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978-0077720599 Case 1 Mystic Monk Coffee
256 – 256 – TEACHING NOTE CASE 1 Mystic Monk Coffee Overview This 4-page case requires that students consider the future direction of a monastery located in Clark, Wyoming and evaluate the vision, strategy, and business model of the fledgling […]
978-0077720599 Case 10 Chipotle Part 1
399 – 399 – TEACHING NOTE CASE 10 Chipotle Mexican Grill in 2014 Overview In early 2014, it was obvious that founder, co-CEO, and Chairman Steve Ells’s vision and strategy for Chipotle Mexican Grill had resulted in a home run. […]
978-0077720599 Case 10 Chipotle Part 2
Case 10 Teaching Note Chipotle Mexican Grill in 2014 406 On the whole, most class members have very convincing reasons to conclude that CMG’s overall situation is unusually attractive and that its future prospects are quite promising. The company has […]
978-0077720599 Case 11 Sirius XM Part 1
413 – 413 – TEACHING NOTE CASE 11 Sirius XM Satellie Radio Inc. in 2014 Overview In February 2009, the outlook for Sirius XM Satellite Radio was grim. Despite having 2008 revenues of nearly $1.7 billion and some 19 million […]
978-0077720599 Case 11 Sirius XM Part 2
Case 11 Teaching Note Sirius XM Satellie Radio Inc. in 2014 421 The window for entering the satellite radio broadcasting business in North America has closed. Sirius XM However, growing ownership of “connected” vehicles opens the door for online and […]
978-0077720599 Case 11 Sirius XM Part 3
Case 11 Teaching Note Sirius XM Satellie Radio Inc. in 2014 429 radios; device royalties for certain radios and chip sets; commissions paid to automakers as incentives to purchase, install and activate satellite radios; payments for handling product warranty obligations; […]
978-0077720599 Case 12 Sony Part 1
438 – 438 – TEACHING NOTE CASE 12 and the *This teaching note reflects the thinking and analysis of Professor David Turnipseed, University of South Alabama. We are most grateful for his insight, analysis and contributions to how the case […]
978-0077720599 Case 12 Sony Part 2
Case 12 Teaching Note Sony Music Entertainment 444 In the mobile application download segment, the number of ratings given is a good way to assess the success of the service. Pandora had 811,124 ratings at the Apple Store and 1,4285,724 […]
978-0077720599 Case 13 Vera Bradley
450 – 450 – TEACHING NOTE CASE 13 *This teaching note reflects the thinking and analysis of Professor David Turnipseed, University of South Alabama. We are most grateful for his insight, analysis and contributions to how the case can be […]
978-0077720599 Case 14 J Crew Part 1
459 – 459 – TEACHING NOTE CASE 14 J. Crew in 2014 Overview In 2014, J. Crew was a $2.4 billion specialty retailer comprising 450 outlets in the U.S. and one in Canada. J. Crew competed in the $42 million […]
978-0077720599 Case 14 J Crew Part 2
Case 14 Teaching Note J. Crew in 2014 470 4. What does a SWOT analysis reveal about the overall attractiveness of J. Crew’s situation? J. Crew’s Resource Strengths and Competitive Assets nCEO Mickey Drexler’s track record in using diversification to […]
978-0077720599 Case 15 UMC
481 – 481 – TEACHING NOTE CASE 15 The United Methodist Church Overview The United Methodist Church, a union of the Evangelical Brethren Church and the Methodist Church, was founded in Dallas, TX in 1968. The genesis of its theological […]
978-0077720599 Case 16 NUCOR Part 1
486 – 486 – TEACHING NOTE CASE 16 Nucor Corporation in 2014 Overview In 2014, Nucor Corp., with a production capacity approaching 27 million tons, was the largest manufacturer of steel and steel products in North America and ranked as […]
978-0077720599 Case 16 NUCOR Part 2
Case 16 Teaching Note Nucor Corporation in 2014 496 nEmployees were kept informed about company and division performance. Charts showing the division’s results in return-on-assets and bonus payoff were posted in prominent places in the plant. Most all employees were […]
978-0077720599 Case 17 TESLA Part 1
505 – 505 – TEACHING NOTE CASE 17 Tesla Motors’ Strategy to Revolutionize the Global Automotive Industry Overview In his February 2014 Letter to the Shareholders, Elon Musk—an early investor in Tesla Motors and its current Chairman and CEO—was pleased […]
978-0077720599 Case 17 TESLA Part 2
Case 17 Teaching Note Tesla Motors’ Strategy to Revolutionize the Global Automotive Industry 511 •Tesla was aggressively expanding its network of sales galleries and service centers to broaden its However, there was a lurking problem with Tesla’s strategy to bypass […]
978-0077720599 Case 18 Tata Motors Part 1
518 – 518 – TEACHING NOTE CASE 18 Tata Motors in 2014 Overview Tata Motors, Ltd. is a subsidiary of the Tata Group, headquartered in Mumbai, India. Founded in 1868 by Jamsetji Tata, the Tata Group is India’s largest business […]
