4.99 See Answer

Question: This case describes a unique opportunity for


This case describes a unique opportunity for one of the largest financial brand names in the world, American Express, whose leaders have demonstrated a knack for identifying obscure market niches. The rapid success of Green Dot has drawn attention to American Express and creates an interesting opportunity to explore the dynamics within a company attempting to diversify its revenue stream and to discover a long-term strategy.
This case begins with the birth of Enterprise Growth. The CEO of American Express, Kenneth Chenault, named Dan Schulman to lead the group, and stated, “[t]he Enterprise Growth group is designed to extend our leadership into the world of alternative payments and to create new fee-based revenue streams for the post-recession environment.” Other leaders include Chokshi as the president and Wright as the head of the product development. The case then delves into the American Express’s primary and traditional business model, the model of exclusion for the affluent consumers. The leadership team, competitive landscape, history of prepaid products, the target customer segments, and marketing efforts are presented to justify why American Express wants to serve the unbanked and the underbanked. Financial records are also included, so that an assessment of the company’s performance and capital structure can be conducted.

This case is ideal for demonstrating the importance of the business-level strategy, competitive rivalry, and the SWOT analysis. The following points are to guide a review and discussion of these important concepts.

Define American Express’s overall business-level strategy. Does Bank 2.0 fit into American Express’s overall business-level strategy?
How does Bank 2.0 stand up against the competitors in the industry?

What insights does a SWOT analysis reveal about how Bank 2.0 should be positioned in the future?
Integrate the results of the analysis into recommendations for growing the business and combatting competitive pressures to maximize performance.



> What was the result of change in strategy implemented?

> What strategy was the new CEO at JC Penney seeking to implement given the generic strategies found in Chapter 4?

> Why was this strategy a disaster for JC Penney?

> What are core rigidities? What does it mean to say that each core competence could become a core rigidity?

> Is it possible that some of the firms mentioned in this Mini-Case (e.g., Renault, Nissan, Mazda, Peugot-Citroen, Opel-Vauxhall) might form a network cooperative strategy? If so, what conditions might influence a decision by these firms to form this parti

> How do firms identify internal strengths and weaknesses? Why is it vital that managers have a clear understanding of their firm’s strengths and weaknesses?

> What is outsourcing? Why do firms outsource? Will outsourcing’s importance grow in the future? If so, why?

> What is value chain analysis? What does the firm gain by successfully using this tool?

> What four criteria must capabilities satisfy for them to become core competencies? Why is it important for firms to use these criteria to evaluate their capabilities’ value-creating potential?

> What are capabilities? How do firms create capabilities?

> What are the differences between tangible and intangible resources? Why is it important for decision makers to understand these differences? Are tangible resources more valuable for creating capabilities than are intangible resources, or is the reverse t

> What is value? Why is it critical for the firm to create value? How does it do so?

> Why is it important for a firm to study and understand its internal organization?

> What is the importance of collecting and interpreting data and information about competitors? What practices should a firm use to gather competitor intelligence and why?

> What is a strategic group? Of what value is knowledge of the firm’s strategic group in formulating that firm’s strategy?

> What are the risks associated with the corporate-level strategic alliance between Renault and Nissan? What have these firms done to mitigate these risks?

> How do the five forces of competition in an industry affect its profit potential? Explain.

> What are the seven segments of the general environment? Explain the differences among them

> What is the external environmental analysis process (four parts)? What does the firm want to learn when using this process?

> What are the differences between the general environment and the industry environment? Why are these differences important?

> Why is it important for a firm to study and understand the external environment?

> What are the elements of the strategic management process? How are they interrelated?

> How would you describe the work of strategic leaders?

> What are stakeholders? How do the three primary stakeholder groups influence organizations?

> What are vision and mission? What is their value for the strategic management process?

> What does the resource-based model suggest a firm should do to earn above-average returns?

> What does it mean to say that the partners of an alliance have “complementary assets”? What complementary assets do Renault and Nissan share?

> According to the I/O model, what should a firm do to earn above-average returns?

> What are the characteristics of the current competitive landscape? What two factors are the primary drivers of this landscape?

> This case spotlights W. L. Gore & Associates, a company that is an outstanding example of corporate entrepreneurship in action. Founded in 1958, this firm was far ahead of its time in recognizing the intrinsic value of human capital. Using workforce know

> This case examines a Canadian fast food restaurant chain at a point when it is in the final stages of being acquired by a large investment firm. In the third quarter of 2014, Tim Hortons Inc. is poised for aggressive geographic expansion, is confronting

> This case thoroughly examines how Super Selectos, a local food retail chain from El Salvador, became successful in competing against Walmart, the largest food retailer in the world. After an overview of Central America region and the retail industry, the

> Starbucks Corporation is a model of extraordinary business success. Known for sourcing, roasting, and serving high quality coffee and for elevating and romanticizing the consumer’s experience, Starbucks’ rapid growth seemed unstoppable – at least until i

> This case highlights a pioneering airline company with humble roots, an enduring culture shaped by a maverick leader, and a record of success in an industry where most companies have failed to prosper in the decades since deregulation. Southwest Airlines

> Siemens is a leading global electrical engineering and electronics firm headquartered in Munich, Germany. Profiling a highly diversified company, this case addresses the issue of optimizing the business portfolio through a coherent corporate strategy. An

> The Safaricom case provides an excellent opportunity to apply strategic management concepts to a constantly growing and extremely competitive organization. Safaricom is the largest mobile service provider in Kenya. It offers not only means of mobile comm

> What is the relationship between the core competencies a firm possesses, the core competencies the firm feels it needs, and decisions to form cooperative strategies?

