms of (1) perceived
=+1. Pick any pair of rivals (such as Samsung/Sony, Nokia/Motorola, and Boeing/Airbus), and explain why one outperforms another.
=+7. Draw strategic implications for action
=+6. Participate in three leading debates on institutions, cultures, and ethics
=+5. Identify the strategic role of ethics culminating in a strategic response framework
=+4. Appreciate the strategic role of cultures
=+3. Articulate the two propositions underpinning an institution-based view of strategy
=+2. Understand the two primary ways of exchange transactions that reduce uncertainty
=+1. Explain the concept of institutions
=+6. Draw strategic implications for action
=+5. Participate in four leading debates on the resource-based view
=+4. Analyze the value, rarity, imitability, and organizational aspects of resources and capabilities
=+3. Decide whether to keep an activity in-house or outsource it
=+2. Undertake a basic SWOT analysis along the value chain
=+1. Explain what firm resources and capabilities are
=+new country markets in emerging economies, or on entering hot new growth product markets in developed economies?
=+ 4. Should traditional competitors focus on expanding
=+ 3. Why do retail chains gain bargaining power as buyers at the expense of department stores?
=+How do incumbents react to new entries?
=+ 2. How do new entrants overcome entry barriers?
=+1. Why do incumbents have long staying power in this industry?
=+Make your case either as an antitrust official or as a firm strategist (such as Bill Gates).
=+Do you see an ethical dilemma here?
=+Yet, strategists openly pursue above-average profits, which are argued to be “fair profits.”
=+of strong market power are targets for government investigation and prosecution(for example, Microsoft was charged by both US and EU competition authorities).
=+4. ON ETHICS: “Excessive profits” coming out of monopoly, duopoly, or any kind
=+, use this analysis to explain why your home institution is doing well(or poorly) in the competition for better students, professors, donors, and ultimately rankings.
=+ Identify the “strategic group” to which your home institution belongs. Then
=+ 3. Conduct a five forces analysis of the “business school” industry or the “higher education” industry.
=+Which industry holds more promise for earning higher returns? Why?
=+industry, the beauty products industry, and the pharmaceutical industry (1) on a worldwide basis and (2) in your country.
=+ 2. Compare and contrast the five forces affecting the airline industry, the fast food
=+What can a firm do to discourage price wars or be better prepared for price wars?
=+1. Why do price wars often erupt in certain industries (such as the automobile industry), but less frequently in other industries (such as the diamond industry)?
=+5. Draw strategic implications for action
=+4. Understand the seven leading debates concerning the industry-based view
=+3. Articulate the three generic strategies
=+2. Analyze an industry using the five forces framework
=+1. Define industry competition
=+ How would you participate in this debate?
=+However, others caution that in the absence of reasonable hopes of decent profits (the base of the pyramid is notoriously turbulent due to political and economic uncertainties), rushing to
=+ 4. Some argue that aggressively investing in emerging economies is not only economically beneficial but also highly ethical, because it may potentially lift many people out of poverty.
=+differences in formal and informal rules of the game between developed and emerging economies?
=+ 3. From an institution-based view, what are the crucial
=+ 2. From a resource-based view, what determines firm performance in emerging economies?
=+1. What are the more attractive industries for the base of the pyramid?
=+actions outweigh their drawbacks (such as job losses in developed economies and environmental damage in emerging economies)?
=+ How can strategists make sure that the benefits of their various
=+4. ON ETHICS: What are some of the darker sides (in other words, costs) associated with globalization?
=+If you were the CEO of an MNE from a developed economy or from an emerging economy, how would you defend your firm?
=+3. ON ETHICS: Critics argue that MNEs, through FDI, allegedly both exploit the poor in poor countries and take jobs away from rich countries.
=+ What do you think?
=+What are the ethical dilemmas here?
=+Others argue that globalization benefits citizens of poor countries.
=+2. ON ETHICS: Some argue that globalization benefits citizens of rich countries.
=+ How do you convince her that she should care about global strategy?

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