Strategic Management 13th Edition

American Public Education, Inc. Instructors Guide Case Summary This case provides an interesting strategic overview at two points in time of one of the rising stars in the proprietary [for-profit] collegiate education industry, and particularly the exclusively-online segment of that industry. American Public Education, Inc. [APEI]s forerunner, American

1. How does APEI compare to the University of Phoenix? The companion case in the book is on The Apollo Group University of Phoenix. They provide an interesting two case set to discuss. UOP is the big player in this working student, online educational niche having pioneered the

The CASE Journal Volume 5, Issue 2 (Spring 2009) www.caseweb.org Article Ref # TCJ 05-02-02im ANN TAYLOR: SURVIVAL IN SPECIALTY RETAIL Instructors Manual Pauline Assenza Manhattanville College Alan B. Eisner Pace University Jerome C. Kuperman Minnesota State University Moorhead

The CASE Journal Volume 5, Issue 2 (Spring 2009) The decline in Inventory Turns in 2007 indicates that Krills attempts at improving the supply chain and merchandising may not be working. If inventory turns do not improve, the increase in carrying costs will have a negative effect on profitability: ANN

The CASE Journal Volume 5, Issue 2 (Spring 2009) Human resource management (effective recruitment, incentive & retention mechanisms) Ann has had high turnover among the senior management team. However, it isnt clear that human resource management is more or less difficult at ANN compared to other specialty retail companies. General Administration

The CASE Journal Volume 5, Issue 2 (Spring 2009) admonishes firms to have the discipline needed to set priorities for which markets to serve with which benefits and features (p. 11). Day also points out the importance of a customer focus. Krill and her staff spent time with the ANN customers

Apple Inc. in 2010 CASE SYNOPSIS Apple Inc. is the iconic technology company co-founded by Steve jobs and Steve Wozniak in 1976. Ever since Steve jobs came back for his second stint as CEO, Apple has been running on all cylinders. A succession of products the iPod, iPhone and iPad

BEST BUY Co., Inc.: SUSTAINABLE CUSTOMER CENTRICITY MODEL? CASE ABSTRACT Best Buy is the largest consumer electronics retailer in the US, accounting for 19% of the market. Globally, it operates around 4,000 stores in the US, Canada, Mexico, China, and Turkey. Its subsidiaries include Geek Squad,

Copyright 2010 by the Case Research Journal and by Armand Gilinksy Jr., Linda I. Nowak, Cristina Santini, and Ricardo Villarreal deSilva. Villarreal deSilva. Villarreal deSilva. This case study was prepared by Armand Gilinsky Jr., professor of business at Sonoma State University; Linda I. Nowak, professor of marketing at Sonoma

! 10 some plans made for the future since Amelia is the president and seems to have a more powerful vote then the others. Before she decides to retire there should be at least two possible candidates who will need to start training before that happens in order to be

! 19 It should be noted that in 2007, cased goods sales grew nearly 32 percent over 2006, but increasing expenses for direct marketing led to declines in operating income (12 percent over 2006) and pretax income (9 percent). Still, the company remained profitable. For 2008, cased goods sales

Chi Mei Optoelectronics CASE SYNOPSIS Chi Mei Optoelectronics (CMO) is a Taiwan-based technology company that was fourth in the world in market share in the liquid crystal display (LCD) industry. The company was originally a manufacturer of petrochemical products but made a bold move to diversify organically into LCDs. LCD

Good Hotel Teaching Note 1 1 INSTRUCTORS MANUAL INSTRUCTORS MANUAL INSTRUCTORS MANUAL Good Hotel: Doing Good, Doing Well? Case Synopsis Good Hotel was refurbished, re-branded, and opened by Joie de Vivre (JdV), a hotel management company in November 2008. Good Hotel was known in the industry

Figure IM-4: Performance Comparison between Good Hotel and Competitors Growth from November 2008 through March 2010 The Good Hotel Average of Rivals in Competitive Set The Good Hotel Average of Rivals in Competitive Set The Good Hotel Average of Rivals in

