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Global Strategy 3rd Edition Peng Solutions Manual

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Global Strategy 3rd Edition Peng Solutions Manual.

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  • ISBN-10 ‏ : ‎ 1133964613
  • ISBN-13 ‏ : ‎ 978-1133964612
  • Author:  Mike Peng

Discover both sides of international business and how to prepare for the future. GLOBAL STRATEGY, Third Edition, doesn’t just show you what it’s like for foreign businesses entering a new market; it reveals what domestic companies must do to survive foreign competition. Easy to read and full of study tools, GLOBAL STRATEGY, Third Edition, helps you prepare for your exams and for your career. Available with InfoTrac Student Collections http://gocengage.com/infotrac.

 

Table of Content:

  1. Part 1: Foundations of Global Strategy
  2. Ch 1: Strategizing around the Globe
  3. Knowledge Objectives
  4. Opening Case: The Global Strategy of Global Strategy
  5. A Global Global-Strategy Book
  6. Why Study Global Strategy?
  7. What is Strategy?
  8. Fundamental Questions in Strategy
  9. What is Global Strategy?
  10. What is Globalization?
  11. Global Strategy and the Globalization Debate
  12. Organization of the Book
  13. Chapter Summary
  14. Key Terms
  15. Critical Discussion Questions
  16. Topics for Expanded Projects
  17. Closing Case: Emerging Markets: Microsoft’s Evolving China Strategy
  18. Notes
  19. Ch 2: Managing Industry Competition
  20. Knowledge Objectives
  21. Opening Case: Emerging Markets: Competing in the Indian Retail Industry
  22. Defining Industry Competition
  23. The Five Forces Framework
  24. Three Generic Strategies
  25. Debates and Extensions
  26. The Savvy Strategist
  27. Chapter Summary
  28. Key Terms
  29. Critical Discussion Questions
  30. Topics for Expanded Projects
  31. Closing Case: Emerging Markets: High Fashion Fights Recession
  32. Notes
  33. Ch 3: Leveraging Resources and Capabilities
  34. Knowledge Objectives
  35. Opening Case: IBM at 100
  36. Understanding Resources and Capabilities
  37. Resources, Capabilities, and the Value Chain
  38. From SWOT to VRIO
  39. Debates and Extensions
  40. The Savvy Stategist
  41. Chapter Summary
  42. Key Terms
  43. Critical Discussion Questions
  44. Topics for Expanded Projects
  45. Closing Case: Emerging Markets: From Copycats to Innovators
  46. Notes
  47. Ch 4: Emphasizing Institutions, Cultures, and Ethics
  48. Knowledge Objectives
  49. Opening Case: Cut Salaries or Cut Jobs?
  50. Understanding Institutions
  51. An Institution-Based View of Business Strategy
  52. The Strategic Role of Cultures
  53. The Strategic Role of Ethics
  54. A Strategic Response Framework for Ethical Challenges
  55. Debates and Extensions
  56. The Savvy Strategist
  57. Chapter Summary
  58. Key Terms
  59. Critical Discussion Questions
  60. Topics for Expanded Projects
  61. Closing Case: Facebook Violates Privacy
  62. Notes
  63. Part 2: Business-Level Strategies
  64. Ch 5: Growing and Internationalizing the Entrepreneurial Firm
  65. Knowledge Objectives
  66. Opening Case: Emerging Markets: Amazon.com of Russia
  67. Entrepreneurship and Entrepreneurial Firms
  68. A Comprehensive Model of Entrepreneurship
  69. Five Entrepreneurial Strategies
  70. Internationalizing the Entrepreneurial Firm
  71. Debates and Extensions
  72. The Savvy Entrepreneur
  73. Chapter Summary
  74. Key Terms
  75. Critical Discussion Questions
  76. Topics for Expanded Projects
  77. Closing Case: Emerging Markets: Microfinance, Macro Success or Global Mess?
  78. Notes
  79. Ch 6: Entering Foreign Markets
  80. Knowledge Objectives
  81. Opening Case: Enter the United States by Bus
  82. Overcoming the Liability of Foreignness
  83. Understanding the Propensity to Internationalize
  84. A Comprehensive Model of Foreign Market Entries
  85. Where to Enter?
  86. When to Enter?
  87. How to Enter?
  88. Debates and Extensions
  89. The Savvy Strategist
  90. Chapter Summary
  91. Key Terms
  92. Critical Discussion Questions
  93. Topics for Expanded Projects
  94. Closing Case: Emerging Markets: Pearl River Goes Abroad
  95. Notes
  96. Ch 7: Making Strategic Alliances and Networks Work
  97. Learning Objectives
  98. Opening Case: Emerging Markets: Yum! Brands Teams Up with Sinopec
