Module 1 Financial Accounting for MBAs ------------------------------------------------- DISCUSSION QUESTIONS Q1-1. Organizations undertake planning activities that shape three major activities: financing, investing, and operating. Financing is the means a company uses to pay for resources. Investing refers to the buying and selling of resources necessary to carry out the organization’s plans. Operating activities are the actual carrying out of these plans. Planning is the glue that
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brand to achieve “economies of scope” * Also management and organization capabilities = “economies of scope” * You don’t need to diversify to achieve “economies of scope”, you can license 1. ex: - Pepsi selling Starbucks Frappachino * Deciding which way to achieve “economies of scope” is a debate about market contracts (legal documents and watching partner not exploit) vs. internalization (running a diversified company) * If a resource can be licensed
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Note: Solve any 4 Case Study’s CASE: I Managing the Guinness brand in the face of consumers’ changing tastes 1997 saw the US$19 billion merger of Guinness and GrandMet to form Diageo, the world’s largest drinks company. Guinness was the group’s top-selling beverage after Smirnoff vodka, and the group’s third most profitable brand, with an estimated global value of US$1.2 billion. More than 10 million glasses of the popular stout were sold every day, predominantly in Guinness’s top markets:
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An Integrated Approach to Strategy Running Case Featuring Wal-Mart Wal-Mart’s Competitive Advantage (Chapter 1) ● Working Conditions at Wal-Mart (Chapter 2) ● Wal-Mart’s Bargaining Power over Suppliers (Chapter 3) ● Human Resource Strategy and Productivity at Wal-Mart (Chapter 4) ● How Wal-Mart Became a Cost Leader (Chapter 5) ● Wal-Mart’s Global Expansion (Chapter 6) ● WalMart Internally Ventures a New Kind of Retail Store (Chapter 8) ● Sam Walton’s Approach to Implementing Wal-Mart’s Strategy
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Subway in Japan Outline 2.1 Situation Analysis 2.1.1Target market analysis 2.1.2 Primary target market 2.2 SWOT Analysis 2.2.1Strengths 2.2.2 Weaknesses 2.2.3 Opportunities 2.2.4Threats 2.4 Competition Analysis 2.5 Keys to success 2.6 Macro environment analysis 2.6.1 Economy 2.6.2 Culture 2.6.3 Politics, Rules and Regulations 2.6.4 Technology 2.7 Marketing objectives 2.7.1 Financial objectives 2.8 Positioning strategy 2.9 Marketing mix strategies 2.9
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Breakout Strategy Meeting the Challenge of Double-Digit Growth Sydney Finkelstein Charles E. Harvey Thomas C. Lawton (McGraw-Hill, New York, 2006) Table of Contents Dedication Acknowledgements Table of Contents List of figures Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5 Chapter 6 Chapter 7 Chapter 8 Chapter 9 Breakout Strategy Getting on the Fast Track Staying out Front Breakout Dynamics Putting Vision to Work Being a Magnet Company Delivering the Promise Executing Breakout Breakout
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An Integrated Approach to Strategy Running Case Featuring Wal-Mart Wal-Mart’s Competitive Advantage (Chapter 1) ● Working Conditions at Wal-Mart (Chapter 2) ● Wal-Mart’s Bargaining Power over Suppliers (Chapter 3) ● Human Resource Strategy and Productivity at Wal-Mart (Chapter 4) ● How Wal-Mart Became a Cost Leader (Chapter 5) ● Wal-Mart’s Global Expansion (Chapter 6) ● WalMart Internally Ventures a New Kind of Retail Store (Chapter 8) ● Sam Walton’s Approach to Implementing Wal-Mart’s Strategy
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Working Paper The BP Oil Spill as a Cultural Anomaly? Institutional Context, Conflict and Change Andrew J. Hoffman Stephen M. Ross School of Business University of Michigan P. Devereaux Jennings University of Alberta Ross School of Business Working Paper Working Paper No. 1151 October 2010 This work cannot be used without the author's permission. This paper can be downloaded without charge from the Social Sciences Research Network Electronic Paper Collection:
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EH&S Leadership At All Levels It Starts With You Workshop Pre-Reading The Fatal Flaw In Flight 51-L Contents Instructions 3 Study Questions 3 The Fatal Flaw In Flight 51-L 5 Challenger's final hours 6 The history of the flawed joint 7 Certified in spite of the flaws 8 Accepted as acceptable 9 The lesser of two evils 9 The problems grow worse 9 Anatomy of a tragedy 10 Why wasn't the design fixed? 11 Why wasn't erosion
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emergent cultural landscape of open source branding, and identify marketing strategies directed at the hunt for consumer engagement on the People’s Web. These strategies present a paradox, for to gain coveted resonance, the brand must relinquish control. We discuss how Webbased power struggles between marketers and consumer brand authors challenge accepted branding truths and paradigms: where short-term brands can trump longterm icons; where marketing looks more like public relations; where brand
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