What competitive forces seem o have the greatest effect on industry attractiveness and the potential profitability of new entrants? 3) How is the market for energy drinks, sports drinks and vitamin-enhanced beverages changing? What are the underlying drivers of change and how might those forces individually or collectively make the industry more or less attractive? What key factors determine the success of alternative beverage producers? 4) What does your strategic group map of the energy drink, sports drink, and vitaminenhanced beverage industry look like? Which strategic groups do you think are in the best positions?
The worst positions? ) What key factors determine the success of alternative beverage producers? 6) What recommendations would you make to Coca-Cola to improve its competitiveness in the global alternative beverage industry? to PepsiCo? to Red Bull GmbH? " ORAL TEAM PRESENTATION 2 Case No. 6 (text page C-95): Nintendo''s strategy in 2009 - The ongoing battle with Microsoft and Sony. Suggested Questions: 1) What is competition like in the video game console industry? Do a five-force analysis to support your answer. Which of the five competitive forces is strongest? Which is weakest?
Would you characterize the overall strength of competition in ideo game consoles as fierce, strong, moderate to normal or weak? Why? 2) What forces are driving changes in the video game console industry? Are these driving forces acting to make the industry more or less competitively intense? Are the driving forces acting to make the industry more or less profitable in future years? 1 | Page 3) What 3-5 key factors determine the success of video game console developers like Nintendo? 4) What is Nintendo''s strategy? Which of the five generic strategies discussed in Chapter 5 is Nintendo using?
What are some of the recent offensive and/or defensive strategies that Nintendo has employed? Have these tactics been successful? 5) Is it fair to characterize Nintendo''s introduction of the Wii as a blue ocean strategy? Why or why not? 6) How well is Nintendo''s strategy working in terms of the financial performance it is delivering? Should shareholders be pleased? Why or why not? What 2-3 weaknesses 7) What does a SWOT analysis reveal about the attractiveness of Nintendo''s overall situation? Is the companys competitive position as solid as top management seems to believe? Does the company have a competitive advantage?
If so, what is the basis for this competitive advantage and is the advantage sustainable? ) What does a competitive strength assessment (as per the methodology in Table 4. 2 of Chapter 4) reveal about whether Nintendo has a competitive advantage? 9) What recommendations would you make to Nintendo to improve its competitiveness in the video game console industry and to maintain its favorable positioning vis-ä-vis Microsoft and Sony? ORAL TEAM PRESENTATION 3 Case No. 10 (text page C-1 56): Research in Motion - Managing explosive growth. 1) What are the dominant economic characteristics of the wireless communications industry?
What are the distinguishing features of the market for smart phones? ) What is competition like in the wireless phone industry? Which of the five competitive forces is strongest? Which is weakest? What competitive forces seem to have the greatest effect on industry attractiveness? 3) How is the wireless phone industry changing? What are the underlying drivers of change and how might those driving forces change the industry? 4) What strategic approach has Research in Motion chosen to employ in international markets? Would you characterize its strategy as a global strategy or a localized multicountry strategy?
How has it utilized location to build competitive advantage? | Page 5) How important is it for Research in Motion to increase the size of its pool of software developers? What are the different options for substantially increasing its R&D staff? 6) Which option for increasing the number of software developers should Research in Motion pursue? Explain how your recommended course of action is consistent with Research in Motion''s resources, organizational capabilities, and management preferences. ORAL TEAM PRESENTATION 4 CASE 17 (PAGE C-270): Adidas in 2009 - Has corporate restructuring increased shareholder value? 1 .
What is adidas'' corporate strategy? Was there a common strategic approach utilized in managing the company''s lineup of sporting goods businesses prior to its 2005-2006 restructuring? Has the corporate strategy changed with restructuring? 2. What is your evaluation of adidas'' line-up of businesses in 2009? What does a 9-cell industry attractiveness/business strength matrix displaying adidas'' business units look like? 3. Does adidas'' business line-up exhibit good strategic fit? What value-chain match- evident? Prior to its divestiture, what kind of strategic fl ts existed between adidas'' core business and its Salomon business unit? . Has adidas'' business line-up exhibited good resource fit between 1998 and 2008? What have been the financial characteristics of its major business segments during that time period? Which businesses might have been considered cash hogs and cash cows? 5. Based on your analysis of adidas businesses, did the restructuring undertaken in 2005 and 2006 make sense? Does it appear the acquisition of Reebok International will produce higher returns for shareholders? What strategic actions should adidas'' top management initiate to improve the company''s financial and market performance now that restructuring is complete? 3 | Page
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