S w 8B10M94 Teaching Note LEGO GROUP: AN OUTSOURCING JOURNEY PhD Fellow Marcus Mller Larsen, Professor Torben Pedersen and Research Assistant Sren Frlunde wrote this teaching note as an aid to instructors in the classroom use of the case Lego Group: An Outsourcing Journey,

Page 9 8B10M94 costs do exist, as having a large collection of a type of toy gives more possibilities. This is especially true for LEGO. Furthermore, LEGO has been very good at building a strong user community, especially in the United States, which creates a barrier to entry

S w 8B10M67 Teaching Note LOUIS VUITTON IN JAPAN Justin Paul and Charlotte Feroul wrote this teaching note as an aid to instructors in the classroom use of the case Louis Vuitton in Japan, No. 9B10M067 This teaching note should not be used in

UVA-F-1578TN Rev. Aug. 11, 2010 This teaching note was written by Professor Marc Lipson. Copyright 2009 by the University of Virginia Darden School Foundation, Charlottesville, VA. All rights reserved. To order copies, send an e-mail to sales@dardenbusinesspublishing.com. No part of this publication may be reproduced, stored in

UVA-F-1578TN Rev. Aug. 11, 2010 This teaching note was written by Professor Marc Lipson. Copyright 2009 by the University of Virginia Darden This teaching note was written by Professor Marc Lipson. Copyright 2009 by the University of Virginia Darden This teaching note was written by Professor Marc

NII Holdings Case: Teaching Notes I. Current Situation A. Current performance - The corporation has obtained high ARPU (average revenue per user rates) ($US 46) and low monthly churn rates (1.93% versus 2.0%). - Total subscriber base of 7 million subscribers during the third quarter.

1. Operations and Logistics a. First in Latin American region to provide two-way radio with push- to-talk (PTT) functions, focusing on the mid-to-high usage market segment, which are primarily postpaid corporate white and blue collar workers i. Clearly stated goals, which are only reinforced by high ARPU and low churn

David E. Desplaces, College of Charleston Roxane M. Delaurell, College of Charleston Laquita C. Blockson, College of Charleston________________________________ INSTRUCTORS MANUAL INSTRUCTORS MANUAL INSTRUCTORS MANUAL Case Synopsis Pearl Oyster Bar, founded in 1997, had a reputation in Manhattan for making the best lobster rolls in New York City. Pearl Oyster Bars

The CASE Journal IM-Competing for New Yorks Best Lobster Roll Volume 6, Issue 2 (Spring 2010) 8 References Hillard, D., Marvel, J. & Welsh II, J. (2009). Product Design and Other Trade Dress in Trademarks and Unfair Competition deskbook: New York: LexisNexis Matthew Trademarks and Unfair Competition deskbook: New York:

Miriam F. Weismann, Suffolk University__________________________________ INSTRUCTORS MANUAL INSTRUCTORS MANUAL INSTRUCTORS MANUAL Case Synopsis Initially, Philosophers Wool Company, located in Inverhuron Canada, was operated as a wholesale distributor of knitting kits and loose hand-dyed yarn, produced from fleece harvested from its own and other local farming operations, to consumers in

UVA-QA-0749TN Oct. 21, 2010 This teaching note was prepared by Philip E. Pfeifer, Richard S. Reynolds Professor of Business Administration. Copyright 2010 by the University of Virginia Darden School Foundation, Charlottesville, VA. All rights reserved. To order copies, send an e-mail to sales@dardenbusinesspublishing.com. No part of this

C01-10-0008 Copyright 2010 Thunderbird School of Global Management. All rights reserved. This teaching note was prepared by Professor Graeme Rankine for the sole purpose of aiding instructors in the classroom use of the case Smart Union Group (Holdings) LimitedA (Short) Toy Story. It should not be used in any way that

Teva Pharmaceutical Industries, Ltd CASE SYNOPSIS Teva Pharmaceutical, an Israel-based company, was the leader in the global generic pharmaceuticals market. Using a combination of organic growth and key acquisitions, Teva was a $5.25 billion company in 2005. The company had a dominant presence in the U.S., controlling about 18 percent

