It has been asserted that the competitive advantage enjoyed by cutting-edge supermarkets such as Dell and Walmart is not technological; it is managerial. Do you agree? What are your reasons for or against?
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- Nokia was the leader of the global mobile phone market but was deposed by players such as Apple. Many analysts in strategy attribute this failure to the fact that Nokia’s top management didn’t look beyond their industrial boundaries. Explain this statement in details while necessarily using the following three dimensions: convergence, market share, and shortsightedness.2- Despite being a widely diversified conglomerate, Samsung prefers vertical integration: in-house design and development teams, manufacturing in large company-owned factories, and coordinating a sprawling global supply chain. In contrast, Apple concentrates on the design (and retail sales) of high-end mobile devices, while it outsources its production to Foxconn and others. Do you think Samsung’s high degree of vertical integration contributed to its recent problems? Why or why not? Explain.My course: Principle of Management (MGT211:BRACU BBS) PEPSI’S NEW STRATEGIC FORMULA.. The high stakes rivalry between Pepsi-Cola and Coca-Cola is being played out in supermarkets, restaurants, and convenience stores all over the world. Pepsi-Cola has worked for years, with limited success, to catch up to market-leader Coca-Cola, trying strategy after strategy to regain ground in the United States and abroad. In 1965, Pepsi sought growth through diversification by acquiring Frito-Lay, which makes popular snacks such as Lay’s Potato Chips and Doritos. This diversification proved so lucrative that the company, renamed Pepsico, decided to diversify into fast-food restaurants- thought to be good outlets for soft drinks and snacks- through the purchase of Pizza Hut, Taco Bell and Kentucky Fried Chicken. By the mid – 1990s, however, snack sales were increasing but growth in soft drinks. So in 1997, PepsiCo changed its strategy, spinning off the restaurants as a separate business to…
- My course: Principle of Management (MGT211:BRACU BBS) PEPSI’S NEW STRATEGIC FORMULA.. The high stakes rivalry between Pepsi-Cola and Coca-Cola is being played out in supermarkets, restaurants, and convenience stores all over the world. Pepsi-Cola has worked for years, with limited success, to catch up to market-leader Coca-Cola, trying strategy after strategy to regain ground in the United States and abroad. In 1965, Pepsi sought growth through diversification by acquiring Frito-Lay, which makes popular snacks such as Lay’s Potato Chips and Doritos. This diversification proved so lucrative that the company, renamed Pepsico, decided to diversify into fast-food restaurants- thought to be good outlets for soft drinks and snacks- through the purchase of Pizza Hut, Taco Bell and Kentucky Fried Chicken. By the mid – 1990s, however, snack sales were increasing but growth in soft drinks. So in 1997, PepsiCo changed its strategy, spinning off the restaurants as a separate business to…3 How can IBM communicate its strategy to compa- nies, cities, and governments?Considering Apple's core competencies, using the core competence-market matrix, what would your recommendations for Apple be on its diversification strategy?
- In terms of the Pakistani cell phone market, where do you think Nokia is in its organizational life cycle? In order to compete with other mobile businesses in Pakistan, what adjustments does Nokia's management need to make to its products?6.1) READ THE CASE STUDY AND ANSWER THE QUESTION AT THE BOTTOM: The last half decade has been an interesting one for General Motors (GM). Once a seemingly indestructible icon of American innovation and manufacturing, the organisation filed for Chapter 11 (reorganisation) bankruptcy in June 2009 and took a $50 billion federal bailout.The journey from that low point to once again being profitable and being the world's largest automaker is one filled with wrenching change and a renewed focus on being an industry leader.Days after GM went bankrupt, former AT&T CEO Ed Whitacre took over as chairman. What hefound was an organisation with an unbelievable lack of urgency “…paralysed by old ways and seemingly unable to change”.Whitacre knew that getting GM back on track and re-engaging employees would require a clear and compelling vision. And to him, an important part of that vision was knowing how your business is organized. So, upon arriving at organisation headquarters, the first thing…Would you consider BMW to be a cost leader or a differentiator? Why? Examine its value chain and explain what parts it invests heavily on. What does it not invest in?..
- 1 What is IBM’s Smarter Planet business strategy? How does this strategy relate to IBM’s mission and values?Questions: 1.Do you think Q-Cells could have avoided its current financial troubles? What could they have done differently? 2. Do you see import or export opportunities for entrepreneurs or small businesses in the solar industry? What advice would you give them?Technology- (SAMSUNG) - Identify which of the general and specific force that can impact SAMSUNG. Provide explanations and examples. - Does SAMSUNG operate in High or Low uncertainty? Thank you,