Is benchmarking just another fad or is it really useful for all firms? Why?
> How is the cellular/modular structure different from the network structure?
> Is reengineering just another management fad, or does it offer something of lasting value?
> How can a corporation keep from sliding into the decline stage of the organizational life cycle?
> How should an owner–manager prepare a company for its movement from Stage I to Stage II?
> How should a corporation attempt to achieve synergy among functions and business units?
> How does the issue of transfer pricing impact the results of an MNC?
> How can an expat program be improved to the benefit of the organization?
> What are the stages of international development?
> What is the relationship of policies to strategies?
> What are the issues that suggest the need for oversight of a particular company’s management team?
> Describe the triple bottom line.
> When should a corporation or business unit consider outsourcing a function or an activity?
> How does mass customization support a business unit’s competitive strategy?
> Do you believe that penetration pricing or skim pricing will be better at raising a company’s or a business unit’s operating profit in the long run?
> Are functional strategies interdependent, or can they be formulated independently of other functions?
> How is corporate parenting different from portfolio analysis? How is it alike? Is it a useful concept in a global industry?
> Is stability really a strategy or just a term for no strategy?
> What are the tradeoffs between an internal and an external growth strategy? Which approach is best as an international entry strategy?
> How does horizontal growth differ from vertical growth as a corporate strategy? From concentric diversification?
> Why are many strategic alliances temporary?
> How can a company achieve a sustainable competitive advantage when its industry becomes hypercompetitive?
> What are the pros and cons of using the strategic audit as a framework for case analysis?
> What are the roles and responsibilities of an effective and active board of directors?
> What does a business have to consider when trying to follow a cost leadership strategy and a differentiation strategy simultaneously? Can you name a company doing this?
> What industry forces might cause a propitious niche to appear or disappear?
> How might a firm’s management decide whether it should continue to invest in current known technology or in new, but untested, technology? What factors might encourage or discourage such a shift?
> What are the five crucial steps to follow in basic financial analysis?
> What ratios would you use to begin your analysis of a case?
> What are the best methods for evaluating the top management team?
> Explain why ROI might not be the best measure of firm performance?
> What are the unique impacts on a company that must staff in international settings?
> What are the critical issues that a company must consider when trying to match its staffing to its strategy?
> Why are goal displacement and short-run orientation likely side effects of the monitoring of performance? What can a corporation do to avoid them?
> What issues would you consider to be the most important for a company that is considering the use of a functional structure?
> Organizational strategy can be divided roughly into two categories: a) formulation and b) implementation. Although there is legitimate crossover between the two, how would you characterize the issues involved in each effort?
> How do timing tactics impact the strategy implementation efforts of a company?
> What are the advantages of using a strategic alliance when operating in a new country?
> What are the nine means by which a company can enter a new international market?
> How are corporate scenarios used in the development of an effective strategy?
> How can an operations strategy be used to understand and exploit a particular product offering?
> Evaluate the types of retrenchment strategies that might be used by companies in stagnant industries.
> List the means available to a company for horizontal growth and explain why a company might pursue one over another.
> What is the value of portfolio analysis? Its dangers?
> Must a corporation have a common thread running through its many activities in order to be successful? Why or why not?
> How does transaction cost economics apply to vertical growth? To concentric versus conglomerate diversification?
> How can a company overcome the limitations of being in a fragmented industry?
> Why should information systems be included in the analysis of a corporation’s strengths and weaknesses?
> What kind of internal factors help managers determine whether a firm should emphasize the production and sales of a large number of low-priced products or a small number of high-priced products?
> What recommendations would you make to improve the effectiveness of today’s boards of directors?
> Why bother with shareholder value or a stakeholder scorecard? Isn’t it simpler to evaluate a corporation and its SBUs just by using standard measures such as ROI or earnings per share?
> How can MBO help improve the implementation of strategy?
> How does a hypercompetitive environment change the strategic approach for a company?
> What value does a total quality management program have in implementing strategy?
> Compare and contrast action planning with management by objectives.
> Does culture follow strategy or does strategy follow culture? Why?
> How might manager–strategy fit be accomplished short of firing current managers?
> Does structure follow strategy or does strategy follow structure? Why?
> Japanese corporations typically involve many more organizational levels and people in the development of implementation plans than do U.S. corporations. Is this appropriate? Why or why not?
> Should functional strategies be categorized under strategy formulation or under strategy implementation?
> What are the advantages and disadvantages of the devil’s advocate, dialectical inquiry, and consensus approaches to making strategic choices?
> What are the pros and cons of technological leader versus technological follower as a functional strategy?
> What concepts or assumptions underlie the BCG growth-share matrix? Are these concepts valid? Why or why not?