THE APOLLO GROUP (University of Phoenix) Case Instructors Guide Case Summary This case provides a description of the University of Phoenix and three other educational businesses that comprise The Apollo Group, Inc. It is an exciting story about an education business built by a visionary entrepreneur, John Sperling, who

6. How is UOP different in terms of faculty, admission standards, and accreditation from traditional schools? Faculty---As mentioned earlier, UOP is predominantly using part-time, working professionals to teach; traditional schools have predominantly full-time academics and researchers and graduate assistants to teach their courses. UOP appears to emphasize an extensive

14. An interesting question to ask students toward the end of this case, once you have covered all the threats and governance brought about by the new Title IV related rules and laws, is: What alternatives to traditional student loan funding might UOP pioneer; or we encourage? Let students throw

Case Teaching Note The Movie Exhibition Industry: 2011 / 1 INSTRUCTOR CASE NOTE The Movie Exhibition Industry: 2011 Prepared by Steve Gove Intent of the case is to overview a business, revenue and profit drivers, changing technology, customer value, and supplier

Case Teaching Note The Movie Exhibition Industry: 2011 / 1 REVIVE THE EXPERIENCE GENERAL Decrease Interruptions Theater chains are adding more ushers and better scheduling show times and theaters (think loud movies next to loud movies). Others are working with technology firms to introduce equipment to

The CASE Journal Volume 6, Issue 1 (Fall 2009) www.caseweb.org Article Ref # TCJ06-01-04TN THE UNTSIYA COMPANY: BUSINESS DEVELOPMENT IN RUSSIA Galina Shirokova St. Petersburg State University (Russia) Gina Vega Salem state College

Further, the companys development is connected to its transition to professional management and the establishment of a reliable system of corporate governance. There is no evidence of a board of directors with independent members which would be able to regulate the interaction between the two owners as well their

TIVO, INC. TEACHING NOTE KEY WORDS: Sustainability / Survivalship, Disruptive Technology, High Definition, WiFi, DVR Rivalries Cable & Satellite companies, Marketing Word of Mouth vs. Professional Exposure, Peoples perception of TiVo, Differentiation What needs to be out there to be Sustainability / Survivalship, Disruptive Technology, High Definition,

1 TomTom: New Competition Everywhere! TEACHING NOTE By Alan N. Hoffman Bentley University 2 Overview TomTom is one of the largest producers of satellite navigation systems in the world, comprised of both stand alone devices and applications. It leads the navigation

C09-10-0011 Copyright 2010 Thunderbird School of Global Management. All rights reserved. This teaching note was prepared by Professor Copyright 2010 Thunderbird School of Global Management. All rights reserved. This teaching note was prepared by Professor Copyright 2010 Thunderbird School of Global Management. All rights reserved. This teaching note was prepared by

8 C09-10-0011 withJapaneseculture.However,asthecompanyexpandedabroad,theyencounteredchallengesreplicating their unique culture abroad. This challenge was exacerbated by the very rapid growth of the past decade when they added the equivalent capacity of the Chrysler Corporation. Toyotas unique culture was essential to support their manufacturing system. Culture cannot be diffused as quickly as manufacturing plant and equipment,andsupplychainrelationshipsdevelopovertime.Essentially,therewasabiggapbetweenthe their unique

S w 8B10A12 Teaching Note THE ULTIMATE FIGHTING CHAMPIONSHIPS (UFC): THE EVOLUTION OF A SPORT Jesse Baker wrote this teaching note under the supervision of Matthew Thomson as an aid to instructors in the classroom use of the case The Ultimate Fighting Championships (UFC):

S w 8B10M89 Teaching Note VEJA: SNEAKERS WITH A CONSCIENCE Kim Poldner wrote this teaching note under the supervision of Professor Oana Branzei as an aid to instructors in the classroom use of the case Veja: Sneakers With A Conscience, No. 9B10M089. This teaching

