Monday, 27 May 2013

9. Assume you are a career coach retained by John Breckenridge to guide him through his next decisions. How would you recommend that John modify his lifestyle and behavior to reduce stress? Should he change jobs? Do you believe he is capable of reducing his stress alone? If not, where should he seek help? 10. What type of team was formed here? Was it necessary, in your opinion? 11. Use the team effectiveness model in Chapter 9 and related information in this chapter to identify the strengths and weaknesses of this team’s environment, design, and processes. 12. Assuming that these four people must continue to work as a team, recommend ways to improve the team’s effectiveness. 13. Identify the different conflict episodes that exist in this case. Who was in conflict with whom? 14. What are the sources of conflict for these conflict incidents? 15. What conflict management style(s) did Lapierre, the international team, and Gushin use to resolve these conflicts? What style(s) would have worked best in the situation? 1. Contrast Hillton’s earlier corporate culture with the emerging set of cultural values. 2. Considering the difficulty in changing organizational culture, why did Hillton’s management seem to be successful at this transformation? 3. Identify two other strategies that the city might consider to reinforce the new set of corporate values. 4. In what ways is Toyota’s new-product development system designed to serve customers? 5. In what ways is Toyota’s manufacturing system designed to serve customers? How does Toyota personalize its cars and trucks to meet individual consumer needs? 1. Consider the e-mail campaigns discussed in the case. Why do you think these campaigns were successful? Discuss the attention processes that were at work. Do you see any potential drawbacks to this type of marketing? 2. During the 2000 Super Bowl, ABC invited viewers to visit its Enhanced TV website. Fans could play trivia, see replays, participate in polls and chat rooms, and view player statistics. The site received an estimated 1 million hits. Why? Frame your answer in terms of exposure, attention, and comprehension. Think about your own Web surfing patterns. Write down the reasons you visit sites. Which of the marketing strategies discussed in the case do you find most (and least) influential? 1. What behaviors are involved in online grocery shopping? How does online shopping compare with traditional shopping in terms of behavioral effort? 2. What types of consumers are likely to value online grocery shopping from Peapod? 3. Overall, what do you think about the idea of online grocery shopping? How does it compare with simply eating in restaurants and avoiding grocery shopping and cooking altogether? 4. Identify and discuss some of the cultural meanings for Sony possessed by consumers in your country. Discuss how these cultural meaning were developed and how they influence consumers’ behaviors (and affect and cognition). What is the role of marketing strategies in creating and maintaining (or modifying) these cultural meanings? 5. It is often stated that the world is becoming smaller because today people communicate relatively easily across time and distance. Discuss whether that has been beneficial for Sony. What are some marketing challenges it presents? 6. What do you think about Sony’s tradition of region-specific or nation-specific marketing? Would Sony be better served by working to create a more uniform global image? 7. Why do consumers pay $84 for a Pleasant Company doll when they can buy other dolls much more cheaply at retail stores? 8. Considering money, time, cognitive activity, and behavioral effort costs, are Pleasant Company dolls more or less costly than dolls that can be purchased at retail stores? 9. What recommendations do you have for Pleasant Company to increase sales and profits? 10. What makes George David such a highly regarded manager? 11. How does David get things done through people? 12. What evidence can you see of David’s planning and strategizing, organizing, controlling, leading, and developing? 13. Which managerial competencies does David seem to posses? Does he seem to lack any? 14. Why did the strategic plans adopted by companies like Level 3, Global Crossing, and 360 Networks fail? 15. The managers who ran these companies were smart, successful individuals, as were many of the investors who put money into these businesses. How could so many smart people have been so wrong? 16. What specific decision-making biases do you think were at work in this industry during the late 1990s and early 2000s? 17. What could the managers running these companies done differently that might have led to a different outcome? 18. Why did Dow Chemical first adopt a matrix structure? What benefits did it hope to derive from this structure? 19. What problems emerged with this structure? How did Dow try to deal with them? In retrospect, do you think those solutions were effective? 