978-0077720599 Case 18 Tata Motors Part 2
Case 18 Teaching Note Tata Motors in 2014 524 External Market Opportunities: nUrbanization of the huge population may increase demand for passenger vehicles in the short and intermediate term. nTata can use their several joint ventures to penetrate foreign markets. […]
978-0077720599 Case 19 Deere Co Part 1
530 – 530 – TEACHING NOTE CASE 19 Deere & Company in 2014 Overview In 2014, with its world headquarters in Moline, Illinois, Deere & Company (Deere) remained the largest agricultural equipment and machinery manufacturer in the world, with operations […]
978-0077720599 Case 19 Deere Co Part 2
Case 19 Teaching Note Deere & Company in 2014 538 n Which overseas markets to enter, Students should be directed to carefully review Figure 7.2: n An international/global strategy is a strategy for competing in two or more countries simultaneously. […]
978-0077720599 Case 2 Billcutterz
264 – 264 – TEACHING NOTE CASE 2 Billcutterz.com Overview Billcutterz.com was a bill negotiation company that attempted to lower rates for customers on their monthly bills for such services as electricity and utilities, Internet, phone, waste management, and cable […]
978-0077720599 Case 20 WalMart Africa Part 1
546 – 546 – TEACHING NOTE CASE 20 Wal-Mart in Africa Overview In the aftermath of the financial crisis of 2008, Wal-Mart began putting more emphasis on international market expansion due to somewhat limited growth opportunities in its domestic (US) […]
978-0077720599 Case 20 WalMart Africa Part 2
Case 20 Teaching Note Wal-Mart in Africa 553 Students who have read Chapter 9 carefully will note that socially responsible business behavior can also help avoid or preempt legal and regulatory actions that could prove costly and otherwise burdensome. In […]
978-0077720599 Case 21 PepsiCo Part 1
560 – 560 – TEACHING NOTE CASE 21 PepsiCo’s Diversification Strategy Overview PepsiCo was the world’s largest snack and beverage company with 2013 net revenues of approximately $66.4 billion. The company’s portfolio of businesses in 2014 included Frito-Lay salty snacks, […]
978-0077720599 Case 21 PepsiCo Part 2
Case 21 Teaching Note PepsiCo’s Diversification Strategy 566 There’s ample room for judgmental differences regarding selection of the factors, the weights, and the ratings used to draw a 9-cell GE matrix depicting PepsiCo’s portfolio. Therefore you should expect that student […]
978-0077720599 Case 22 Walt Disney
573 – 573 – TEACHING NOTE CASE 22 The Walt Disney Company Overview The Walt Disney Company was started in 1919 by Disney after his return from WWI. Disney spent his first post-war year working as an animator for Pesman […]
978-0077720599 Case 23 Robin Hood
583 – 583 – TEACHING NOTE CASE 23 Robin Hood Overview This 2-page case is a classic that works great in the classroom. It forces students to think outside the box, challenging them to analyze Robin Hood’s crusade against the […]
978-0077720599 Case 24 Devils Den
592 – 592 – TEACHING NOTE CASE 24 Dilemma at Devil’s Den Overview Dilemma at Devil’s Den records the observations of unethical behavior and general poor strategy execution at a university snack bar by a part-time student employee. At the […]
978-0077720599 Case 25 Southwest Part 1
598 – 598 – TEACHING NOTE CASE 25 Southwest Airlines in 2014 Overview In 2014, Southwest Airlines was the market share leader in domestic air travel in the United States; it transported more passengers from U.S. airports to U.S. destinations […]
978-0077720599 Case 25 Southwest Part 2
Case 25 Teaching Note Southwest Airlines in 2014 607 Southwest……Once hired, we provide a nurturing and supportive work environment that gives our Employees the freedom to be creative, have fun, and make a positive difference. Although we Since becoming the […]
978-0077720599 Case 26 Nordstrom
616 – 616 – TEACHING NOTE CASE 26 Nordstrom Overview The Nordstrom case is an examination of one of America’s greatest business success stories, and provides a great illustration of how many of the lessons in Chapters 10 and 12 […]
978-0077720599 Case 27 Ritz Carlton
624 – 624 – TEACHING NOTE CASE 27 Employee Training & Development at Ritz-Carlton Overview The Ritz-Carlton hotels began in 1898 with a Ritz hotel. Cesar Ritz, a Swiss hotelier, known as the ‘king of hoteliers and hotelier to kings’, […]
978-0077720599 Case 28 Amazon
632 – 632 – TEACHING NOTE CASE 28 Amazon’s Big Data Strategy Overview Over the 20 years since its founding by Jeff Bezos in 1994, Amazon had evolved from being a pure e-commerce player into a giant Internet services firm, […]
978-0077720599 Case 29 NCAA
