Strategic Management 3rd Edition

Structure of the Case The case is written from the perspective of Jeff Bezos, CEO of Amazon.com, as he ponders the com- panys strategy over the next several years. At one point, Bezos believed there was room in the mar- ketplace for the Kindle as a dedicated e-reader alongside tablets and laptops. Since

Structure of the Case The case is set in the spring of 2015 and begins with a vignette of CEO Tim Cook contemplating the source of longer-term growth at Apple. Tim Cook has successfully led Apple following Steve Jobs death and made Apple the first company to be worth more than

10Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction, distribution, or posting online without the prior written consent 10Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction, distribution, or posting online without the prior written consent 10 Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction, distribution, or posting online without

Structure of the Case Bank of America (BAC) is a publicly traded company formed through the merger of two banks that originated on opposite coasts of the United States. The first, Commercial National Bank, was founded in 1874 in Charlotte, North Carolina. Eight-five years later, Commercial embarked on a series

Structure of the Case After having just two CEOs in its first 43 years of operations (Richard Schulze and his successor, Brad Anderson), Best Buy went through three top leaders in a six-month period in 2012. Brian Dunn resigned in April after just three years at the helm amid a personal

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Structure of the Case The case is written from the perspective of Mike Miller, CEO of Better World Books (BWB). BWB is a B corporation committed to meeting a triple bottom line of financial, social, and environmental per- formance. Founded in 2003, the company experienced successful early growth but now faces serious

Structure of the Case The case opens with Sheryl Sandberg reviewing the companys 1Q2015 earning data in preparation for the ensuing earnings call. Notably, the company continued a strong run in the mobile ad space and subsequent revenue data that Facebook had generated. But as chief operating officer (COO), she is

Strategic Management 3 e Instructor Manual Copyright 2017 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. Copyright 2017

Strategic Management 3 e Instructor Manual Copyright 2017 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. Copyright 2017

Strategic Management 3 e Instructor Manual Copyright 2017 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. 1

Strategic Management 3 e Instructor Manual Copyright 2017 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. Copyright 2017

Strategic Management 3e Instructor Manual Copyright 2017 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. 1 ChapterCase Zappos:

Strategic Management 3 e Instructor Manual Copyright 2017 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. Copyright 2017

Strategic Management 3e Instructor Manual Strategic Management 3e Instructor Manual Strategic Management 3 e Instructor Manual Copyright 2017 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

Strategic Management 3 e Instructor Manual Copyright 2017 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. Copyright 2017

Strategic Management 3e Instructor Manual Copyright 2017 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. 1 Overview ChapterCase:

Strategic Management 3e Instructor Manual Strategic Management 3e Instructor Manual Strategic Management 3 e Instructor Manual Copyright 2017 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

Strategic Management 3e Instructor Manual Strategic Management 3e Instructor Manual Strategic Management 3 e Instructor Manual Copyright 2017 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

Strategic Management 3 e Instructor Manual Copyright 2017 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. Copyright 2017

Strategic Management 3e Instructor Manual Copyright 2017 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. 1 ChapterCase: Dr.

Strategic Management 3 e Instructor Manual Copyright 2017 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. Copyright 2017

Strategic Management 3e Instructor Manual Copyright 2017 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. 1 ChapterCase: The

Strategic Management 3 e Instructor Manual Copyright 2017 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. Copyright 2017

Strategic Management 3 e Instructor Manual Copyright 2017 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. 1 ChapterCase:

Strategic Management 3 e Instructor Manual Copyright 2017 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. Copyright 2017 by

Strategic Management 3e Instructor Manual Copyright 2017 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. 1

Strategic Management 3e Instructor Manual Copyright 2017 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. Copyright 2017

Strategic Management 3 e Instructor Manual Copyright 2017 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. 1

Strategic Management 3e Instructor Manual Strategic Management 3e Instructor Manual Strategic Management 3 e Instructor Manual Copyright 2017 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

Strategic Management 3e Instructor Manual Copyright 2017 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.1 ChapterCase Disney: Building

Strategic Management 3 e Instructor Manual Copyright 2017 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. Copyright 2017 by

Structure of the Case The case begins with Roberto Ioriatti, Vice President of Atlantic & Pacific Pricing and Revenue Management at Delta Air Lines, appreciating the diversity of the Delta workforce at the annual Delta Block Party. This is symptomatic of a shift toward a more diverse population in the U.S.

