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佛山科学技术学院2011—2012学年第二学期
《企业战略管理（II）》课程论文
Please study the following cases and answer the questions in English or Chinese.Case Scenario1: Walt Disney Company.(20%)
Walt Disney Company is famed for its creativity, strong globalbrand, and uncanny ability to take service and experience businees to higher levels.In the early 1990s, then-CEO Michael Eisner looked to the fast-food industry as a way to draw additional attention to the Disney presence outside of its theme parksthis research intensity has allowed the company to release, on average, a new product every day over the past five years.Despite its past strength and high brand awarene, Plasco’s profitability has been eroded by dramatic increases in the cost of plastic resin, the primary input into its plastic products.Moreover, the retail channel has experienced rapid consolidation resulting in a shift in the balance of power from branded manufacturers like Plasco, to strong retailers like Wal-Mart, who in turn have been unwilling to help Plasco absorb the higher resin costs.Enhancing Wal-Mart’s power is the fact that it can always turn to alternative high-volume sources of consumer plastic products like Sterlite.Further hampering Plasco’s recovery is the emergence of feisty little foreign competitors like Zig Industries, a $250 million Israeli firm that has begun to take part of Plasco’s market share in plastic toolboxes.Ironically, Plasco was the first company to offer plastic toolboxes some 20 years ago.This innovation changed the market dramatically and Plasco’s first mover strategy rewarded it with a rapidly growing new segment and a dominant market position.Today, Plasco’s toolboxes are viewed as rather boring, while Zig’s products are ingeniously designed to catch the customer’s eye in the aisle(better merchandising the product)and capture their interest(and pocketbook)with many new and novel features.Zig is also able to provide this new line of toolboxes at between 10% to 15% le than Plasco.Questions：
1.Is Wal-Mart Plasco’s competitor or its customer? Why?(5%)
Wal-Mart is Plasco’s customer.Because Wal-Mart consumes the products Plasco outputs instead of produces them.2.Is the toolbox busine a slow-, standard-, or fast-cycle busine? Why?（7%）
The toolbox busine is a Fast-cycle busine.Because: Although Plasco was the first company to offer plastic toolboxes some 20 years ago, other companies(such as Zig,a small player)changed its dominant market position in a short time.3.How can a small player like Zig be such a succeful competitor against a large, established firm like Plasco?（8%）
First, a small player must have new ideas which are better or more convenient to customers than the large, established firm.Innovation is the most important.Second, try the best to use the existing technology to reduce the cost.Third, seize the opportunity and cooperate with other companies.Case Scenario3: Jewell Company.(20%)
Jewell Company(JC)is a $2 billion diversified manufacturer and marketer of simple household items, cookware, and hardware.In the early 1950s, JC’s busine consisted solely of manufactured curtain rods that were sold through hardware stores and retailers like Sears.Since the 1960s however, the company has diversified extensively through acquisition into such businees as paintbrushes, writing pens, pots and pans, and hairbrushes.Over 90 percent of its growth can be attributed to these many small acquisitions, whose performance it improved tremendously through aggreive restructuring and its corporate emphasis on cost-cutting and cost controls.While JC’s sixteen different lines of busine may appear quite different, they all share the common characteristics of being staple manufactured items and sold primarily through volume retail channels like Wal-Mart, Target, and Kmart.Because JC operates each line of busine autonomously(separate manufacturing, R&D, and selling responsibilities for each line), it is perhaps best described as pursuing a related linked diversification strategy.The common linkages are both internal(accounting systems, product merchandising skills, and acquisition competency)and external(distribution channel of volume retailers).JC is presently contemplating the acquisition of Plastico, a $3 billion U.S.-based manufacturer of flexible plastic products like trash cans, reheatable and freezable food containers, and a broad range of other plastic storage containers designed for home and office use.While Plastico has been highly innovative(over 80% of its growth has come from internal new product development), it has had difficulty controlling costs and is losing ground against powerful customers like Wal-Mart.JC believes that the market power it wields with retailers like Wal-Mart will help it turn Plastico’s prospects around.Questions:
1.How might JC's related diversification strategy result in economies of scope and market power?(5%)