642 – 642 – TEACHING NOTE CASE 29 NCAA Athletics Overview This newly written and highly interesting case comes straight from today’s headlines and top news stories from universities across the nation. More than 450,000 student athletes at approximately 1,100 […]
978-0077720599 Case 3 Whole Foods Part 1
Whole Foods Market in 2014 Overview Founded in 1980, Whole Foods Market had evolved from a local supermarket for natural and health foods in Austin, Texas, into the most visible and best-known leader of the natural and organic foods movement […]
978-0077720599 Case 3 Whole Foods Part 2
Case 3 Teaching Note Whole Foods Market in 2014 281 • The company took advantage of opportunity buys offered by suppliers and lower costs in several product categories, including fresh produce and meat, using those to push strong promotions and […]
978-0077720599 Case 30 Toms Shoes
651 – 651 – TEACHING NOTE CASE 30 TOMS Shoes Overview TOMS Shoes was founded on the premise of the “One for One” Pledge, a promise to donate a pair of shoes to a child in need for every pair […]
978-0077720599 Case 31 Samsung Part 1
656 – 656 – TEACHING NOTE CASE 31 Samsung’s Environmental Responsibility Overview South Korea-based Samsung Electronics is a leader in the global electronics industry. Its smartphone, the Galaxy S2, was recognized in 2012 with a product of the year award. […]
978-0077720599 Case 31 Samsung Part 2
Case 31 Teaching Note Samsung’s Environmental Responsibility 662 Opposing viewpoints Members of the Samsung Accountability Campaign countered that the company operated “with impunity” and called it “one of the most corrupt operations on the planet.” Dr. Kong of the Korea […]
978-0077720599 Case 4 Papa Johns Pizza Part 1
290 – 290 – TEACHING NOTE CASE 4 Papa John’s International, Inc. Overview By the end of 2013, Papa John’s International (Papa John’s) was poised to celebrate its 30th anniversary in the pizza business, having begun as a $1,600 investment […]
978-0077720599 Case 4 Papa Johns Pizza Part 2
Case 4 Teaching Note Papa John’s International, Inc. 299 On the whole, we like Papa John’s position on the map because its product offerings and distribution channel strategy are relatively distinct from those of its key rivals. It is the […]
978-0077720599 Case 5 Under Armour Part 1
Under Armour’s Strategy in 2014 Overview Founded in 1996 by former University of Maryland football player Kevin Plank, Under Armour was the originator of performance apparel—gear engineered to keep athletes cool, dry and light throughout the course of a game, […]
978-0077720599 Case 5 Under Armour Part 2
Case 5 Teaching Note Under Armour’s Strategy in 2014 318 2. Does Under Armour have any core competencies and, if so, what are they? We think students ought to single out the following as qualifying as Under Armour core competencies: […]
978-0077720599 Case 6 lulu lemon Part 1
lululemon athletica, Inc., in 2014 Overview In April 2014, shareholders of lululemon athletica—a designer and retailer of high-tech athletic apparel under the lululemon athletica and ivivva athletica brand names that offered performance, fit, and comfort—were concerned whether customers were losing […]
978-0077720599 Case 6 lulu lemon Part 2
Case 6 Teaching Note lululemon athletica, Inc., in 2014 338 3. What do you see as the key success factors in the market for performance-based yoga and fitness apparel? Class members who have done some good strategic analysis and thinking […]
978-0077720599 Case 7 Lagunitas Brewing Part 1
349 – 349 – TEACHING NOTE CASE 7 Lagunitas Brewing Company, Inc.: 2013 Overview On August 1st, 2013, Tony Magee, the founder and CEO of Lagunitas Brewing Company (LBC), stood in Chicago, IL, 2,100 miles away from the current regional […]
978-0077720599 Case 7 Lagunitas Brewing Part 2
Case 7 Teaching Note Lagunitas Brewing Company, Inc.: 2013 355 Craft beer segment attractiveness: High As is clear from the above, the craft beer segment is becoming far more competitive and the competition is itself more localized than the wider […]
978-0077720599 Case 8 Cooper Tire Part 1
361 – 361 – TEACHING NOTE CASE 8 Cooper Tire & Rubber Company in 2014 Overview In 2014, Cooper Tire and Rubber Company (Cooper Tire) celebrated its 70th year. Cooper Tire marketed automotive tires in over 100 countries, and was […]
978-0077720599 Case 8 Cooper Tire Part 2
Case 8 Teaching Note Cooper Tire & Rubber Company in 2014 369 Factors that act to weaken competitive pressures from customers for manufacturers of automotive tires: • Evidence of increasing consolidation among global tire manufacturers suggests that the number of […]
978-0077720599 Case 8 Cooper Tire Part 3
Case 8 Teaching Note Cooper Tire & Rubber Company in 2014 377 TABLE 8. Calculation of Cash Flows and Free Cash Flows for Cooper Tire & Rubber Co. 2009–2013 ($ billions except where noted) 2013 2012 2011 2010 2009 Net […]