Structure of the Case As the case begins, Dr. Richard Scheller, EVP of Research and Early Development at Genentech, is preparing for a meeting with Roche executives. Roche completed its acquisition of Genentech in 2009, counting on the biotechnology company to advance its efforts in personalized medicine. Both firms had

Structure of the Case The case begins with Jeffrey Immelt pursuing the divestment of GE Capital. Because GE relied on its capital division for a significant share of its profits, GE was more vulnerable to the 2008 financial crisis and the companys share price fell significantly and remains 30 percent below

Structure of the Case The case begins with CEO Larry Page reflecting on how Googles contributions to technology inno-vations also seemed to generate challenges for the companyin particular its increasing interaction with competitors and heightening regulatory attention. Googles R&D spending had grown less pro-ductive, and its technology innovations had not decreased

Structure of the Case The case begins by describing Jeff Hawkins life history, which provides interesting clues to the making of a serial entrepreneur. Jeff Hawkins has two (professional) passions in his life: mobile com- puting and neuroscience. Hawkins strong interest in brain theory was first aroused by a 1979 Scientific American

Structure of the Case At the beginning of the case we find Virginia Rometty, CEO of IBM, reflecting on the companys declining revenues and its ability to adapt to changes in its environment. We learn that she played a major role in helping to develop and implement Sam Palmisanos aggressive strategy

Structure of the Case The case begins as Adrian Patel (managing partner) returns from Infosyss Annual Strategy Retreat at the company headquarters in Bangalore, India. Adrian has been tasked with helping the company gain a strategic advantage in the competitive U.S. IT consulting market, despite the current backlash against outsourcing U.S.

Structure of the Case The case is written from the perspective of Jim Hartzfeld, Managing Director of InterfaceRAISE, the sustainability consulting arm of Interface Inc. (Interface). He has just been approached by John Wells, CEO of Interface Americas, who wants him to help come up with a joint plan for growing

Teaching Note InterfaceRAISE: Raising the Bar in Sustainability Consulting 9Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction, distribution, or posting online without the prior written consent of McGraw-Hill Education. 9Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction, distribution, or posting online without the prior written consent of McGraw-Hill Education. 9 Copyright 2017

Structure of the Case Make or Break at RIM is the story of a technological leader in the market and how it lost dominance. Once synonymous with mobile e-mail and security, RIM was drastically affected by the actions of com- petitors and their ability to create superior value while chipping away at

Structure of the Case The case is written from the perspective of McDonalds CEO Steve Easterbrook. Dated approxi- mately six months after Easterbrook assumed office in March 2015, it highlights the companys recent and dramatic decline in performance amidst increasing competition. McDonalds was started by the McDonald brothers in 1940 in San

Structure of the Case As the case begins, Wolfgang Dehen, CEO of Siemens Energy, is returningenergizedfrom a meeting with executives of the partner companies of the Energy Industry Partnership Programme. Leaders of some of the largest energy firms in the world meet with governmental officials each year in Davos, Switzerland, to

Structure of the Case The case begins on January 1, 2015 with a vignette of CEO Elon Musk wondering about Teslas future, including: (1) Will Tesla be the next great American car company? (2) Can it disrupt the indus- try with electric vehicles? (3) How should Tesla adjust to increased competition? (4)

Structure of the Case This case illustrates the changes in the mature/declining domestic movie exhibition industry as well as some of the international growth opportunities. The case presents the structure of the consolidating three-stage value-chain, as well as recent changes. From the evidence gathered about the major firms that control the

Teaching Note The Movie Exhibition Industry: 2015 11Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction, distribution, or posting online without the prior written consent of McGraw-Hill Education. 11Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction, distribution, or posting online without the prior written consent of McGraw-Hill Education. 11 Copyright 2017 McGraw-Hill Education.

Structure of the Case As the recently appointed Chief Strategy Officer of United Parcel Service (UPS), Robin Page must devise a strategy for penetrating the Southeast Asian market, with an emphasis on strengthening UPSs presence in India. UPS established two alliances with Indian partners (Jet Air and AFL) in the mid- 2000s,

Teaching Note UPS in IndiaA Package Deal? 9Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction, distribution, or posting online without the prior written consent of McGraw-Hill Education. 9Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction, distribution, or posting online without the prior written consent of McGraw-Hill Education. 9 Copyright 2017 McGraw-Hill Education.

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1-21 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Remember Difficulty: 1 Easy Learning Objective: 01-04 Evaluate the relationship between stakeholder strategy and sustainable competitive advantage. 1-21 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Remember Difficulty: 1 Easy Learning Objective: 01-04 Evaluate the relationship between stakeholder strategy and sustainable competitive

1-41 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Apply Difficulty: 2 Medium Learning Objective: 01-05 Conduct a stakeholder impact analysis. Topic: Stakeholders and Competitive Advantage 1-41 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Apply Difficulty: 2 Medium Learning Objective: 01-05 Conduct a stakeholder impact analysis. Topic: Stakeholders and Competitive

1-55 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Understand Difficulty: 2 Medium Learning Objective: 01-05 Conduct a stakeholder impact analysis. Topic: The AFI Strategy Framework 1-55 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Understand Difficulty: 2 Medium Learning Objective: 01-05 Conduct a stakeholder impact analysis. Topic: The AFI Strategy

