Using the following questions about a company's strategy, and using what we have learned so far about the firm, its external environment, internal environment, industry, and all the relevant materials we have covered, and the materials in the article attached and pick a company of the following: Tesla, Apple, Netflix, or Nike and discuss how the company has been able to address the issue of alignment between its internal differentiating capabilities and external positioning, how it decided what to do, and why (since they believe that's what they best do), and how has the firm been able to maintain (if it indeed has been successfully maintaining it), and what are your thoughts on the following issues

a. Walmart success is attributed to an outstanding value chain management, what do you think? (remember to use the value chain materials in the chapters)...hint (value chain efficiency and effective use of resources help minimizes wastes and improve the firm's margin of freedom to lower prices.......remember what their logo is: lower prices every day.......Now its your turn to discuss in details....

b. Apple use of external opportunities without compromising quality and differntiation. hint (outsourcing, supply chain, ..etc).

c. AirBnB use of new macro-level tools. Hint (use of internet-based technology) to create new business models....similar to Uber, right? what do you think? How is this relevant to coherence....(remember the customers, technology are both important to firm's success, now think of what is more convenient to customers, what is easier for them, and what is cheaper for them)...

Tough Questions to Ask About Your Company's Strategy WAY TO P LAY CAPABILITIES SYSTEM PRODUCT AND SERVICE FIT COHERENCE CAN WE STATE IT? Are we clear about how we choose to create value in the marketplace? Can we articulate the three to six capabilities that describe what we do uniquely better than anyone else? Have we dened how they work together in a system? Do our strategy documents reect this? Have we specied our product and service \"sweet spot\"? Do we understand how to leverage the capabilities system in new or unexpected arenas? Can everyone in the organization articulate our differentiating capabilities? Is our company's leadership reinforcing these capabilities? DO WE LIVE IT? Are we investing in the capabilities that really matter to our way to play? Do all our businesses draw on this superior capabilities system? Do our organizational structure and operating model support and leverage it? Does our performance management system reinforce it? Do most of the products and services we sell t with our capabilities system? Are new products and acquisitions evaluated on the basis of their t with the way to play and the capabilities system? Do we have a right to win in our chosen market? Do all of our decisions add to our coherence, or do some of them push us toward incoherence