MGMT435:7:Online Strategic Management and Planning

EACH QUESTION NEEDS TO BE ANSWED IN 250 WORDS EACH

Discussion Questions – Chapters 7 and 8

Discussion Questions Chapter 7 

1.       What is the difference about high-tech industries? Were all industries once high-tech?

2.       Why are standards so important in high-tech industries? What are the competitive implications of this?

3.  You are working for a small company that has developed an electric scooter that is lower cost, lighter, and has longer battery range than most existing electric scooters on the market. What strategies might your company pursue to try to increase your company’s success?

DISCUSSION QUESTIONS Chapter 8

1.       Discuss how the need for control over foreign operations varies with the strategy and distinctive competencies of a company. What are the implications of this relationship for the choice of entry mode?

2.  Licensing proprietary technology to foreign competitors is the best way to give up a company’s competitive advantage. Discuss.

3.  What kind of companies stand to gain the most from entering into strategic alliances with potential competitors? Why?

CASE – Chapter 9

CLOSING CASE – Netflix in 2022 – Chapter 9 – Moodle Week 6

Discussion Questions – Chapter 9

Chapter 9

1.       
 Under what conditions might horizontal integration be inconsistent with the goal of maximizing profitability?

2.    What is the difference between a company’s internal value chain and the industry value chain? What is the relationship between vertical integration and the industry value chain?

3.  What value creation activities should a company outsource to independent suppliers? What are the risks involved in outsourcing these activities?

4.  What steps would you recommend that a company take to build mutually beneficial, long-term cooperative relationships with its suppliers?

Discussion Chapters 10 and 11

DISCUSSION QUESTIONS – Chapter 10

1.       When is a company likely to choose (a) related diversification and (b) unrelated diversification?

2.       What factors make it most likely that (a) acquisitions or (b) internal new venturing will be the preferred method to enter a new industry?

DISCUSSION QUESTIONS – Chapter 11

1.    How might a company configure its strategy-making processes to reduce the probability that managers will pursue their own self-interest at the expense of stockholders?

2.  Under what conditions is it ethically defensible to outsource production to companies in the developing world that have much lower labor costs when such actions involve laying off long-term employees in the firm’s home country?

3.  Is it ethical for a firm faced with a labor shortage to employ illegal immigrants to meet its needs?

MGMT435:7:Online Strategic Management and Planning

CLOSING CASE – Google’s Acquisition of ITA Software – Chapter 10

CLOSING CASE – Volkswagen: From the “People’s Car” to Dieselgate – Chapter 11

Discussion Questions – Chapter 12

DISCUSSION QUESTIONS Chapter 12

1.       What is the relationship among organizational structure, control systems, incentives, and culture? Give some examples of when and under what conditions a mismatch among these components might arise.

2.  When would a company choose a matrix structure? What are the problems associated with managing this type of structure? How might these problems be mitigated?

3.  When would a company decide to change from a functional to a multidivisional structure?

Case Chapter 12

CLOSING CASE – Organization at Microsoft – Chapter 12

Discussion Questions – Chapter 12

DISCUSSION QUESTIONS Chapter 12

1.       What is the relationship among organizational structure, control systems, incentives, and culture? Give some examples of when and under what conditions a mismatch among these components might arise.

2.  When would a company choose a matrix structure? What are the problems associated with managing this type of structure? How might these problems be mitigated?

3.  When would a company decide to change from a functional to a multidivisional structure?

Case Chapter 12

CLOSING CASE – Organization at Microsoft – Chapter 12

BOOK: Strategic Management: Theory & Cases: An Integrated Approach 14TH edition