Strategic Management
3rd Edition
ISBN: 9781259420474
Author: Frank T. Rothaermel The Nancy and Russell McDonough Chair; Professor of Strategy and Sloan Industry Studies Fellow
Publisher: McGraw-Hill Education
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Question
Chapter 5.3, Problem 1CC
Summary Introduction
Case summary:
Company MS had a lackluster performance since the year 2000. The competitive advantage of the firm turned into a competitive disadvantage over time. It started to lag behind Company AE by a fair margin. Person SN is the CEO of Company MS who has made tremendous changes in the services they offer. He needs to work hard to ensure the viability of the Company MS future.
To explain: Why it is hard to gain a competitive advantage and even harder to sustain the competitive advantage.
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My Analysis: Starbucks' digital transformation and international expansion strategies have been successful in driving revenue growth and enhancing the customer experience. To further improve these strategies, Starbucks should focus on personalization and localization while also addressing challenges such as user accessibility and data privacy concerns in digital transformation and competition and cultural barriers in international expansion. By implementing these recommendations, Starbucks can continue to maintain its position as a leading global coffee brand.
Discuss how the information from your analysis will influence your recommendations for strategy selection, planning, and implementation.
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To be a source of competitive advantage over time, core competencies need to be continuously honed and upgraded. Why and how did starbucks lose its uniqueness and struggle in the mid-2000s? What strategic initiatives did Howard Schultz, following his return as a CEO in 2008, put in place to re-create Starbucks' uniqueness?
Howard Schultz, as the creator of the Starbucks brand that we know today, is a larger than life figure in the company and business community. Do you think it is difficult to follow such an iconic leader? Why, or why not?
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GBC's transition from bureaucracy to business is strategic, timely - Board
Chairman
Chairman of the GBC Governing Board, Professor Samuel Debrah says his office warmly
embraces the ongoing strategic objective of the Corporation as its transition from bureaucracy to business, with the view to enhancing revenue to augment operations.
He said with the advent of new media, the country’s media landscape is becoming highly competitive and therefore the State Broadcaster is required to go beyond “business as
usual”, and explore innovative ways to improve the content and strengthen its overall funding sources.
In an exclusive interview with GBC’s Isaac Asare in Accra, the new Board Chairman said the time has come for GBC to reduce its over-reliance on the central government by keeping pace with the changing times whilst looking out for alternative revenue sources
to remain relevant in the media space.
Describing GBCs transformation as strategic and timely, Professor Debrah said it…
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