> Explain how using an IFAS Table impacts the understanding of a company’s internal resources and capabilities.
> How do the three elements of globalization, innovation, and sustainability impact your understanding of strategy?
> Use the Squeeze Theorem to show that lim x→0 (x2cos20 πx) = 0. Illustrate by graphing the functions f(x) = -x2, g(x) = x2cos20 πx, and h(x) = x2 on the same screen.
> a. Use a graph of f(x) = 3 + x - √3/x to estimate the value of limx → 0 f(x) to two decimal places. b. Use a table of values of f(x) to estimate the limit to four decimal places. c. Use the Limit Laws to find the exact value of the limit.
> a. Estimate the value of by graphing the function f(x) = x/(( 1 + 3x – 1). b. Make a table of values of f(x) for x close to 0 and guess the value of the limit. c. Use the Limit Laws to prove that your guess is correct. lim x-0
> Evaluate the limit, if it exists. 1 (x + h)? lim h0 h
> Evaluate the limit, if it exists. (x + h)³ – x³ lim h
> Evaluate the limit, if it exists. Vx? + 9 – 5 lim x + 4 4
> Evaluate the limit, if it exists. lim t/1 + t
> Evaluate the limit, if it exists. x? — 4х + 4 lim 2 x* - 3x? – 4
> Evaluate the limit, if it exists. 4 - VE lim 1-16 16x – x?
> Evaluate the limit, if it exists. lim 12 + t
> The point P(1, 0) lies on the curve y = sin(10π /x). a. If Q is the point (x, sin(10π /x), find the slope of the secant line PQ (correct to four decimal places) for x = 2, 1.5, 1.4, 1.3, 1.2, 1.1, 0.5, 0.6, 0.7, 0.8, and 0.9. Do the slopes appear to be
> Evaluate the limit, if it exists. VI +1 - VI - t lim
> Evaluate the limit, if it exists. (3 + h)`1 – 3-1 lim h
> Evaluate the limit, if it exists. 1 1 3 lim I-3 X - 3
> Evaluate the limit, if it exists. 4u + 1 – 3 lim 2 и — 2
> Evaluate the limit, if it exists. 9 +h - 3 lim 9 + h
> Evaluate the limit, if it exists. t* – 1 lim PI 13 - 1
> Evaluate the limit, if it exists. x + 2 -2 x' + 8 lim 3
> Evaluate the limit, if it exists. (2 + h)' – 8 lim h
> Evaluate the limit, if it exists. (-5 + h)? – 25 lim h
> Evaluate the limit, if it exists. 2x? + 3х + 1 lim x I x - 2x - 3
> The displacement (in centimeters) of a particle moving back and forth along a straight line is given by the equation of motion s = 2 sin π t + 3 cos π t, where t is measured in seconds. a. Find the average velocity during each time period: i. [1, 2] i
> Evaluate the limit, if it exists. t2 – 9 lim 3 212 + 7t + 3
> Evaluate the limit, if it exists. x² + 3x lim 4 x? - x - 12 – x –
> Evaluate the limit, if it exists. x? — lim 5x + 6 х — 5
> Evaluate the limit, if it exists. x' + 3x lim x3 x - x - 12
> Evaluate the limit, if it exists. x? — бх + 5 lim х — 5
> a. What is wrong with the following equation? x2 + x – 6/x - 2 = x + 3 b. In view of part (a), explain why the equation is correct. x? + x - 6 lim lim (x + 3) X - 2
> Evaluate the limit and justify each step by indicating the appropriate Limit Law(s). 2x2 + 1 lim →2 Зх — 2
> Evaluate the limit and justify each step by indicating the appropriate Limit Law(s). - 2 lim 2 13 – 3t + 5 12 – 2
> Evaluate the limit and justify each step by indicating the appropriate Limit Law(s). lim (1 + x)(2 – 6r? + x')
> Evaluate the limit and justify each step by indicating the appropriate Limit Law(s). lim yu4 + Зи +6 -2
> The table shows the position of a motorcyclist after accelerating from rest. a. Find the average velocity for each time period: i. [2, 4] ii. [3, 4] iii. [4, 5] iv. [4, 6] b. Use the graph of s as a function of t to estimate the instantan
> Evaluate the limit and justify each step by indicating the appropriate Limit Law(s). t4 - 2 lim "2 21? – 31 + 2
> Evaluate the limit and justify each step by indicating the appropriate Limit Law(s). lim (x* – 3x)(x² + 5x + 3) -1
> Evaluate the limit and justify each step by indicating the appropriate Limit Law(s). lim (5x* - 3x? + х — 6)