20. Why did Dow change its structure again in the mid-1990s? What was Dow trying to achieve this time? Do you think the current structure makes sense given the industry in which Dow operates and the strategy of the firm? Why? 21. Discuss McDonald's current situation from a human resource planning perspective. 22. Is McDonald's taking the best approach to improving its employer brand? Why or why not? If you were in charge of developing the McDonald's employer brand, what would you do differently? 23. Would “guerrilla” recruiting tactics help McDonald's attract more applicants? Why or why not? If so, what tactics might be effective? 1. What technological paradigm shift did Reuters face in the 1990s? How did that paradigm shift change the competitive playing field? 2. Why was Reuters slow to adopt Internet-based technology? 3. Why do you think Tom Glocer was picked as CEO? What assets did he bring to the leadership job? 24. What do you think of Glocer’s attempts to change the strategy and organizational culture at Reuters? Was he on the right track? Would you do things differently 21. What performance problems is the captain trying to correct? 22. Use the MARS model of individual behavior and performance to diagnose the possible causes of the unacceptable behavior. 23. Has the captain considered all possible solutions to the problem? If not, what else might be done? 24. Identify the stressors in John Breckenridge’s life. Which ones could he have prevented? 25. What were the results of the stress? Would you consider these to be typical to stress situations and lifestyle choices John made, or was John Breckenridge unlucky? 26. Assume you are a career coach retained by John Breckenridge to guide him through his next decisions. How would you recommend that John modify his lifestyle and behavior to reduce stress? Should he change jobs? Do you believe he is capable of reducing his stress alone? If not, where should he seek help? 27. What type of team was formed here? Was it necessary, in your opinion? 28. Use the team effectiveness model in Chapter 9 and related information in this chapter to identify the strengths and weaknesses of this team’s environment, design, and processes. 29. Assuming that these four people must continue to work as a team, recommend ways to improve the team’s effectiveness. 30. Identify the different conflict episodes that exist in this case. Who was in conflict with whom? 31. What are the sources of conflict for these conflict incidents? 32. What conflict management style(s) did Lapierre, the international team, and Gushin use to resolve these conflicts? What style(s) would have worked best in the situation? 33. Contrast Hillton’s earlier corporate culture with the emerging set of cultural values. 34. Considering the difficulty in changing organizational culture, why did Hillton’s management seem to be successful at this transformation? 35. Identify two other strategies that the city might consider to reinforce the new set of corporate values. Strategic Management 1. A plan of action designed to achieve a particular goal is: a. Tactic b. Strategy c. Financial benefits d. None of the above 2. It is important to develop mission statement for: a. Allocating organizational resources b. Provide useful criteria c. Company creed d. Customer orientation 3. The five forces model was developed by : a. Airbus b. Karin Larsson c. Michael E.Porter d. Boeing 4. How many elements are involve in developing in an organizational strategy: a. Six b. Two c. Four d. Nine 5. The three important steps in SWOT analysis are: a. Identification, Conclusion, Translation b. Opportunities, Threats, Strengths c. People, Corporate cultures, Labour d. Power, Role, Task 6. GE matrix consists of how many cells? a. Nine cells b. Six cells c. Eight cells d. Three cells 7. Which of these is the type of Games: a. Simultaneous Games b. Sequential Games c. Repeated Games d. All of the above 8. SBU stands fora. Simple Basic Unit b. Strategic Basic Unit c. Strategic Business Unit d. Speed Business Unit 9. The BCG matrix is known as: a. Growth share matrix b. Directional policy matrix c. GE nine-cell matrix d. Space matrix 10. ______________ specifies sales revenues and selling distribution and marketing costs. a. Financial budget b. Sales budget c. Operating budget d. Expenses budget Part Two: 1. What are the dimensions of Strategic management? 2. Critically analyze the concept of BCG Matrix. 3. What is SWOT analysis? 4. What are the characteristics of Short-term Objectives? 1. Do you think that IKEA has been successful to utilize Porter’s Five force analysis? Give reasons. 2. Where do you think can IKEA improve? Q1. Do you think the progress of ITC Ltd. is realistic? Q2. After analyzing the above case, do you think every company should aim at cost leadership with high quality product? 1. What are the basic principles of Organizational structure? What are the types of Organizational structures? 2. Though BCG matrix can be very helpful in forcing decisions in managing a portfolio of products, it can be employed as a sole men of determining strategies for a portfolio of the product. Do you agree with this statement or not? Why or why not?

