Confusion and ambiguity are potential drawbacks to the network structure.
During an industry’s embryonic phase, capital needs may surpass resources and
capabilities.
Large organizations often put too few resources into new ventures.
Firms with weak cultures seem to be less variable in their performance outcomes.
A merger is the consolidation of one firm with another.
Capital tied up in resources that do not meet the VRINE criteria should be reinvested in
other resources.
Globalizing firms must reconcile the natural tension between local preferences and
global standards.
Toyota pursues a low-cost leadership strategic position.
In most businesses, the information necessary to formulate strategy can be found with a
small group of leaders.
A business plan is helpful only as a necessary starting point to a new venture.
People tend to give themselves less credit than they deserve and give others more credit
than they deserve.
By and large, firms find it much more difficult to generate new ideas and knowledge
than to implement good ideas.
Technology has increased the availability of information.
Corporate-level strategies are most appropriate for diversified businesses that compete
in many different and unrelated businesses and industries.
Neither formulation nor implementation can succeed without the other.
The cost of available seat miles is not a common measure of costs in the airline
industry.
Discuss the three barriers to installing alliance monitoring systems.
What are some of the differences between tangible and intangible resources?
Explain the strategy of Harley-Davidson.
What are the four questions managers should ask when analyzing the firm’s external
environment?
What is the functional structure?
Briefly explain the concepts of partnerships and franchises.
How might excess cash during the start-up period be a problem?
What is the definition of strategic alignment?
Why is increased horizontal scope attractive?
Why are vision and mission statements not a substitute for strategy?