Category: Business and Management : Management

Near the end of our text, in Ch. 14, there will be content on how we can learn from risk management leaders. These are well thought of profitable companies. Please look at one of these companies and provide a description of it that includes information about their business.

Instruction and template are provided Please follow all instructions and format Please Pick ONE  Topic from the “Choose a topic” file  to write about.. 

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“Embark on a philosophical exploration of existentialism, delving into its key concepts, origins, and implications for understanding human existence. Investigate the existentialist philosophies of thinkers such as Søren Kierkegaard, Friedrich Nietzsche, and Jean-Paul Sartre, analyzing their perspectives on freedom, individuality, and the search for meaning in a seemingly absurd world. Examine existentialist themes in literature, film, and art, considering their existentialist implications. Evaluate the relevance of existentialist thought in contemporary society, addressing existential crises, authenticity, and the pursuit of personal fulfillment. Utilize philosophical texts, critical analysis, and reflective inquiry to engage deeply with existentialist philosophy and its enduring questions.”

After reading the Collusion in Major League Baseball Case from our textbook, respond to the following prompts in one to four sentences:
Based on the information in the case (and as of the case’s date, 1988-1990)
According to the case’s description, during the following periods did collusion exist between MLB owners and, if so, was it tacit or explicit (briefly describe why)?
In the offseason preceding the 1985 season
In the offseason preceding the 1986 season
In the offseason preceding the 1987 season
In the offseason preceding the 1988 season
Why might Major League Baseball be at risk if there is not explicit collusion, but there is tacit collusion (i.e. not communicated between owners, nor through the commissioner’s office)?
Which industry attributes affected the likelihood of successful collusion in Major League Baseball (see Table 7.6) and how so?
Additional information: Between 1984 and 1988, there were 26 MLB teams. New teams could not be added without approval of existing teams’ owners, andMajor League Baseball had limited ability to prevent other parties in its supply chain from working with other leagues (in baseball or in other sports)
How are the ethical implications of collusion in Major League Baseball similar and/or dissimilar from other examples of collusion (specific as given by the textbook, or in general as described by the textbook)?

After reading the Way-Mart Case from our textbook, respond to the following prompts in one to four sentences:
Based on the information in the case (and as of the case’s date, 2013)
Does Walmart have a competitive advantage?
Temporary CA?
Sustainable CA?
What changes could be made to develop CA and/or create more sustainable CA?
Are there resources Walmart or its competitors control that are key to CA?
Financial, Physical, Human, and Organizational?
Temporary CA?
Sustainable CA (VRIO)?
How has Walmart’s history shaped its capabilities/resource bundles (Financial, Physical, Human, and Organizational)
How does Walmart’s internal environment drive its strategic and tactical decisions at the organizational and divisional levels (as highlighted in the case)?
Which of Walmart’s capabilities/resources are most important for effective international expansion?
What adjustments should Walmart make in altering/acquiring capabilities/resources for particular foreign markets (dependent on the differing strategy/tactics it should deploy in these markets)?

After reading the NHL Enterprises Case from our textbook, respond to the following prompts in one to five sentences:
Based on the information in the case (and as of the case’s date, 1998)
Evaluate NHLE’s value chain?
What does the overall value chain for this sector look like (raw material to delivery)?
Which portions is NHLE currently engaged in?
How would it change under the three variants of the expansion opportunity?
Are there alternatives to vertical integration that the case doesn’t describe?
How would the potential changes in vertical integration affect NHLE’s exposure to opportunism?
How would the potential changes in vertical integration affect NHLE’s flexibility?
How well do the potential changes in vertical integration align with NHLE’s resources/capabilities, organizational structure, and strategic goals?

After reading the Levi’s Case from our textbook, respond to the following prompts in one to five sentences:
Based on the information in the case (and as of the case’s date, Early 2000’s)
What is Levi’s strategy?
Where is Levi’s on spectrums of differentiation and cost leadership? What are other important elements of Levi’s strategy? Would these change under CCTC’s proposal?
How is Levi’s able to differentiate?
Which source(s) of differentiation are relevant (see Chapter 5 and Table 5.2 of textbook for sources)?
Which of Levi’s capabilities/resources are most important for maintaining a differentiation advantage?
Evaluate the external environment and its strategic implications at two levels:
Broader industry: apparel manufacturers
Specific industry: jeans manufacturers
How attractive is its industry what are the key industry forces and success factors?
Do any major manufactures of jeans (with substantial market share) have broader product offerings (e.g. jeans < 50% of total revenue) Should Levi widen their offering offerings (if so to where) based on the analysis of its competitors (both those who are focused and diversified) Analyze CCTC’s proposal & its impact on Levi’s participation in the value chain? What does the value chain look like for Levi’s with & without the CCTC offer? How else could Levi’s adjust its participation in the value chain? Evaluate potential outcomes - Do Levi’s resources/capabilities support implementing CCTC’s offer; what are the strategic and financial upside and downside and how certain are the outcomes (e.g. impact of external environment change, reliability of the cost savings estimates, etc.)