Bus 475 week three question

i need all five question answered


Question 1 Crafting and Executing Strategy, Ch. 6

Class, generally speaking, in order to remain competitive, organizations need to find the most cost-effective way to deliver their products or services.  In this chapter, the authors discussed outsourcing as “Outsourcing involves farming out pieces of the value chain formerly performed in-house to outside vendors, thereby narrowing the scope of the firm. Outsourcing can enhance a company’s competitiveness whenever (1) an activity can be performed better or more cheaply by outside specialists; (2) having the activity performed by others won’t hollow out the outsourcing company’s core competencies; (3) it streamlines company operations in ways that improve organizational flexibility, speed decision making, and cut cycle time; (4) it reduces the company’s risk exposure; (5) it allows a company to access capabilities more quickly and improves its ability to innovate; and (6) it permits a company to concentrate on its core business and focus on what it does best.” All, what do you think about #3 — some take the position that outsourcing removes flexibility, instead of improving it, in that the organization now needs to follow the vendors’ standard processes and systems.  What’s your opinion?


Question 2 Crafting and Executing Strategy, Ch. 7

Class, three strategies have been identified for competing on a global level:  1) global strategy:  think global, act local; 2) transnational strategy:  think global, act global; and 3) multi-domestic:  think local, act local. After reading more about these strategies, select an organization you are familiar with.  If the organization currently competes internationally, in your opinion, which of the three strategies did they use when entering the global marketplace.  If the organization currently does not compete internationally, in your opinion, which of the three strategies would you recommend they use when entering the global marketplace.  Please explain your position.


Question 3 Crafting and Executing Strategy, Ch. 8

Diversification as a strategy

A common strategy for growth and sustainability in businesses today involves diversification.  This chapter provides a comprehensive overview of the many factors that go into diversification decisions.Class, if your current company or one you previously worked at had the opportunity to diversify into other products or businesses of your choosing, would you opt to pursue related diversification, unrelated diversification, or a combination of both? Explain why.


Question 4 Walt Disney and diversification  this is an interesting approach to diversification.  This example also shows the importance of continually monitoring the revenue stream.  Thanks for sharing this example.   Class, the authors have identified expansion strategies as 1) related diversification; 2) unrelated diversification; and 3) a combination of both related and unrelated.  Using these options, consider the Walt Disney Company, which is in the following businesses:

  • Theme parks
  • Disney Cruise Line
  • Resort properties
  • Movie, video, and theatrical productions (for both children and adults)
  • Television broadcasting (ABC, Disney Channel, Toon Disney, Classic Sports Network, ESPN and ESPN2, E!, Lifetime, and A&E networks)
  • Radio broadcasting (Disney Radio)
  • Musical recordings and sales of animation art
  • Anaheim Mighty Ducks NHL franchise
  • Anaheim Angels major-league baseball franchise (25 percent ownership)
  • Books and magazine publishing
  • Interactive software and Internet sites
  • The Disney Store retail shops

Based on the above listing, would you say that Walt Disney’s business lineup reflects a strategy of related diversification, unrelated diversification, or a combination of related and unrelated diversification? Please explain your decision


Question 5 Value Driven Strategy Development

Collaboration – generational impact

Collaboration is an especially timely topic, as models that worked in the past may not be effective in the future.  Four questions were proposed in this video:

  • What’s changing the marketplace? (value shifts)
  • What position do you want to be in this marketplace? (business definition)
  • How are you going to win customers? (achieving value leadership/customer value)
  • Why are you going to achieve extraordinary growth? (growth discipline/building growth opportunities)

Class, should thought also be given to who answers the four questions described in the video?  What about generational differences? Do you


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