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1.                   Assume you are a career coach retained by John Breckenridge to guide him through his next decisions. How would you recommend that John modify his lifestyle and behavior to reduce stress? Should he change jobs? Do you believe he is capable of reducing his stress alone? If not, where should he seek help?
2.                   What type of team was formed here? Was it necessary, in your opinion?

3.                   Use the team effectiveness model in Chapter 9 and related information in this chapter to identify the strengths and weaknesses of this team’s environment, design, and processes.

4.                   Assuming that these four people must continue to work as a team, recommend ways to improve the team’s effectiveness.
5.                   Identify the different conflict episodes that exist in this case. Who was in conflict with whom?

6.                   What are the sources of conflict for these conflict incidents?

7.                   What conflict management style(s) did Lapierre, the international team, and Gushin use to resolve these conflicts? What style(s) would have worked best in the situation?

1.                   Contrast Hillton’s earlier corporate culture with the emerging set of cultural values.

2.                   Considering the difficulty in changing organizational culture, why did Hillton’s management seem to be successful at this transformation?

3.                   Identify two other strategies that the city might consider to reinforce the new set of corporate values.
  1. In what ways is Toyota’s new-product development system designed to serve customers?
  2. In what ways is Toyota’s manufacturing system designed to serve customers?
                How does Toyota personalize its cars and trucks to meet individual consumer needs?
  1. Consider the e-mail campaigns discussed in the case. Why do you think these campaigns were successful? Discuss the attention processes that were at work. Do you see any potential drawbacks to this type of marketing?

2.                   During the 2000 Super Bowl, ABC invited viewers to visit its Enhanced TV website. Fans could play trivia, see replays, participate in polls and chat rooms, and view player statistics. The site received an estimated 1 million hits. Why? Frame your answer in terms of exposure, attention, and comprehension.

Think about your own Web surfing patterns. Write down the reasons you visit sites. Which of the marketing strategies discussed in the case do you find most (and least) influential?
  1. What behaviors are involved in online grocery shopping? How does online shopping compare with traditional shopping in terms of behavioral effort?
2.                   What types of consumers are likely to value online grocery shopping from Peapod?
3.                   Overall, what do you think about the idea of online grocery shopping? How does it compare with simply eating in restaurants and avoiding grocery shopping and cooking altogether?
  1. Identify and discuss some of the cultural meanings for Sony possessed by consumers in your country. Discuss how these cultural meaning were developed and how they influence consumers’ behaviors (and affect and cognition). What is the role of marketing strategies in creating and maintaining (or modifying) these cultural meanings?
  2. It is often stated that the world is becoming smaller because today people communicate relatively easily across time and distance. Discuss whether that has been beneficial for Sony. What are some marketing challenges it presents?
  3. What do you think about Sony’s tradition of region-specific or nation-specific marketing? Would Sony be better served by working to create a more uniform global image?
  4. Why do consumers pay $84 for a Pleasant Company doll when they can buy other dolls much more cheaply at retail stores?
  5. Considering money, time, cognitive activity, and behavioral effort costs, are Pleasant Company dolls more or less costly than dolls that can be purchased at retail stores?
  6. What recommendations do you have for Pleasant Company to increase sales and profits?
  7. What makes George David such a highly regarded manager?
  8. How does David get things done through people?
  9. What evidence can you see of David’s planning and strategizing, organizing, controlling, leading, and developing?
  10. Which managerial competencies does David seem to posses? Does he seem to lack any?
  11. Why did the strategic plans adopted by companies like Level 3, Global Crossing, and 360 Networks fail?
  12. The managers who ran these companies were smart, successful individuals, as were many of the investors who put money into these businesses. How could so many smart people have been so wrong?
  13. What specific decision-making biases do you think were at work in this industry during the late 1990s and early 2000s?
  14. What could the managers running these companies done differently that might have led to a different outcome?
  15. Why did Dow Chemical first adopt a matrix structure? What benefits did it hope to derive from this structure?
  16. What problems emerged with this structure? How did Dow try to deal with them? In retrospect, do you think those solutions were effective?
  17. Why did Dow change its structure again in the mid-1990s? What was Dow trying to achieve this time? Do you think the current structure makes sense given the industry in which Dow operates and the strategy of the firm? Why?
  18. Discuss McDonald's current situation from a human resource planning perspective.
  19. Is McDonald's taking the best approach to improving its employer brand? Why or why not? If you were in charge of developing the McDonald's employer brand, what would you do differently?
  20. Would “guerrilla” recruiting tactics help McDonald's attract more applicants? Why or why not? If so, what tactics might be effective?
1.                   What technological paradigm shift did Reuters face in the 1990s? How did that paradigm shift change the competitive playing field?
2.                   Why was Reuters slow to adopt Internet-based technology?
3.                   Why do you think Tom Glocer was picked as CEO? What assets did he bring to the leadership job?
  1. What do you think of Glocer’s attempts to change the strategy and organizational culture at Reuters? Was he on the right track? Would you do things differently

