Final Essay Question

Topics: Cisco Systems, John Chambers, Business process outsourcing Pages: 14 (5180 words) Published: January 12, 2013
Final Exam Essay Question Domain MGMT 430 – Spring 2012 1. Acquisitions: Motivations & Challenges a. Identify five main motivations (discussed in class) for acquiring a company. Provide a specific, real-world acquisition example for each motivation. b. Which three motivations are most relevant to Paragon Tool’s potential acquisition of MonitoRobotics in the Growing for Broke case? c. Identify the four main challenges (discussed in class) when executing a corporate acquisition. Provide a specific, real-world acquisition example for each challenge. 2. Blue Ocean Strategy a. Draw a strategy canvas for the Nintendo Wii and briefly describe what it says about why Nintendo has been successful in such a competitive industry. Include the Sony Playstation and the Microsoft Xbox on the canvas. b. Identify and briefly describe the six paths to finding Blue Oceans. Give a specific, real-world example of each path (other than the examples I gave in class). 3. Cisco Systems’ Acquisition Strategy a. Outcomes of nearly 75% of corporate acquisitions fail to meet managerial expectations. Identify 7 reasons why Cisco Systems has been more successful than most other companies in executing over 100 acquisitions (see the two attached articles). b. Identify 3 reasons why Cisco Systems began having trouble with its acquisition strategy. 4. Diversification at Starbucks a. Illustrate and concisely explain the Boston Consulting Group’s Growth-Share Matrix. Make sure you identify: i. the dimensions upon which the Matrix is based ii. each type of businesses embodied in the Matrix’s quadrants iii. the three functional assumptions of the model b. Specifically apply the model to Starbuck’s product diversification efforts since the 1990s (see the attached article). c. Concisely explain two reasons why BCG’s Growth-Share Matrix might not accurately reflect Starbucks’ historical development.

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5. Google’s International Strategy a. Identify and briefly explain the three types of international strategy. b. Identify Google’s international strategy and explain why Google Finance would have only been possible under that strategy (see Tom Friedman’s “Outsourcing, Schmoutsourcing! Out Is Over” article below). c. Give a specific, real-world example of each of the other two types of international strategy. 6. Reconfiguration in the Personal Computer (PC) Industry a. Identify and briefly explain six distinct methods that firms can use to acquire the resources and capabilities they need to develop new products and businesses. b. Drawing on our discussion of the strategic sourcing framework, briefly describe and/or illustrate the relative advantages and disadvantages of these methods. c. Both PC software and hardware manufacturers have been forced to adapt to the rapidly evolving industry in order to survive. Using the PC industry, provide a specific example of 5 of these 6 methods. d. Briefly explain why Xerox may be greatest success and the worst failure in the history of the PC industry. 7. Outsourcing at GM a. Concisely describe the Strategic Sourcing Framework. Be sure to identify the relevant costs/advantages associated with the make-or-buy decision. b. In February 2006, GM announced a “huge package of outsourcing contracts.” See the attached article. Using the Strategic Sourcing Framework and our class discussions of GM, explain why GM chose to do this. c. Concisely describe the disadvantages GM faced in choosing to outsource, like this. 8. In the early 2000s, Boeing began aggressively outsourcing the development and production of the 787 airplane design. By late 2008, Boeing managers admitted that they made some mistakes in pursuing the outsourcing strategy and that Boeing would significantly curtail outsourcing. List Boeing’s initial motivations for outsourcing and the reasons behind its subsequent change of heart.

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9. Diversification a. Concisely describe and explain the relationship between diversification and corporate performance. b. Give one...
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