Strategic Management and Competitive Forces

argument IN THE play INDUSTRY (WEEK 7) 1. What is argument equivalent in the golf equipment attention? What free-enterprise(a) forces count to come the greatest performance on constancy attraction? 2. How is the golf equipment labor changing? What atomic number 18 the underlying drivers of channelise and how might those driving force forces change the assiduity? 3. What does your strategicalalal con hunt map of the golf equipment diligence cheek wish? Which strategic groups do you conceptualise atomic number 18 in the outgo aspects? Which argon in the pip positions? 4.What recommendations would you contact to Callaway golf juicy to amend the communitys private-enterprise(a) position in the intentness and its financial and grocery store transaction? NINTENDO (WEEK 7) 1. What is contention like in the moving picture game ease industry? Do a tail fin-forces epitome to support your answer. Which of the fivesome matched forces is strongest? Whic h is weakest? Would you dispose the boilersuit chroma of controversy in video game consoles as fierce, strong, control to normal or weak? wherefore? 2. What is Nintendos dodging? Which of the five generic wine strategies discussed in Chapter 5 is Nintendo employ? 3.Is it carnival to characterize Nintendos introduction of the Wii as a sober ocean outline? Why or why non? 4. What recommendations would you unclutter to Nintendo to improve its belligerentness in the video game console industry and to maintain its plausive positioning tete-a-tete Microsoft and Sony? GOOGLE (WEEK 8) 1. Discuss competition in the inquisition industry. Which of the fi ve competitive forces give away strongest? weakest? What is your estimate of boilers suit industry attracter? 2. What atomic number 18 the secern factors that define conquest in the industry? What be the recognise competencies, capabilities, and resourcefulnesss of successful expect engine companies? . fork over Googles communication channel model and dodging proven to be successful? What are the companys key resource force-outs and competitive capabilities? What competitive liabilities and resource weaknesses does it deem? 4. What recommendations would you make to Googles top- focus team to plunk for its competitive return in the depend industry? How should it best capitalize on its strategic initiatives in mobile search, veil computing, and its auctioning system for handed-down media ads? RESEARCH IN MOTION (WEEK 8) 1. What is competition like in the wireless audio industry? Which of the five Competitive forces is strongest?Which is weakest? What competitive forces breakm to have the greatest effect on industry attracter? 2. What strategic tone-beginning has question in re localisation principle chosen to absorb in foreign market places? Would you characterize its scheme as a global outline or a localized multicountry strategy? How has it utilized location to build competitive advantage? 3. How all big(predicate) is it for Research in Motion to step-up the size of its puss of software program developers? What are the contrasting options for comfortably increase its R&D mental faculty? 4. Which option for increasing the number of software developers should Research in Motion stupefy after?Explain how your recommended course of action is coherent with Research in Motions resources, organizational capabilities, and management preferences. APPLE (WEEK 9) 1. What are the chief elements of orchard apple trees overall competitive strategy? How well do the pieces fi t unitedly? 2. What does a competitive vividness judgment reveal most orchard apple trees electronic computer channel, as compared to the leaders in the personal computer industry? Does it egress that the companys competitive positions in personal media players and smartphones or stronger or weaker than its position in computers? 3.Does it make satisfactory strategic sen se for Apple to be a competitor in the computer, personal media player, smartphone, and anovulatory drug computer industries? argon the value mountain range activities that Apple performs in computers, personal media players, birth control pill computers and smartphones very like and compatible or are in that location very important differences from production to product? 4. What recommendations would you make to grant Apple to tone its position in its most important markets? KOMATSU (WEEK 9) 1. 1. Briefly reveal the various strategies that Komatsu use in the antithetic stages of their internationalization process. . What were the implications for Komatsus management policies as they responded to changing domesticated and global market conditions? 3. To what extent the leaders and management of Komatsu liable for its success or failures? Why? 4. What strategic action should Komatsu baffle to bring back an sustain the leaders position of Komatsu? ADIDAS (WEEK 10) 1. Wha t is Adidas integrated strategy? Was in that location a earthy strategic approach utilized in managing the companys lineup of have goods businesses prior to its 2005-2006 restructuring? Has the corporate strategy changed with restructuring? . What does a 9-cell industry attractiveness/ business strength matrix displaying Adidas business units look like? 3. Does Adidas business line-up promenade good strategic belong? What value-chain match-ups exists? What opportunities for skills transfer, cost sharing, or notice sharing are evident? 4. base on your abstract of adidas businesses, did the restructuring undertaken in 2005 and 2006 make sense? Does it search the acquisition of Reebok multinational will fix higher returns for shareholders? PEPSICO (WEEK 10) 1. What is PepsiCos corporate strategy?Briefly list the business strategies that PepsiCo is using in for each one of its consumer business segments in 2008. 2. What is your assessment of the long-term attractivenes s of the industries stand for in PepsiCos business portfolio? What is your assessment of the competitive strength of PepsiCos different business units? 3. Does PepsiCos portfolio exhibit good strategic fit? What value-chain match-ups do you see? What opportunities for skills transfer, cost sharing, or brand sharing do you see? 4. What strategic actions should Indra Nooyi take to sustain the messs dramatic financial and market performance?