> To strengthen its diversified portfolio, Polaris Industries entered the motorcycle business in the 1990s. This case encapsulates the history and development of the Polaris Victory Motorcycle Division from its conception in 1993 up until 2014. It closely

> This case is an in-depth study of the motion picture exhibition industry which exposes the tenuous and uncertain outlook for movie theater owners. Changing value chain dynamics and operating variables that affect the profitability of exhibitors are discu

> This case focuses on the corporate governance aspect of Martha Stewart Living Omnimedia (MSO), a media empire founded by Martha Stewart. Stewart is a former model and devoted her career to domestic perfection and luxury. She is the brand icon of MSO; how

> This case is about a family-owned corporation from the perspective of its latest CEO, Charles Luck, IV. It provides an overview of the strategic management processes instituted under his direction, emphasizing the formulation and implementation of value

> The Knowledge is Power Program (KIPP) Houston Public School case provides an exciting opportunity to apply strategic management principles to an innovative, non-profit educational organization. At the time of the case, new regional superintendent Sehba A

> This case describes a new product success story, set in a competitive business climate. Keurig was one of the companies to commercialize an innovative technology that allowed people to brew one cup of coffee at a time. Keurig was established in 1992. The

> This case highlights Invitrogen, one of the largest catalog life science companies in the industry. In a highly competitive industry, the company has taken some risky steps in order to continue its growth. Invitrogen built its growth from aggressive acqu

> The IKEA case provides an excellent opportunity to apply strategic management concepts to a large privately-held company that is expanding into India. IKEA is a Netherlands-based Swedish company with a presence in 44 countries around the world, including

> This case illustrates the importance of environmental awareness, the long-term prospect of product development, and the resourceful use of an acquisition strategy to achieve organizational objectives. It opens with an overview and history on the Fisk bro

> This case identifies a unique strategy for the 5th largest breweries in the world, Carlsberg A/S, whose leaders have recognized that in order to survive in the business, it has to be either the first or second leader in any market it is operating in. The

> How can the resource-based view of the firm (see Chapters 1 and 3) help us understand why firms develop and use cooperative strategies such as strategic alliances and joint ventures?

> This case portrays the challenging events and circumstances confronting BP in Russia during 2011. It illustrates the difficulties of managing issues associated with cooperative strategies, especially complex cross-border alliances. The case opens with ba

> What is the restructuring strategy, and what are its common forms?

> What are the attributes associated with a successful acquisition strategy?

> What are the seven primary problems that affect a firm’s efforts to successfully use an acquisition strategy?

> What reasons account for firms’ decisions to use acquisition strategies as a means to achieving strategic competitiveness?

> Why are merger and acquisition strategies popular in many firms competing in the global economy?

> What are the short- and long-term outcomes associated with the different restructuring strategies?

> A common rationale for alliances is that firms seek out complementary resources from an alliance partner. The Mini-Case notes that a new rationale for alliances has emerged in the literature – that firms are often co-located in the same country,

> Sany Heavy Industry Company, Ltd. Is China’s largest producer of heavy equipment (and 5th largest globally). Sany’s businesses consist of cranes, road construction machinery, port machinery, and pump over machinery. Some technologies used in the producti

> Unilever is a European-based global consumer products company with a strong sustainable environment strategy. To improve efficiencies, Unilever has adopted a worldwide product structure. The company emphasizes the geographic areas using a transnational

> How does strategic entrepreneurship help firms create value?

> How does a firm acquire other companies to increase the number of innovations it produces and improve its capability to produce innovations?

> How do firms use cooperative strategies to innovate and to have access to innovative capabilities?

> How do firms develop innovations internally?

> What is international entrepreneurship? Why is it important?

> What is an entrepreneur, and what is an entrepreneurial mind-set?

> What are invention, innovation, and imitation? How are these concepts interrelated?

> Jamie Dimon, CEO of J.P. Morgan Chase survived the Great Recession quite well. However, in 2012, the company suffered losses of more than $6 billion due to excessive risk taking by traders in its London operations. Some of the loss was attributed to poo

> What is entrepreneurship, and what are entrepreneurial opportunities? Why are they important for all aspects of the strategic management process?

> What is strategic entrepreneurship? What is corporate entrepreneurship?