Page 1 8B10M89 Exhibit TN-1 SUGGESTED ACTIVITIES AND TIMING FOR AN 80-MINUTE CLASS Total Minutes Content 5 5 Clip on production process showing both founders: Clip Veja, http://www.youtube.com/watch?v=KzFpLLJc47E&feature=related 10 5 Take a vote on Hold (stay the course) versus Fold (acquisition or partnership): Ask students for

Wells Fargo Teaching Notes I. Current Situation A. Current Performance Revenue increased by 61.25%[US$34,898 million, 2008 to US$56,274 million in 2009] Wachovia acquired end of 2008 In 2009, 72% of revenue attributed to community Banking. Net income in 2009 up by 200% from 2008.

WHOLE FOOD MARKETS (2010): HOW TO GROW IN AN INCREASINGLY COMPETITIVE MARKET? 1 CASE ABSTRACT Whole Foods Market was the world's leading retailer of natural and organic foods, with 289 stores (2010) in North America and the United Kingdom. The supply of natural and organic foods was

1 Wynn Resorts, Ltd. 2008 Teaching Note Victoria Page and Alan Hoffman Bentley College 1. What is the importance of Mr. Steven Wynn himself, to the company? What potential problems could arise if he left the company? Very few people win big, and even fewer

Chapter 01 - Strategic Management 1-1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013 by McGraw-Hill Education. This

Chapter 01 - Strategic Management 1-1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a webs ite, in 2013 by McGraw-Hill

Chapter 01 - Strategic Management 1-1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013 by McGraw-Hill Education. This

Chapter 10 - Implementation 10-1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any

Chapter 10 - Implementation 10-1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any

Chapter 10 - Implementation 10-1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 2013 by

Chapter 11 - Organizational Structure 11-1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013 by McGraw-Hill Education. This

Chapter 11 - Organizational Structure 11-1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013 by McGraw-Hill Education. This

Chapter 11 - Organizational Structure Questions for Discussion 1. Explain each traditional organizational structure. A simple organization is a structure in which there is an owner and a few employees and where the arrangement of tasks, responsibilities, and communication is highly informal and accomplished through direct supervision. Growth of an organization with a

Chapter 12 - Leadership and Culture 12-1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013 by McGraw-Hill Education.

Chapter 12 - Leadership and Culture 12-1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in 2013 by McGraw-Hill

Chapter 12 - Leadership and Culture 12-1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in 2013 by McGraw-Hill

Chapter 13 - Strategic Control 13-1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013 by McGraw-Hill Education. This

Chapter 13 - Strategic Control 13-1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013 by McGraw-Hill Education. This

Chapter 14 - Innovation and Entrepreneurship 14-1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013 by McGraw-Hill Education.

Chapter 14 - Innovation and Entrepreneurship 14-1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013 by McGraw-Hill Education.

Chapter 14 - Innovation and Entrepreneurship 14-1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a webs ite, in 2013 by

Chapter 02 - Company Mission 2-1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013 by McGraw-Hill Education. This

Questions for Discussion 1. Reread Nicor Inc.s mission statement in Exhibit 2.1, Strategy in Action. List five insights into Nicor that you feel youve gained from knowing its mission. Reading the mission statement of Nicor, Inc. reveals the following things about the company: It is involved in the energy

Chapter 03 - Corporate Social Responsibility and Business Ethics 3-1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013

C. CSRs Effect on the Mission Statement 1. The mission statement not only identifies what product or service a company produces, how it produces it, and what market it serves, it also embodies what the company believes. a. It is essential that the mission statement recognize the legitimate

Questions for Discussion 1. Define the term social responsibility. Find an example of a company action that was legal but not socially responsible. Defend your example on the basis of your definition. The chapter discusses social responsibility and an organizations role in actin g responsibly. While an organization

Chapter 04 - The External Environment 4-1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013 by McGraw-Hill Education.

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Discussion Questions Questions for Discussion 1. Briefly describe two important recent changes in the remote environment of U.S. business in each of the following areas: a. Economic. b. Social. c. Political. d. Technological. e. Ecological c. Political. d. Technological. e. Ecological c. Political. d. Technological. e. Ecological

Chapter 05 - The Global Environment 5-1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013 by McGraw-Hill Education.

