all questions 8-2. Discuss the contingency factors that affect planning. 8-3. Will planning become more or less important to managers in the future? Why? 8-4. If planning is so crucial, why do some managers choose not to do it? What would you tell these managers? 8-5. Explain how planning involves making decisions today that will have an impact later. 8-18. What role do you think goals would play in planning the change in direction for the company? List some goals you think might be important. (Make sure these goals have the characteristics of well-written goals.) 8-19. What types of plans would be needed in an industry such as this one? (For instance, long-term plans or short-term plans, or both?) Explain why you think these plans would be important. 8-20. What contingency factors might affect the planning Garmin executives have to do? How might those contingency factors affect the planning? 8.21. What planning challenges do you think Garmin executives face with continuing to be the global market leader? How should they cope with those challenges? 9-4. Should ethical considerations be included in analyses of an organization's internal and external environments? Why or why not? 9-5. Describe the three major types of corporate strategies and how the BOG matrix is used to manage those corporate strategies 9-6. Describe the role of competitive advantage and how Porter's competitive strategies help an organization develop competitive advantage. 9-8. Describe e-business, customer service, and innovation strategies. 9-19. How is Costco's business model different from other retailers such as Walmart and Sam's Club? Why do you think Costco's strategy works? 9-20. Beyond lower turnover, how else does Costco benefit from treating its employees well? 9-21. Are you surprised that Costco sells cars? How does offering diverse products help the company attract new members? 9-22. Costco now has a comprehensive website and sells online. Is this a threat to Costco's business model? Is there a downside to selling online