1.                   What performance problems is the captain trying to correct?
2.                   Use the MARS model of individual behavior and performance to diagnose the possible causes of the unacceptable behavior.
3.                   Has the captain considered all possible solutions to the problem? If not, what else might be done?
  1. Identify the stressors in John Breckenridge’s life. Which ones could he have prevented?

  2. What were the results of the stress? Would you consider these to be typical to stress situations and lifestyle choices John made, or was John Breckenridge unlucky?

  3. Assume you are a career coach retained by John Breckenridge to guide him through his next decisions. How would you recommend that John modify his lifestyle and behavior to reduce stress? Should he change jobs? Do you believe he is capable of reducing his stress alone? If not, where should he seek help?
  4. What type of team was formed here? Was it necessary, in your opinion?

  5. Use the team effectiveness model in Chapter 9 and related information in this chapter to identify the strengths and weaknesses of this team’s environment, design, and processes.

  6. Assuming that these four people must continue to work as a team, recommend ways to improve the team’s effectiveness.
  7. Identify the different conflict episodes that exist in this case. Who was in conflict with whom?

  8. What are the sources of conflict for these conflict incidents?

  9. What conflict management style(s) did Lapierre, the international team, and Gushin use to resolve these conflicts? What style(s) would have worked best in the situation?
  10. Contrast Hillton’s earlier corporate culture with the emerging set of cultural values.

  11. Considering the difficulty in changing organizational culture, why did Hillton’s management seem to be successful at this transformation?

  12. Identify two other strategies that the city might consider to reinforce the new set of corporate values.

Strategic Management
1. A plan of action designed to achieve a particular goal is:
a. Tactic
b. Strategy
c. Financial benefits
d. None of the above
2. It is important to develop mission statement for:
a. Allocating organizational resources
b. Provide useful criteria
c. Company creed
d. Customer orientation
3. The five forces model was developed by :
a. Airbus
b. Karin Larsson
c. Michael E.Porter
d. Boeing
4. How many elements are involve in developing in an organizational strategy:
a. Six
b. Two
c. Four
d. Nine
5. The three important steps in SWOT analysis are:
a. Identification, Conclusion, Translation
b. Opportunities, Threats, Strengths
c. People, Corporate cultures, Labour
d. Power, Role, Task
6. GE matrix consists of how many cells?
a. Nine cells
b. Six cells
c. Eight cells
d. Three cells
7. Which of these is the type of Games:
a. Simultaneous Games
b. Sequential Games
c. Repeated Games
d. All of the above
8. SBU stands fora.
Simple Basic Unit
b. Strategic Basic Unit
c. Strategic Business Unit
d. Speed Business Unit
9. The BCG matrix is known as:
a. Growth share matrix
b. Directional policy matrix
c. GE nine-cell matrix
d. Space matrix
10. ______________ specifies sales revenues and selling distribution and marketing costs.
a. Financial budget
b. Sales budget
c. Operating budget
d. Expenses budget
Part Two:
1. What are the dimensions of Strategic management?
2. Critically analyze the concept of BCG Matrix.
3. What is SWOT analysis?
4. What are the characteristics of Short-term Objectives?
1. Do you think that IKEA has been successful to utilize Porter’s Five force analysis?
Give reasons.
2. Where do you think can IKEA improve?
Q1. Do you think the progress of ITC Ltd. is realistic?
Q2. After analyzing the above case, do you think every company should aim at cost leadership with high
quality product?
1. What are the basic principles of Organizational structure? What are the types of
Organizational structures?
2. Though BCG matrix can be very helpful in forcing decisions in managing a
portfolio of products, it can be employed as a sole men of determining strategies
for a portfolio of the product. Do you agree with this statement or not? Why or
why not? 

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