978-0077720599 Case 9 Panera Bread Part 1
384 – 384 – TEACHING NOTE CASE 9 Panera Bread Company in 2014 Overview In spring 2014, Panera Bread was widely regarded as the clear leader of the “fast-casual” segment of the restaurant industry—fast-casual restaurants were viewed as being a […]
978-0077720599 Case 9 Panera Bread Part 2
Case 9 Teaching Note Panera Bread Company in 2014 391 fee. Franchisees were also required in 2013 to spend amounts equal to 1.6 percent of their net sales on advertising in their local markets. Over the past eight years, Panera […]
BUA 28979
The essence of socially responsible business behavior is that a company: A. should balance strategic actions to benefit shareholders against the duty to be a good corporate citizen. B. undertake actions that add value to shareholders. C. respect societal expectations […]
BUA 90306
A distinctive competence represents competitively superior resource strength. True or false? Explain your answer. Answer: A company lacking stand-alone resource strength should focus on bundling several resource strengths into a core competence. True or false? Explain and support your answer. […]
BUS 37249
Retrenching to a narrower diversification base can be attractive or advisable EXCEPT when: A. certain businesses have questionable long-term potential. B. a diversified company has businesses that have little or no strategic or resource fits with the “core” businesses that […]
BUS 39008
To deeply ingrain core values and ethical standards, a company must: A. provide every employee with a copy of the company’s statement of core values and code of ethics. B. turn the espoused core values and ethical standards into strictly […]
BUS 47168
A company’s value statement and code of ethics: A. help to mold the culture and communicate what kinds of actions and behaviors are expected of all company personnel. B. help prevent it from coming across to customers and the general […]
BUS 48524
Which of the following is true of a company’s business model? A. It zeroes in on the customer value proposition and its related profit formula. B. It explains why the customer value proposition takes precedence over the related profit formula […]
EMBA 38688
The competitive pressures from substitute products tend to be stronger when: A. good substitutes are readily available. B. there are fewer number of substitute products. C. substitutes have lower performance features. D. buyers incur high costs in switching to substitutes. […]
EMBA 45259
A firm pursuing a best-cost provider strategy: A. seeks to be the low-cost provider in the largest and fastest growing (or best) market segment. B. tries to have the best cost (as compared to rivals) for each activity in the […]
EMBA 95120
Which of the following is NOT something a company should usually consider in crafting a strategy of social responsibility? A. Actions to benefit shareholders such as raising the dividend or boosting the stock price B. Making charitable contributions and supporting […]
Management 48000
Which of the following is NOT one of the ways that a company can achieve cost-efficient management of its value chain activities? A. Striving to ensure a corporate diversity policy is introduced with effective controls B. Using the company’s strong […]
Management 51805
The three components of building a capable organization are: A. making periodic changes in the firm’s internal organization to keep people from getting into a comfortable rut, instituting a decentralized approach to decision making, and developing the appropriate competencies and […]
Management 84356
The leadership challenges that top executives face in making corrective adjustments when things are not going well include: A. knowing when to replace poorly performing subordinates and when to do a better job of coaching them to do the right […]
MGMT 80195
In a diversified company, the strategy-making hierarchy consists of: A. corporate strategy and a group of business strategies (one for each line of business the corporation has diversified into). B. corporate or managerial strategy, a set of business strategies, and […]
MGMT 93647
The resolute standard for judging whether individuals, teams, and organizational units have done a good job must be measured by: A. comparing industry performance standards against the company’s own internal criteria. B. the level of rapid growth in industry (buyer) […]
MGT 28384
With an unrelated diversification strategy, the types of companies that make particularly attractive acquisition targets are: A. struggling companies with good turnaround potential, undervalued companies that can be acquired at a bargain price, and companies that have bright growth prospects […]
