1 T he most important decisions in the strategy process include (1) what is our winning aspiration, (2) where to play, (3) how to win where you are playing, (4) what capabilities must be in place to win, and (5) what management systems are required to win and be sustainable Sub Question 1A Do you agree with the authors that these five questions capture the essence of strategy Sub Question 1B Do you feel Starbucks has answered and implemented these five questions appropriately Explain why or why not Question 2 Sub Question 2A Describe what YOU think about the internal analysis of a firm Sub Question 2B Do you feel RBV ( Resource Based View ) is a better way to evaluate a firm's strategic positioning and potential, or would you argue for other perspective paradigms models to do so, and explain Sub Question 2C Do you feel RBV is an effective tool to better manage a firm (navigate the ever changing and turbulent waters of an increasingly competitive marketplace) Explain why and use personal examples experience if you can Question 3 (Business Level Strategy) Sub Question 3A Explain the different generic strategies Most importantly, explain which of the generic strategies you feel is the best (most profit potential or choose another metric) There is often student confusion over the different levels of strategy (1) functional level, (2) business level, and (3) corporate level Functional refers to functional areas such as R D, Production, Finance, Accounting, etc Business level strategy refers to the single firm, and this is what is discussed in Chapter 5 Corporate level strategy refers to the strategy of an organization that owns MULTIPLE businesses It is critical to align your strategies across all levels You might choose to discuss why this is important

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1. T he most important decisions in the strategy process include (1) what is our winning aspiration, (2) where to play, (3) how to win

1. The most important decisions in the strategy process include (1) what is our winning aspiration, (2) where to play, (3) how to win where you are playing, (4) what capabilities must be in place to win, and (5) what management systems are required to win and be sustainable?

Sub-Question #1A:: Do you agree with the authors that these five questions capture the essence of strategy?
Sub-Question #1B: Do you feel Starbucks has answered and implemented these five questions appropriately? Explain why or why not.

Question #2. -

Sub-Question #2A: Describe what YOU think about the internal analysis of a firm.
Sub-Question #2B: Do you feel RBV (Resource-Based View) is a better way to evaluate a firm's strategic positioning and potential, or would you argue for other perspective paradigms/models to do so, and explain?
Sub-Question #2C: Do you feel RBV is an effective tool to better manage a firm (navigate the ever changing and turbulent waters of an increasingly competitive marketplace)? Explain why and use personal examples/experience if you can.

Question #3 - (Business-Level Strategy) -

Sub-Question #3A: Explain the different generic strategies. Most importantly, explain which of the generic strategies you feel is the best (most profit potential - or choose another metric). There is often student confusion over the different levels of strategy: (1) functional level, (2) business level, and (3) corporate level. Functional refers to functional areas such as R&D, Production, Finance, Accounting, etc. Business level strategy refers to the single firm, and this is what is discussed in Chapter 5. Corporate level strategy refers to the strategy of an organization that owns MULTIPLE businesses. It is critical to align your strategies across all levels. You might choose to discuss why this is important.