1. i need these questons answers
Question 1
Class, as you begin analysis of your new product/service line, a
key component of the strategic planning process is to achieve
competitive advantage. In this chapter (pg 111), the authors
identified 8 common mistakes executives make when
identifying their competition. Of these 8 (section: Common
Mistakes in Identifying Competition), do any have greater
applicability to your new product/service line? What
recommendations do you have for ways in which to overcome
these mistakes?
Global enterprises analysis
This chapter is focused on global enterprise, and brings up
unique considerations when conducting business in that realm.
The authors contend that due to six events (increased scope of
global management task, increased globalization of firms, the
information explosion, the increase in global competition, rapid
development of technology, and strategic management planning
breeds managerial confidence), soon all industries should
evaluate global environments.After reading more about these six
factors, do you agree with the authors? Will you consider
global environments for your new division and the new
product/service you are developing? Why/why not?
Question 3
Class, an essential element of analysis concerns monitoring

2. external influences/drivers. The goal is to assess the drivers of
change and ascertain the impact of these change drivers as it
relates to market demand, competition, and industry
profitability.
Of the 12 most common drivers of industry change (copied
below), which have applicability to your industry and which do
you believe will have greatest impact, to the extent you will
devote effort to monitoring the driver(s)?
"Table 3.3 The Most Common Drivers of Industry Change
1.
Changes in the long-term industry growth rate
2.
Increasing globalization
3.
Changes in who buys the product and how they use it
4.
Technological change
5.
Emerging new Internet capabilities and applications
6.
Product and marketing innovation
7.
Entry or exit of major firms
8.
Diffusion of technical know-how across companies and

3. countries
9.
Improvements in efficiency in adjacent markets
10.
Reductions in uncertainty and business risk
11.
Regulatory influences and government policy changes
12.
Changing societal concerns, attitudes, and lifestyles"
Question 4
What are the key planning factors for competitive success?
Provide an example of an organization that has achieved
competitive success through planning. Provide an example of
an organization that has failed to achieve competitive success as
the result of failed planning.
Question 5
In Chapter 5, the authors discussed 5 generic competitive
strategies (overall low-cost, broad differentiation, focused low-
cost, focused differentiation, or best-cost). After reading more
about these strategies, which do you believe is the best strategy
to adopt for your new product/service? Please explain.
Question 6
Class, Mr. Stewart, in this video, states his organization's
expansion efforts into the global marketplace, specifically
supply chain management, were due, in large part, to a cultural
match between their organization and that of the supply chain
partners. I especially liked his comment about it wasn't "us"

4. (e.g., Americans) heading over to China, but rather they needed
local experts to ensure supply chain management was effective.
It reminds of the many times management feels the need to step
in. Oftentimes, I believe, employees would be better served if
management got out of their way and let them do the things they
do best. Of course, Mr. Stewart provided the strategy, but left
it up to the employees to carry it out. All, what do you think - it
doesn't necessarily need to relate to global supply chain, but
perhaps supply chain in general? Any success stories to share?
World-Class Supply Chain Management video
https://portal.phoenix.edu/medialibrary/videodetails.01-vid-
f1db34dd4f01c5aea9e14f1636b4663f.html
Question 7 Class, you might find this video interesting, as it
shows how one organization is partnering with its customers,
providing development services. This is interesting in a couple
of fronts: first, the organization has begun offering
development services (possibly revenue-generating); second, it
has figured out a way to provide true value-add, meaning their
customers may think twice before leaving them for a
competitor. Another consideration is the partnership and
relationship with external stakeholders. As you begin to
develop a new product or service, please consider ways in
which you will engage your stakeholders. While the focus of
the video was on products, what about the service sector? How
could you use supply chain to your benefit?
https://portal.phoenix.edu/medialibrary/videodetails.50V101227
001745096.html