> As a strategic leader, what actions could you take to establish and emphasize ethical practices in your firm?

> What must strategic leaders do to develop and sustain an effective organizational culture?

> How do strategic leaders effectively manage their firm’s resource portfolio to exploit its core competencies and leverage the human capital and social capital to achieve a competitive advantage?)

> What is the effect of strategic leadership on determining the firm’s strategic direction?

> What is the managerial succession process? How important are the internal and external managerial labor markets to this process.

> What is a top management team, and how does it affect a firm’s performance and its abilities to innovate and design and implement effective strategic changes?

> What is strategic leadership? Why are top-level managers considered important resources for an organization?

> Why are strategic controls and financial controls important aspects of the strategic management process?

> Cisco has perfected the art of acquisition strategy. The technology firm seeks to provide hardware for connectivity, from the internet to mobile networks to entertainment services. The next stage of Cisco’s evolution appears to be “the Internet of everyt

> This case is about how Amazon started to compete in the tablet market from the perspective of its founder Jeff Bezos. It provides an overview of the strategic entrepreneurship process under his vision, emphasizing the entrepreneur mind-set and innovation

> San Angelo Corp. uses a job order costing system for client contracts related to custom-manufactured pulley systems. Elmore Mechanical recently ordered 20,000 pulleys, and the job was assigned #BA468. Information for Job #BA468 revealed the following: Di

> Companies use time sheets for two primary reasons: to know how many hours an employee works and, in a job order production situation, to trace work hours to products. An article (“Altering of Worker Time Cards Spurs Growing Number of Suits” by Steven Gre

> Juneau Container makes steel storage canisters for various chemical products. The company uses a job order costing system and obtains jobs based on competitive bidding. For each project, a budget is developed. One of the firm’s products

> Attorney Maria Conroe uses a job order costing system to collect costs of client engagements. Conroe is currently working on a case for Stacie Olivgra. During the first three months of 2010, Conroe logged 95 hours on the Olivgra case. In addition to dire

> Bonivo Inc. manufactures computers from commodity components to client specifications. The company has historically tracked only the cost of components to computers, and computer selling prices, or bids, have been based solely on the cost of components p

> Harvey Inc. uses a standard cost system for labor. Standard costs for material cannot be used because customers require unique materials and all jobs are different sizes. One of the company’s jobs experienced the following results related to direct labor

> Weingold Inc. engages in routine and customer print jobs for customers. In November 2010, a client specified the use of one of the company’s standard papers for a large job, but asked for a high level of customization relative to the print design. Thus,

> Routine maintenance services are provided by Latamore Industries to oil and gas firms in their production facilities. Although many of the client services are relatively unique, some services are repetitive. The firm individually negotiates prices with e

> Country Products manufactures quilt racks. Pine is introduced in Department 1, where the raw material is cut and assembled. In Department 2, completed racks are stained and packaged for shipment. Department 1 applies overhead on the basis of machine hour

> Rio Valde Co. uses a normal cost, job order costing system. In the Mixing Department, overhead is applied using machine hours; in Paving, overhead is applied using direct labor hours. In December 2009, the company estimated the following data for its two

> Tennessee Tack manufactures horse blankets. In 2010, fixed overhead was applied to products at the rate of $8 per unit. Variable cost per unit remained constant throughout the year. In July 2010, income under variable costing was $188,000. July’s beginni

> Mystic Inc. uses a job order costing system and applies overhead to jobs at a predetermined rate of $4.25 per direct labor dollar. During April 2010, the company spent $29,600 on direct material and $3,900 on direct labor for Job #344. Budgeted factory o

> The law firm of Taub & Lawson, LLP, currently has four cases in process. Following is information related to those cases as of the end of March 2010: Taub & Lawson allocates overhead to cases based on a predetermined rate of $150 per estimated co

> For each of the following firms, determine whether it is more likely to use job order or process costing. This firm a. provides legal services. b. is a health-care clinic. c. manufactures shampoo. d. makes custom jewelry. e. is an automobile repair shop.

> Following are specific types of information that can be located in a particular account (such as WIP Inventory) or on a particular document (such as an employee time card). For each item listed, identify the account or document that would provide the rel

> In a televised football game, what activities are value-added? What activities are nonvalue-added? Would everyone agree with your choices? Why or why not?

> Why are value-added activities defined from a customer viewpoint?

> What is activity analysis, and how is it used with cost driver analysis to manage costs?

> What is activity-based management (ABM), and what specific management tools are used in ABM?

> Significant hurdles, including a large time commitment, are often encountered in adopting ABC. What specific activities associated with ABC adoption require large investments of time?

> Are all companies likely to benefit to an equal extent from adopting ABC? Discuss.

> Ollie’s Olive Oil began business in 2010, during which it produced 104,000 quarts of olive oil. In 2010, the company sold 100,000 quarts of olive oil. Costs incurred during the year were as follows: Ingredients used …………………………………….$228,800 Direct labor …

4.99

See Answer