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dOrde Cas Questions

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1 6 1. Conduct a PESTEL analysis. What driving forces are impacting car manufacturers? What can they do about it?
2. Looking at the industry environment (Porters five forces), how should Tesla position itself for competitive advantage?
3. Map capabilities of Teslas main competitor against Teslas in a perceptual map and discuss how tesla can capitalize on this map to
formulate its business level strategies.
4. Develop a vision and mission statement for Tesla motors and discuss the type of its mission
5. Looking at Teslas resources, capabilities, and competencies, can Tesla gain (and sustain) a competitive advantage (as judged by a
VRIO analysis)? Why or why not?
6. Can Tesla Motors be a viable business? Why or why not?
7. Discuss dynamic capabilities of tesla, if any.
8. What do you think is the core competency of tesla and how is it different from other car remanufacturers?
9. Discuss corporate level strategies of tesla
10. What should Elon Musk do to ensure growth and sustained success of tesla
11. Can Tesla Motors continue to be a viable business? Why or why not?
12. What will the global car industry look like in the future (5 or 10 years out)? Where will Tesla Motors be?

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1. Apply the VRIO framework to determine whether Best Buy has a competitive advantage. If so, is its competitive advantage
sustainable? Why or why not?
2. What is Best Buys current business-level strategy? What are its main value and cost drivers?
3. Describe the positioning of Best Buy relative to its main competitors. How should Best Buy adjust its strategy in light of recent changes
in its external environment?
4. Consumer electronics is considered a mature industry. Where can future growth come from? How would you go about realizing it?
5. Is Best Buys strategy transferable to international markets? Why or why not?
6. What do you think is the core capability/competency of best buy?
7. How could Best Buy protect its core competency?
8. What are the key technological and demographical factors that can affect future growth of Best Buy?
9. What would be a good diversification strategy for Best Buy? Why? Discuss your answer.
10. Map and describe the value chain of Best Buy.

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1. The case identifies a number of renewable energy sources. Which ones do you think will be viable future businesses? Why?
2. Apply the Structure-Conduct-Performance (SCP) Model to determine the (U.S.) industry structure for each of the renewable energy
sources identified in your response to Question 1.
3. What are some potential entry barriers for developing new energy-related products, services, and technologies?
4. In which renewable energy sources should Siemens Energy invest, and why?
5. How aggressive should Siemens be in pursuing these new technologies? Is it better to be a first mover and set the standard, or let other
firms take the initial risk and then capitalize on their discoveries?
6. How should Siemens go about developing alternative energy technologies? Go it alone? Create strategic alliances? Acquire smaller
companies? Support your answer.
7. Discuss the advantages and disadvantage of horizontal and vertical integration in renewable energy sector for Siemens using the TCA.
8. What would be the ultimate goal (vision) of Siemens in this growing industry? Discuss
9. Using diamond model assess the potential of three countries for Siemens renewable energy expansion program.
10. Does Siemens leverage any of its dynamic capabilities in this strategic move? Or does it need to develop new ones? Discuss.
4 2 1. Perform a PESTEL (external environmental) analysis of the movie theater industry.
2. Perform an industry analysis using Porters five forces model.
3. What is the profitability model for movie theaters (in other words, how do they make money)? How is this related to current trends in
attendance?
4. What are the key strategic issues facing movie theaters?
5. What are some strategic actions/initiatives that exhibitors might consider to address these strategic issues? Which one(s) would you
recommend? Why?
6. What type of mission does a movie company typically develop? Why?
7. How do global cultural and political trends affect the strategies of movie companies?
8. What Australian movie industries can learn from strategies of American competitors?
9. Discuss the corporate level strategy of a move company
10. Compare and contrast two technological trends that are affecting business models of movie companies. how do these two affect the
future of industry and vision of major players?

5 8 1. What is Hierarchical Temporal Memory (HTM)? How does it work? What are its potential / most promising business applications?
2. discus the architectural and modular aspect of HTM as an organizational innovation technology.
3. What does the invention of HTM teach us about innovation value creating potential?
4. What are Numentas resources? how about its capabilities
5. Perform a VRIO analysis. Can Numentas resources and capabilities be a source of sustainable competitive advantage? Why or why
not?
6. What business opportunities should Numenta focus on? Why? What business model should Numenta implement?
7. What should Jeff Hawkins do to finance future growth for Numenta and its HTM technology?
8. What would be a good vision and a suitable mission statement for Numenta?
9. Should Numenta invest in a dynamic capability? which sort of dynamic capabilities? discuss.
10. What is the best corporate level strategy for Numental to leverage its technology and go global rapidly? discuss

6 10 1. What is sustainability consulting? How is it distinct from management consulting?


2. Is sustainability consulting an attractive industry (using Porters five forces)?
3. What is InterfaceRAISEs position in the sustainability consulting industry?
4. Apply a VRIO analysis. What are InterfaceRAISEs resources, competencies, and capabilities? Can they be a source of competitive
advantage? Why or why not?
5. Is InterfaceRAISE positioned to compete successfully in the sustainability consulting industry (SWOT analysis)? Why or why not?
6. What strategy should Jim Hartzfeld propose to grow InterfaceRAISE to $5 million in five years?
7. What corporate strategy is best for Interface Inc.? Does it make more sense to remain vertically integrated, or should InterfaceRAISE
become a standalone company?
8. Which competitors does Mr. Hartzfeld need to monitor most closely as he implements his chosen strategy?
9. using the value chain analysis, how would this business leverage sustainability- oriented activities in the world changing value creation?
10. Is sustainability consulting a blue ocean? Discuss.

7 4 1. What are the vision, mission, and values of Better World Books? Critically evaluate them. Are they helpful to the companys leaders in
formulating strategic intent? Why or why not?
2. Analyze the ways in which BWB strives to achieve a triple bottom line. Is this business model sustainable in the long term? Why or
why not?
3. Utilize Porters five forces framework to analyze the used book industry. Is this an attractive industry? Why or why not? Which force(s)
have the strongest influence?
4. Perform a VRIO analysis. What are BWBs resources and capabilities? What core competencies do they have to help them compete in
the used book industry?
5. Perform a SWOT analysis for BWB.
6. How should BWB differentiate its product and services to create a competitive advantage?
7. How would BWB develop dynamic capabilities to maintain its position? Discuss two of these capabilities.
8. Discuss strategic activity networks and the value chain of BWB.
9. How would you describe the stage of the innovativeness of BWB in terms of its industry life cycle?
10. discuss the possibilities of vertical and horizontal integrations by BWB.

8 9 1. Perform a competitive intensity analysis for footwear industry.


2. How would social cultural, demographical and natural factors affect the footwear industry?
3. Which stage of the industry life cycle is the footwear industry in? How has that affected Geoxs ability to enter the market and gain
market share?
4. What type of innovation is Geoxs technology? What are its implications for the global footwear industry?
5. Describe Geoxs innovation strategy. What is its current market position? How did it get here?
6. How should Geox continue to grow in the future? What is the optimal degree of vertical integration (along the value chain)? How much
horizontal integration (diversification) is sustainable for the company?
7. What options does the company have as far as international expansion? Which one(s) would you recommend and why?
8. Using TCA assess the strategic potential of licensing and franchising for Geox technology.
9. Develop a vision and mission statement for Geox
10. What protective mechanisms Geox can use to defend its market position?