Chapter 05 - The Global Environment 5-1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013 by McGraw-Hill Education.

Chapter 05 - The Global Environment 5-1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013 by McGraw-Hill Education.

Chapter 06 - Internal Analysis 6-1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013 by McGraw-Hill Education. This

Chapter 06 - Internal Analysis 6-1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013 by McGraw-Hill Education. This

Chapter 06 - Internal Analysis 6-1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013 by McGraw-Hill Education. This

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III. Grand Strategies A. A grand strategy is a master long-term plan that provides basic direction for major actions directed toward achieving long-term business objectives. . 1. Grand strategies, often called master or business strategies, provide basic direction for strategic actions. a) They are the basis of

6. The immediacy of the resulting threat to company survival posed by the turnaround situation is known as situation severity. situation is known as situation severity. situation is known as situation severity. a) Severity is the governing factor in estimating the speed with which the retrenchment response will

Chapter 07 - Long-Term Objectives and Strategies 7-1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a webs ite, in 2013

Chapter 08 - Business Strategy 8-1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013 by McGraw-Hill Education. This

3. Competitive Advantages and Strategic Choices in Growing Industries a) Rapid growth brings new competitors into the industry. (1) Oftentimes, those new entrants are large competitors with substantial resources who have waited for the market to prove itself before they committed significant resources. resources who have waited

Discussion Questions and Case Questions for Discussion 1. What are three activities or capabilities a firm should possess to support a low-cost leadership strategy? Use Exhibit 8.2 to help you answer this question. Can you give an example of a company that has done this?

Chapter 09 - Multibusiness Strategy 9-1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013 by McGraw-Hill Education. This

Chapter 09 - Multibusiness Strategy 9-1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013 by McGraw-Hill Education. This

Chapter 09 - Multibusiness Strategy 9-1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or 2013 by McGraw-Hill Education. This

Chapter 01 - Strategic Management 1-15 Difficulty: Medium Learning Objective: 4 1-15 Difficulty: Medium Learning Objective: 4 1-15 Difficulty: Medium Learning Objective: 4 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.

Chapter 01 - Strategic Management 1-1 Difficulty: Easy Learning Objective: 1 1-1 Difficulty: Easy Learning Objective: 1 1-1 Difficulty: Easy Learning Objective: 1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.

Chapter 10 - Implementation 10-1 Difficulty: Easy Learning Objective: 1 10-1 Difficulty: Easy Learning Objective: 1 10-1 Difficulty: Easy Learning Objective: 1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This

Chapter 10 - Implementation 10-16 Difficulty: Hard Learning Objective: 5 10-16 Difficulty: Hard Learning Objective: 5 10-16 Difficulty: Hard Learning Objective: 5 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This

Chapter 11 - Organizational Structure 11-16 Difficulty: Medium Learning Objective: 3 11-16 Difficulty: Medium Learning Objective: 3 11-16 Difficulty: Medium Learning Objective: 3 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.

Chapter 11 - Organizational Structure 11-1 Difficulty: Easy Learning Objective: 1 11-1 Difficulty: Easy Learning Objective: 1 11-1 Difficulty: Easy Learning Objective: 1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.

Chapter 12 - Leadership and Culture 12-17 Difficulty: Medium Learning Objective: 4 12-17 Difficulty: Medium Learning Objective: 4 12-17 Difficulty: Medium Learning Objective: 4 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any

Chapter 12 - Leadership and Culture 12-1 Difficulty: Medium Learning Objective: 1 12-1 Difficulty: Medium Learning Objective: 1 12-1 Difficulty: Medium Learning Objective: 1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any

Chapter 13 - Strategic Control 13-1 Difficulty: Medium Learning Objective: 1 13-1 Difficulty: Medium Learning Objective: 1 13-1 Difficulty: Medium Learning Objective: 1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may

