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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.
- In what ways is Toyota’s new-product
development system designed to serve customers?
- 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?
- 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?
- 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?
- 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?
- 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?
- 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?
- Why do consumers pay
$84 for a Pleasant Company doll when they can buy other dolls much more
cheaply at retail stores?
- 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?
- What recommendations do
you have for Pleasant Company to increase sales and profits?
- What makes George David such a highly
regarded manager?
- How does David get things done through
people?
- What evidence can you see of David’s
planning and strategizing, organizing, controlling, leading, and
developing?
- Which managerial competencies does David
seem to posses? Does he seem to lack any?
- Why did the strategic plans adopted by
companies like Level 3, Global Crossing, and 360 Networks fail?
- 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?
- What specific decision-making biases do
you think were at work in this industry during the late 1990s and early
2000s?
- What could the managers running these
companies done differently that might have led to a different outcome?
- Why did Dow Chemical first adopt a
matrix structure? What benefits did it hope to derive from this structure?
- What problems emerged with this
structure? How did Dow try to deal with them? In retrospect, do you think
those solutions were effective?
- 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?
- Discuss McDonald's current situation from
a human resource planning perspective.
- 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?
- 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?
- 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?
- Identify the stressors in John
Breckenridge’s life. Which ones could he have prevented?
- 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?
- 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?
- What type of team was formed here? Was
it necessary, in your opinion?
- 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.
- Assuming that these four people must
continue to work as a team, recommend ways to improve the team’s
effectiveness.
- Identify the different conflict episodes
that exist in this case. Who was in conflict with whom?
- What are the sources of conflict for
these conflict incidents?
- 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?
- Contrast Hillton’s earlier corporate
culture with the emerging set of cultural values.
- Considering the difficulty in changing
organizational culture, why did Hillton’s management seem to be successful
at this transformation?
- 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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