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?..
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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?..
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- 1. What was the driving force that allowed Philips to become the leading consumer-electronics firm around the world? 2. Were there distinctive competencies and lack thereof within Phillips electronics? 3. How and why was Matsushita (Panasonic) able to overtake Philips?What threats from the general environment and industry environment did Apple face as of 2020? What have been Apple's competitive advantages, historically? How sustainable are those competitive advantages, as of 2020? If you were to give advice to Tim Cook, what would you recommend in order to maintain the competitive advantages?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,
- 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?Considering Apple's core competencies, using the core competence-market matrix, what would your recommendations for Apple be on its diversification strategy?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.
- 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?Referring to the case Apple Inc. in 2020, How sustainable was Apple's position in the PC industry?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.
- Contrast the position between Apple and Nokia – to what extent has this dramatic shift in competitive position been driven by underlying core competencies, or are there other factors in play?What kind of diversification is GE pursing? What are the sources of value creation with this type of diversification? How did GE lose $507 billion (more than 85 percent) of its market valuation since its peak? What went wrong? After leaving GE, Jeffery Immelt stated in 2018: “The notion of plugging financial services and industrial companies together, maybe it was a good idea at the point in time, but it is a uniquely bad idea now.” To what is Immelt referring? Why does he think is a bad idea? Do you agree? Why, or Why not? In the bestseller Good to Great, Jim Collins advances the hypothesis that the greatness of a leader is known only after the leader has departed. The business press has celebrated jack Welch as the greatest CEO of the last century. After reading this Minicase, do you agree with Collins’ strategic leadership hypothesis? Why or Why not? Note: When interviewed in 2018 about the GE situation, Jack Welch had this to say: “I give myself an A for the operation of GE, but an…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…