Chapter 14 - Innovation and Entrepreneurship 14-12 Difficulty: Medium Learning Objective: 4 14-12 Difficulty: Medium Learning Objective: 4 14-12 Difficulty: Medium Learning Objective: 4 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any

Chapter 14 - Innovation and Entrepreneurship 14-1 Difficulty: Easy Learning Objective: 1 14-1 Difficulty: Easy Learning Objective: 1 14-1 Difficulty: Easy Learning Objective: 1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any

Chapter 02 - Company Mission 2-1 Difficulty: Easy Learning Objective: 1 2-1 Difficulty: Easy Learning Objective: 1 2-1 Difficulty: Easy Learning Objective: 1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.

Chapter 02 - Company Mission 2-15 Difficulty: Easy Learning Objective: 5 2-15 Difficulty: Easy Learning Objective: 5 2-15 Difficulty: Easy Learning Objective: 5 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.

Chapter 03 - Corporate Social Responsibility and Business Ethics 3-15 Difficulty: Easy Learning Objective: 4 3-15 Difficulty: Easy Learning Objective: 4 3-15 Difficulty: Easy Learning Objective: 4 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or

Chapter 03 - Corporate Social Responsibility and Business Ethics 3-1 Difficulty: Medium Learning Objective: 1 3-1 Difficulty: Medium Learning Objective: 1 3-1 Difficulty: Medium Learning Objective: 1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or

Chapter 04 - The External Environment 4-14 Difficulty: Medium Learning Objective: 5 4-14 Difficulty: Medium Learning Objective: 5 4-14 Difficulty: Medium Learning Objective: 5 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any

Chapter 04 - The External Environment 4-1 Difficulty: Easy Learning Objective: 1 4-1 Difficulty: Easy Learning Objective: 1 4-1 Difficulty: Easy Learning Objective: 1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any

Chapter 05 - The Global Environment 5-15 Difficulty: Hard Learning Objective: 4 5-15 Difficulty: Hard Learning Objective: 4 5-15 Difficulty: Hard Learning Objective: 4 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any

Chapter 05 - The Global Environment 5-1 Difficulty: Easy Learning Objective: 1 5-1 Difficulty: Easy Learning Objective: 1 5-1 Difficulty: Easy Learning Objective: 1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any

Chapter 06 - Internal Analysis 6-16 Difficulty: Easy Learning Objective: 3 6-16 Difficulty: Easy Learning Objective: 3 6-16 Difficulty: Easy Learning Objective: 3 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.

Chapter 06 - Internal Analysis 6-1 Difficulty: Difficult Learning Objective: 1 6-1 Difficulty: Difficult Learning Objective: 1 6-1 Difficulty: Difficult Learning Objective: 1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.

Chapter 07 - Long-Term Objectives and Strategies 7-1 Difficulty: Easy Learning Objective: 1 7-1 Difficulty: Easy Learning Objective: 1 7-1 Difficulty: Easy Learning Objective: 1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in

Chapter 07 - Long-Term Objectives and Strategies 7-15 Difficulty: Medium Learning Objective: 5 7-15 Difficulty: Medium Learning Objective: 5 7-15 Difficulty: Medium Learning Objective: 5 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in

Chapter 08 - Business Strategy 8-16 Difficulty: Medium Learning Objective: 4 8-16 Difficulty: Medium Learning Objective: 4 8-16 Difficulty: Medium Learning Objective: 4 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.

Chapter 08 - Business Strategy 8-1 Difficulty: Medium Learning Objective: 1 8-1 Difficulty: Medium Learning Objective: 1 8-1 Difficulty: Medium Learning Objective: 1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.

Chapter 09 - Multibusiness Strategy 9-16 Difficulty: Difficult Learning Objective: 2 9-16 Difficulty: Difficult Learning Objective: 2 9-16 Difficulty: Difficult Learning Objective: 2 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.

Chapter 09 - Multibusiness Strategy 9-1 Difficulty: Easy Learning Objective: 1 9-1 Difficulty: Easy Learning Objective: 1 9-1 Difficulty: Easy Learning Objective: 1 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.