Crafting & Executing Strategy: The Quest for Competitive Advantage: Concepts and Cases 23th edition

 

88)  Why are the capabilities needed to build a sustainable competitive advantage so important to a winning business strategy? Cite one of the company examples in the chapter to illustrate your answer.

 

 

 

89)  Why is a company's strategy typically a blend of proactive and reactive approaches?

 

 

 

90)  Can an organization succeed by pursuing strategies that are proactive and reactive? Explain.

 

 

 

91)  Explain why a company's strategy cannot be completely planned out in advance and why crafting a company's strategy cannot be a one-time, once-and-for-all managerial exercise. Identify at least three factors that account for why company strategies evolve.

 

 

 

92)  Explain in detail what a company's business model entails.

 

 

 

93)  What factors determine whether a strategy can be called a winning strategy?

 

 

 

94)  How can a manager tell a winning strategy from a strategy that is mediocre or a loser?

 

 

 

95)  Why is sustainable competitive advantage so important to a winning business strategy?

 

 

 

96)  Why is it appropriate to argue that good strategy-making combined with good strategy execution are valid signs of good management?

 

 

 

97)  Mediocre execution of a powerful strategy is a proven recipe for winning in the marketplace. True or false? Explain your answer.

 

 

 

98)  Good strategy plus good strategy execution equals good management. True or false? Justify and explain your answer.

 

 

 

99)  Apple Inc.'s strategy, outlined in Chapter 1, represents a managerial commitment to an integrated array of considered choices about how it should compete. What are the hallmarks of Apple Inc.'s strategy?

 

 

 

100)       A new entrant in a market dominated by established players introduces itself with copycat products of another competitor. Would this strategy work in the long term for the firm? Justify your answer.

 

 

 

101)       An established manufacturer and marketer of apparel and equipment for competitive sports is fast losing market share to companies that not only offer similar products, but also are upgrading their research and development capabilities to produce better products. List a few general actions and approaches that would help the established company revive its position.

 

 

 

102)       A well-established brewery offers lower-priced beer to powerful supermarket buyers at widespread locations and has loyal distributors that supply mass goods to supermarket retailers. With fewer ways to achieve differentiation in the market, most new microbrewery entrants offer similar products but lack sufficient funding to compete against the well-established brewery. Which strategy could new microbrewers employ? Explain your answer.