  99. Defining Strategic Alliances and Networks
  100. A Comprehensive Model of Strategic Alliances and Networks
  101. Formation
  102. Evolution
  103. Performance
  104. Debates and Extensions
  105. The Savvy Strategist
  106. Chapter Summary
  107. Key Terms
  108. Critical Discussion Questions
  109. Topics for Expanded Projects
  110. Closing Case: Emerging Markets: BP, AAR, and TNK-BP
  111. Notes
  112. Ch 8: Managing Global Competitive Dynamics
  113. Knowledge Objectives
  114. Opening Case: Patent Wars and Shark Attacks
  115. Strategy as Action
  116. Industry-Based Considerations
  117. Resource-Based Considerations
  118. Institution-Based Considerations
  119. Attack and Counterattack
  120. Cooperation and Signaling
  121. Local Firms versus Multinational Enterprises
  122. Debates and Extensions
  123. The Savvy Strategist
  124. Chapter Summary
  125. Key Terms
  126. Critical Discussion Questions
  127. Topics for Expanded Projects
  128. Closing Case: Emerging Markets: HTC Fights Apple
  129. Notes
  130. Part 3: Corporate-Level Strategies
  131. Ch 9: Diversifying, Acquiring, and Restructuring
  132. Knowledge Objectives
  133. Opening Case: Emerging Markets: Corporate Diversification Strategy in South Korean Business Groups
  134. Product Diversification
  135. Geographic Diversification
  136. Combining Product and Geographic Diversification
  137. A Comprehensive Model of Diversification
  138. Acquisitions
  139. Restructuring
  140. Debates and Extensions
  141. The Savvy Strategist
  142. Chapter Summary
  143. Key Terms
  144. Critical Discussion Questions
  145. Topics for Expanded Projects
  146. Closing Case: Emerging Markets: Emerging Acquirers from China and India
  147. Notes
  148. Ch 10: Strategizing, Structuring, and Learning around the World
  149. Learning Objectives
  150. Opening Case: Emerging Markets: Samsung’s Global Strategy Group
  151. Multinational Strategies and Structures
  152. A Comprehensive Model of Multinational Strategy, Structure, and Learning
  153. Worldwide Learning, Innovation, and Knowledge Management
  154. Debates and Extensions
  155. The Savvy Strategist
  156. Chapter Summary
  157. Key Terms
  158. Critical Discussion Questions
  159. Topics for Expanded Projects
  160. Closing Case: A Subsidiary Initiative at Bayer MaterialScience North America
  161. Notes
  162. Ch 11: Governing the Corporation around the World
  163. Knowledge Objectives
  164. Opening Case: High Drama at Hewlett-Packard (HP)
  165. Owners
  166. Managers
  167. Board of Directors
  168. Governance Mechanisms as a Package
  169. A Global Perspective
  170. A Comprehensive Model of Corporate Governance
  171. Debates and Extensions
  172. The Savvy Strategist
  173. Chapter Summary
  174. Key Terms
  175. Critical Discussion Questions
  176. Topics for Expanded Projects
  177. Closing Case: Emerging Markets: The Private Equity Challenge
  178. Notes
  179. Ch 12: Strategizing with Corporate Social Responsibility
  180. Knowledge Objectives
  181. Opening Case: Launching the Nissan Leaf: The World’s First Electric Car
  182. A Stakeholder View of the Firm
  183. A Comprehensive Model of Corporate Social Responsibility
  184. Debates and Extensions
  185. The Savvy Strategist
  186. Chapter Summary
  187. Key Terms
  188. Critical Discussion Questions
  189. Topics for Expanded Projects
  190. Closing Case: Whole Foods’ John Mackey on Conscious Capitalism
  191. Notes
  192. Integrative Cases
  193. Integrative Case 1: 3i Group’s Private Equity Investment in China’s Little Sheep
  194. 3i Group PLC
  195. Entrepreneurial Beginnings of Inner Mongolia Little Sheep Catering Chain Co., Ltd.
  196. The Trademark Battle
  197. Rapid Growth and Strategic Re-orientation
  198. Management’s Goal
  199. Origin of 3i’s Private Equity Deal with Little Sheep
  200. Winning the Mandate
  201. Forming a Strategic Blueprint
  202. Mapping Strategy to Operations: The 180-Day Plan
  203. Strengthening the Management Team and the Board
  204. Creating a Standards Committee
  205. Creating and Executing a New Franchise Strategy
  206. Shelving the International Expansion Plan
  207. Early Results
  208. Conclusions
  209. Case Discussion Questions
  210. Integrative Case 2: TeliaSonera: A Nordic Investor in Eurasia
