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