10-1 Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. A. transnational strategy to a multidomestic strategy. B. transnational strategy to a global-standardization strategy. C. international strategy to a multidomestic strategy. D. international strategy to a global-standardization strategy. As

10-21 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Understand Difficulty: 2 Medium Learning Objective: 10-03 Apply the CAGE distance framework to guide MNE decisions on which countries to enter. Topic: Going Global: Where and How? 10-21 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Understand Difficulty: 2 Medium Learning Objective:

10-41 AACSB: Knowledge Application 10-41 AACSB: Knowledge Application 10-41 AACSB: Knowledge Application Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill

10-58 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Remember Difficulty: 1 Easy Learning Objective: 10-06 Apply Porter's diamond framework to explain why certain industries are more competitive in specific nations than in others. Topic: National Competitive Advantage: World Leadership in Specific Industries 10-58 AACSB: Knowledge Application Accessibility: Keyboard Navigation

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11-21 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Understand 11-21 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Understand 11-21 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Understand Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Copyright 2017 McGraw-Hill

11-41 AACSB: Analytical Thinking Accessibility: Keyboard Navigation Blooms: Analyze Difficulty: 3 Hard Learning Objective: 11-05 Describe different organizational structures and match them with appropriate strategies. Topic: Strategy and Structure 11-41 AACSB: Analytical Thinking Accessibility: Keyboard Navigation Blooms: Analyze Difficulty: 3 Hard Learning Objective: 11-05 Describe different organizational structures and

11-59 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Understand Difficulty: 2 Medium Learning Objective: 11-07 Compare and contrast different strategic control-and-reward systems. Topic: Strategic Control-and-Reward Systems 11-59 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Understand Difficulty: 2 Medium Learning Objective: 11-07 Compare and contrast different strategic control-and-reward systems. Topic:

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12-21 AACSB: Analytical Thinking Accessibility: Keyboard Navigation Blooms: Analyze Difficulty: 3 Hard Learning Objective: 12-02 Explain the role of corporate governance. Topic: Corporate Governance 12-21 AACSB: Analytical Thinking Accessibility: Keyboard Navigation Blooms: Analyze Difficulty: 3 Hard Learning Objective: 12-02 Explain the role of corporate governance. Topic: Corporate Governance 12-21

12-41 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Understand Difficulty: 2 Medium Learning Objective: 12-04 Evaluate the board of directors as the central governance mechanism for public stock companies. Topic: Corporate Governance 12-41 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Understand Difficulty: 2 Medium Learning Objective: 12-04 Evaluate the

12-58 AACSB: Ethics Accessibility: Keyboard Navigation Blooms: Understand 12-58 AACSB: Ethics Accessibility: Keyboard Navigation Blooms: Understand 12-58 AACSB: Ethics Accessibility: Keyboard Navigation Blooms: Understand Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Copyright 2017 McGraw-Hill Education. All rights

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2-21 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Remember Difficulty: 1 Easy Learning Objective: 02-03 Explain why anchoring a firm in ethical core values is essential for long-term success. Topic: Vision, Mission, and Values 2-21 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Remember Difficulty: 1 Easy Learning Objective: 02-03

2-41 AACSB: Analytical Thinking Accessibility: Keyboard Navigation Blooms: Analyze Difficulty: 3 Hard Learning Objective: 02-05 Describe the roles of corporate, business, and functional managers in strategy formulation and implementation. Topic: Strategic Leadership 2-41 AACSB: Analytical Thinking Accessibility: Keyboard Navigation Blooms: Analyze Difficulty: 3 Hard Learning Objective: 02-05 Describe the

2-57 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Remember Difficulty: 1 Easy Learning Objective: 02-06 Evaluate top-down strategic planning, scenario planning, and strategy as planned emergence. Topic: The Strategic Management Process 2-57 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Remember Difficulty: 1 Easy Learning Objective: 02-06 Evaluate top-down strategic

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3-21 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Remember Difficulty: 1 Easy Learning Objective: 03-03 Explain how competitive industry structure shapes rivalry among competitors. Topic: Industry Structures and Firm Strategy: The Five Forces Model 3-21 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Remember Difficulty: 1 Easy Learning Objective: 03-03

3-41 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Apply Difficulty: 2 Medium Learning Objective: 03-03 Explain how competitive industry structure shapes rivalry among competitors. Topic: Industry Structures and Firm Strategy: The Five Forces Model 3-41 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Apply Difficulty: 2 Medium Learning Objective: 03-03

3-56 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Remember Difficulty: 1 Easy Learning Objective: 03-06 Generate a strategic group model to reveal performance differences between clusters of firms in the same industry. 3-56 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Remember Difficulty: 1 Easy Learning Objective: 03-06 Generate a

