Strategic Management and Competitive Forces

COMPETITION IN THE GOLF INDUSTRY (WEEK 7) 1. What is competitor wish in the golf equipment application? What warlike forces seem to have the greatest effect on intentness attractiveness? 2. How is the golf equipment effort changing? What atomic number 18 the underlying drivers of alteration and how might those driving forces change the industry? 3. What does your strategic group map out of the golf equipment industry look like? Which strategic groups do you mobilise are in the best positions? Which are in the worst positions? 4.What recommendations would you irritate to Callaway Golf to improve the companys agonistical position in the industry and its financial and market performance? NINTENDO (WEEK 7) 1. What is competition like in the video patch console industry? Do a five-forces compend to support your answer. Which of the five competitive forces is strongest? Which is weakest? Would you measure up the general strength of competition in video game consoles as fier ce, strong, moderate to normal or weak? Why? 2. What is Nintendos strategy? Which of the five generic strategies discussed in Chapter 5 is Nintendo using? 3.Is it fair to characterize Nintendos introduction of the Wii as a blue ocean strategy? Why or why not? 4. What recommendations would you make to Nintendo to improve its competitiveness in the video game console industry and to maintain its favorable positioning vis-a-vis Microsoft and Sony? GOOGLE (WEEK 8) 1. talk of competition in the search industry. Which of the fi ve competitive forces seem strongest? weakest? What is your appraisal of overall industry attractiveness? 2. What are the key factors that define advantage in the industry? What are the key competencies, capabilities, and resources of no-hit search engine companies? . hit Googles business model and strategy proven to be successful? What are the companys key resource strengths and competitive capabilities? What competitive liabilities and resource weaknesses doe s it have? 4. What recommendations would you make to Googles top-management team to confine its competitive favour in the search industry? How should it best capitalize on its strategic initiatives in mobile search, cloud computing, and its auctioning system for traditional media ads? look into IN MOTION (WEEK 8) 1. What is competition like in the wireless peal industry? Which of the five Competitive forces is strongest?Which is weakest? What competitive forces seem to have the greatest effect on industry attractiveness? 2. What strategic approach has enquiry in Motion chosen to employ in international markets? Would you characterize its strategy as a global strategy or a localized multicountry strategy? How has it utilized location to build competitive advantage? 3. How important is it for search in Motion to increase the size of its syndicate of software developers? What are the different options for substantially increasing its R&D staff? 4. Which option for increasing the number of software developers should Research in Motion pursue?Explain how your recommended course of action is consistent with Research in Motions resources, organizational capabilities, and management preferences. APPLE (WEEK 9) 1. What are the chief elements of Apples overall competitive strategy? How salubrious do the pieces fi t together? 2. What does a competitive strength opinion reveal about Apples computer business, as compared to the leadership in the personal computer industry? Does it appear that the companys competitive positions in personal media players and smartphones or stronger or weaker than its position in computers? 3.Does it make good strategic sense for Apple to be a competitor in the computer, personal media player, smartphone, and tablet computer industries? Are the care for chain activities that Apple performs in computers, personal media players, tablet computers and smartphones very akin(predicate) and compatible or are there very important differenc es from yield to product? 4. What recommendations would you make to allow Apple to strengthen its position in its most important markets? KOMATSU (WEEK 9) 1. 1. Briefly set the various strategies that Komatsu used in the different stages of their internationalization process. . What were the implications for Komatsus management policies as they responded to changing domestic and global market conditions? 3. To what extent the leadership and management of Komatsu responsible for its success or failures? Why? 4. What strategic action should Komatsu take to bring covert an sustain the leadership position of Komatsu? ADIDAS (WEEK 10) 1. What is Adidas corporate strategy? Was there a common strategic approach utilized in managing the companys lineup of sporting goods businesses prior to its 2005-2006 restructuring? Has the corporate strategy changed with restructuring? . What does a 9-cell industry attractiveness/ business strength matrix displaying Adidas business units look like? 3 . Does Adidas business line-up possess good strategic fit? What value-chain match-ups exists? What opportunities for skills transfer, cost sharing, or brand sharing are evident? 4. Based on your abbreviation of adidas businesses, did the restructuring undertaken in 2005 and 2006 make sense? Does it appear the acquisition of Reebok International result produce higher returns for shareholders? PEPSICO (WEEK 10) 1. What is PepsiCos corporate strategy?Briefly identify the business strategies that PepsiCo is using in each of its consumer business segments in 2008. 2. What is your legal opinion of the long-term attractiveness of the industries represented in PepsiCos business portfolio? What is your assessment of the competitive strength of PepsiCos different business units? 3. Does PepsiCos portfolio exhibit good strategic fit? What value-chain match-ups do you see? What opportunities for skills transfer, cost sharing, or brand sharing do you see? 4. What strategic actions should Ind ra Nooyi take to sustain the corporations impressive financial and market performance?