Reference no: EM133086570

1. What is the definition of a global economic world. Discuss the strategic reasons for the globalization of business and value chain activities. Do you agree with the statement "The world is not flat"? Why?

2. There are three types of global competitive strategies. Global, multinational, and transnational strategies. Discuss the advantages and disadvantages associated with a global standardized strategy. Provide your recommendations on management considerations (eg, organizational structure, control systems, coordination mechanisms, etc .) for the successful implementation of a multinational strategy.

3. Discuss how the need for control of foreign operations varies with the company's strategy (e.g., global standardization versus localization) and unique capabilities. How does this relationship affect the choice of entry mode?

4. Why was it profitable for GM and Ford to integrate backward into parts manufacturing in the past, when both companies are now buying more parts from outside suppliers?

5. What value creation activities should companies outsource to independent suppliers? What are the risks of outsourcing these activities?

5. What steps would you recommend a company take to establish a mutually beneficial, long-term, cooperative relationship with its suppliers?

6. When might a company choose to (a) diversify into relevant and (b) non-relevant diversification?

7. How can related diversification create a competitive advantage for a company? What challenges might a company face in achieving competitive advantage through a related diversification strategy?

8. What factors make (a) acquisition or (b) internal start-ups the most likely preferred method of entering a new industry?

9. Imagine that Amazon has decided to diversify into food delivery services. What approach would you recommend for Amazon to enter this industry? Why?

10. What type of company would benefit most from entering a strategic alliance? Discuss how to improve the success of strategic alliances.

11. How can a company configure its corporate governance system and strategy formulation process to reduce the probability that managers will pursue their own interests (agency behavior) at the expense of shareholders?

12. In a public company, should the CEO of the company be allowed to also chair the board of directors (as allowed by current law)? What problems might this pose?

13. What is the relationship between organizational structure, control systems, incentives, and culture? Please provide examples of when and under what conditions a mismatch between these components might occur?

14. How would you design the structure, controls, incentives, processes, and culture to encourage entrepreneurship in a large, established business? How would the desire to encourage entrepreneurship affect your hiring and management strategies?