MGT 40005
Which of the following activities does NOT reflect short termism? A. Decreasing spending on research and development B. Avoiding stock repurchases made to increase earnings-per-share of a company C. Maintaining and hiring critical employees with compensations tied to annual company […]
MGT 41628
A competitive environment where there is strong rivalry among sellers, low entry barriers, strong competition from substitute products, and considerable bargaining leverage on the part of both suppliers and customers: A. is competitively unattractive from the standpoint of earning good […]
MGT 75425
A company that successfully and methodically applies Six Sigma methods to its value chain, activity by activity, can: A. clearly consider what it will take to overtake rivals with the industry’s overall best strategy. B. make major strides in improving […]
MGT 92557
A company needs financial objectives to: A. spur company personnel to help the company overtake key competitors on such important measures as net profit margins and return on investment. B. communicate management’s targets for financial performance and achieve strategic objectives. […]
MGT 95732
Alliance management is considered an organizational capability and: A. develops over time, out of effort and learning. B. decreases a company’s knowledge assets. C. creates successful strategic alliances. D. decreases a company’s knowledge capabilities. E. rapidly transfers assets into the […]
MHR 21566
Which of the following statements about total quality management (TQM) is FALSE? A. TQM aims at instilling enthusiasm and commitment to doing things right from the top to the bottom of the organization. B. TQM produces significant results very quickly, […]
MHR 32206
Core competencies and competitive capabilities are usually: A. lodged in the narrow skills and specialized work efforts of a single department, as opposed to the combined expertise and capabilities of specialists scattered across several departments. B. observed to stem from […]
MHR 49997
What is a primary drawback of a localized multidomestic strategy? A. It hinders the use of cross-border coordination of a company’s activities and increases a company’s vulnerability to adverse shifts in currency exchange rates. B. It makes it very difficult […]
MHR 75814
Which of the following is NOT one of the managerial considerations in determining how to compete successfully? A. How can a company attract, keep, and please customers? B. How can a company modify its entire product line to emphasize its […]
MHR 79701
In competing in foreign markets, companies find it advantageous to concentrate their activities in a limited number of locations in all of these situations, EXCEPT when: A. there are significant scale economies in performing an activity. B. the costs of […]
MHR 97636
Initiating actions to boost the combined performance of the corporation’s collection of businesses includes all of the following strategic options, EXCEPT: A. sticking closely with the existing business lineup and pursuing available opportunities. B. broadening the scope of diversification by […]
OBHR 61924
In adaptive corporate cultures: A. the prevailing view is that the best way to look out for the interests of employees is to change core values and cultural norms in whatever ways are needed to fit the changing requirements of […]
OBHR 62298
Motivational and incentive compensation practices that aim at winning the commitment of company personnel to good strategy execution typically: A. use only positive rewards and never involve the use of tension, fear, job insecurity, stress, or anxiety. B. entail decidedly […]
OBHR 65846
When a company has a proficiency in performing a strategically and competitively important value chain activity better than its rivals, it is said to have: A. a company competence. B. a core competence. C. a distinctive competence. D. a key […]
OBHR 84357
One of the most significant contributions to strategy making in diversified companies that the nine-cell industry attractiveness competitive strength matrix provides is: A. identifying which businesses have strategies that should be continued, which businesses have strategies that need fine-tuning, and […]
PRST 35530
The litmus test of a company’s code of ethics is: A. the degree to which it is connected to a company’s statement of core values. B. the extent to which it is embraced in crafting strategy and in the day-to-day […]
PRST 85936
Cavco Construction divests funds from its commercial property ventures to invest in gated community properties close to New York, signaling a change of strategy. Which of the following statements about Cavco is most likely true? A. Cavco is impeding the […]