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4-21 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Understand Difficulty: 2 Medium Learning Objective: 04-04 Apply the VRIO framework to assess the competitive implications of a firm's resources. Topic: The Resource-Based View 4-21 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Understand Difficulty: 2 Medium Learning Objective: 04-04 Apply the

4-41 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Understand Difficulty: 2 Medium Learning Objective: 04-05 Evaluate different conditions that allow a firm to sustain a competitive advantage. Topic: The Resource-Based View 4-41 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Understand Difficulty: 2 Medium Learning Objective: 04-05 Evaluate different conditions

4-59 AACSB: Reflective Thinking 4-59 AACSB: Reflective Thinking 4-59 AACSB: Reflective Thinking Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill

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5-21 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Remember Difficulty: 1 Easy Learning Objective: 05-03 Explain economic value creation and different sources of competitive advantage. Topic: Competitive Advantage and Firm Performance 5-21 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Remember Difficulty: 1 Easy Learning Objective: 05-03 Explain economic value

5-41 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Understand 5-41 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Understand 5-41 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Understand Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Copyright 2017 McGraw-Hill

5-54 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Apply Difficulty: 2 Medium Learning Objective: 05-06 Outline how business models put strategy into action. Topic: Business Models: Putting Strategy into Action 5-54 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Apply Difficulty: 2 Medium Learning Objective: 05-06 Outline how business models

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6-21 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Apply Difficulty: 2 Medium Learning Objective: 06-03 Examine the relationship between cost drivers and the cost-leadership strategy. Topic: Cost-Leadership Strategy: Understanding Cost Drivers 6-21 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Apply Difficulty: 2 Medium Learning Objective: 06-03 Examine the relationship

6-41 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Understand Difficulty: 2 Medium 6-41 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Understand Difficulty: 2 Medium 6-41 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Understand Difficulty: 2 Medium Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the

6-54 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Understand Difficulty: 2 Medium 6-54 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Understand Difficulty: 2 Medium 6-54 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Understand Difficulty: 2 Medium Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the

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7-21 AACSB: Analytical Thinking Accessibility: Keyboard Navigation Blooms: Analyze Difficulty: 3 Hard Learning Objective: 07-03 Describe the competitive implications of different stages in the industry life cycle. Topic: Innovation and the Industry Life Cycle 7-21 AACSB: Analytical Thinking Accessibility: Keyboard Navigation Blooms: Analyze Difficulty: 3 Hard Learning Objective: 07-03

7-41 AACSB: Knowledge Application 7-41 AACSB: Knowledge Application 7-41 AACSB: Knowledge Application Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill

7-58 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Understand Difficulty: 2 Medium Learning Objective: 07-06 Compare and contrast closed and open innovation. Topic: Types of Innovation 7-58 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Understand Difficulty: 2 Medium Learning Objective: 07-06 Compare and contrast closed and open innovation. Topic:

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8-21 AACSB: Analytical Thinking Accessibility: Keyboard Navigation Blooms: Analyze Difficulty: 3 Hard Learning Objective: 08-04 Describe the two types of vertical integration along the industry value chain: backward and forward vertical integration. Topic: Vertical Integration along the Industry Value Chain 8-21 AACSB: Analytical Thinking Accessibility: Keyboard Navigation Blooms: Analyze

8-41 AACSB: Analytical Thinking Accessibility: Keyboard Navigation Blooms: Analyze Difficulty: 3 Hard Learning Objective: 08-08 Apply the core competence-market matrix to derive different diversification strategies. Topic: Corporate Diversification: Expanding Beyond a Single Market 8-41 AACSB: Analytical Thinking Accessibility: Keyboard Navigation Blooms: Analyze Difficulty: 3 Hard Learning Objective: 08-08 Apply

8-57 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Apply Difficulty: 2 Medium Learning Objective: 08-09 Explain when a diversification strategy creates a competitive advantage and when it does not. Topic: Corporate Diversification: Expanding Beyond a Single Market 8-57 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Apply Difficulty: 2 Medium

9-1 Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. A. Disney was in desperate need of Pixar's graphic display systems. B. the two entities' complementary assets matched. C. it was easier for the alliance partners to reduce the

9-21 AACSB: Knowledge Application Accessibility: Keyboard Navigation 9-21 AACSB: Knowledge Application Accessibility: Keyboard Navigation 9-21 AACSB: Knowledge Application Accessibility: Keyboard Navigation Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction

9-41 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Understand 9-41 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Understand 9-41 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Understand Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Copyright 2017 McGraw-Hill

9-57 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Understand Difficulty: 2 Medium Learning Objective: 09-04 Describe the three phases of alliance management and explain how an alliance management capability can lead to a competitive advantage. Topic: Strategic Alliances 9-57 AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Understand Difficulty: 2