  211. Merger of Telia & Sonera
  212. Eurasia Expansion
  213. Alliances and Acquisitions in Eurasia
  214. New Branding Strategy
  215. Case Discussion Questions
  216. Integrative Case 3: The Indian Business Process Offshoring Industry
  217. Industry Evolution
  218. The Impact of the Global Recession
  219. Case Discussion Questions
  220. Integrative Case 4: Wynn Macau: Gambling on the Edge of China
  221. The Stage for Competition
  222. Wynn Is Winning
  223. The Cotai Challenge
  224. Case Discussion Questions
  225. Integrative Case 5: Ryanair
  226. Resources and Strategy
  227. Operations
  228. Human Resource Management
  229. Customer Service
  230. Ancillary Revenues
  231. Use of the Internet: Booking, Check-in, and Boarding
  232. Loose Cannon or Astute Strategist
  233. Operating and Financial Performance
  234. Government Regulation
  235. Questionable Practices
  236. Industry and Competition
  237. Future Risks and a Bold Idea
  238. Case Discussion Questions
  239. Integrative Case 6: SolarWorld USA
  240. SolarWorld History
  241. Corporate Financial Performance
  242. Solar Technology
  243. US Solar Power Utilization
  244. US Solar Energy Trade
  245. SolarWorld Products
  246. International Market Conditions
  247. SolarWorld’s Resources and Capabilities
  248. Institutional Considerations
  249. Business Decision
  250. Case Discussion Questions
  251. Integrative Case 7: SnowSports Interactive: A Global Start-up’s Challenges
  252. History of the Company
  253. The Product/Services
  254. The Industry
  255. The Financial Situation
  256. The Company Strategy
  257. A Global Market for SSI?
  258. Case Discussion Questions
  259. Integrative Case 8: Wikimart: Building a Russian Version of Amazon
  260. Time Line of Financing and Growth
  261. Why Tiger?
  262. Business Model
  263. Company Strategy and Organization
  264. Russia’s Internet Industry and Wikimart’s Competition
  265. Wikimart’s Future
  266. Case Discussion Questions
  267. Integrative Case 9: Texas Instruments in South Korea: An Educational Opportunity
  268. Textbooks: From Paper to Pixels
  269. South Korea: Modernizing Education
  270. TI: A Pioneer in Education
  271. TI Nspire
  272. Software and Content
  273. Conclusion
  274. Case Discussion Questions
  275. Integrative Case 10: Jobek Do Brasil’s Joint Venture Challenges
  276. The Hammock and Leisure Furniture Industry
  277. Social and Environmental Certifications
  278. History of Jobek do Brasil
  279. Product Design
  280. The Adoption of the FSC Certification Standard and the Supply of Certified Wood
  281. International Marketing
  282. Production and Distribution
  283. The International Joint Venture with Hatteras
  284. The Crisis and Future Challenges
  285. Case Discussion Questions
  286. Integrative Case 11: The Antitrust Case on the AT&T – T-Mobile Merger
  287. The Merger
  288. The Antitrust Case
  289. The Outcome
  290. Case Discussion Questions
  291. Integrative Case 12: Ocean Park Fights Hong Kong Disneyland
  292. The Arrival of Hong Kong Disneyland
  293. Leveraging Ocean Park’s Strengths
  294. Turning a Threat into an Opportunity
  295. Case Discussion Questions
  296. Integrative Case 13: Nomura’s Integration of Lehman Brothers’ Assets in Asia and Europe
  297. The Opportunity of a Lifetime
  298. Integration Challenges
  299. Postacquisition Performance
  300. Case Discussion Questions
  301. Integrative Case 14: Baosteel Europe
  302. The Making of a Global Corporation
  303. Strategic Positioning and Global Activities
  304. Setting up a Subsidiary in Hamburg, Germany
  305. Business Areas of the Baosteel Subsidiary in Germany
  306. Corporate Culture and Work Atmosphere
  307. Human Resource Management (HRM)
  308. Baosteel Europe Paves the Way for Integration and Expansion
  309. Case Discussion Questions
  310. Integrative Case 15: Bank of America’s Corporate Social Responsibility and the Occupy Wall Street Mo
  311. Bank of America’s CSR Activities
  312. History
  313. 2010 CSR Report: Conflict between Social and Financial Responsibility
  314. The Dilemma Bank of America Faced for 2012 CSR Plan
  315. Case Discussion Questions
  316. Glossary
  317. Index of Organizations
  318. Index of Names
  319. Index of Subjects

 

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