It might expand its economies of scope and increase its market power.By related diversification strategy, JC would become more and more powerful.2.Why would the acquisition of Plastico be good for JC?(7%)
That is because: Plastico has had difficulty controlling costs and is losing ground against powerful customers like Wal-Mart.But JC believes that the market power it wields with retailers like Wal-Mart will help it turn Plastico’s prospects around.So they think the acquisition of Plastico be good for JC.3.What difficulties might you expect JC to encounter related to its acquisition of Plastico?(8%)
First,Plastico was a company which was bigger than JC, maybe they were reluctant to be purchased by a company smaller than Plastico.Second, they should ensure they have enough money, so they might deal with the problem of shortage of funds.Third, the big retailers like Wal-Mart not necearily would help JC.Fourth, JC must integration of all resources effectively to achieve the largest profit.Case Scenario4: Syco Inc.(SI).(20%)
Syco, Inc.(SI)was founded the late 1800s and grew through acquisition from being primarily a large discount retailer into a highly diversified firm.Beyond retailing(still SI’s dominant busine), by the middle of the 1990s its lines of busine included significant market positions in insurance, consumer credit cards, stock brokerage, commercial and residential real estate brokerage, and an online Internet portal.Each of the non-retail businees was average in its relative industry performance.Consistent with the decentralized structure at SI and arms-length corporate oversight, each of these businees was also rapidly developing their own unique brands and customer following.However, within a short period of time it became apparent that the retail busine was failing.SI’s vast mall-based department store holdings were suffering from deferred maintenance and merchandising that did not appear to be popular with its once large consumer base.At the same time, highly efficient and focused low-cost competitors like Wal-Mart were beginning to take significant market share from SI.On the verge of bankruptcy by early 2000, SI’s management chose to sell off its insurance, real estate and stock brokerage units;it also spun off its credit card and portal businees in separate public offerings.Questions: 1.Why do you suppose SI entered the non-retail businees through acquisition? Is this a cheaper route than starting up these businees from scratch?（10%）
Through acquisition, a company could apply of existing resources and advantages of other companies, combine with its own advantages, thus in a short period of time to achieve the expected operating results.At the same time, a purchase also could reduce the risk and made it convenient to enter other industries.So I think a purchase is not only a cheaper route but also a faster route than starting up these businees from scratch.2.Why do you suppose that SI sold off or spun-off its non-retail businees?（10%）
First，SI wanted to collect enough money to develop its retail busine.Second, SI couldn't integration of all resources effectively, it sold off or spun-off its non-retail businees in order to concentrate manpower and material resources to develop major busine.Third, retail was the major busine for a long time, now the retail was failing, if SI don't take measures to improve the situation, that would be dangerous for SI.Case Scenario5: Heartsong LLC.(20%)
Heartsong LLC is a designer and manufacturer of replacement heart valves based in Peoria, Illinois.While a relatively small company in the medical devices field, it has established a worldwide reputation as the provider of choice of high-quality, leading-edge artificial heart valves.Most of its products are sold to large regional hospital systems and research hospitals around the world, though primarily to customers in the U.S.and Europe.Specialty heart centers are another emerging, but fast-growing market for its valves.Heartsong has recently embarked on an expansion strategy that requires it to increase its volume, which in turn will demand more component parts than it can source domestically-both from an economic and volume standpoint.The firm has determined that such growth is only viable if it produces these parts itself overseas for a lower cost, or outsources the production entirely to a joint venture it establishes with a local manufacturer, which could both produce the parts more cheaply and in higher volumes.It is considering starting up an owned production facility in Luxembourg, or seeking a joint venture with a precision manufacturer in China.Questions：
1.What opportunities and threats might Heartsong be exposing itself to via the Luxembourg expansion proposal?(5%)
Opportunities: It might produce the parts Heartsong need more cheaply and in higher volumes and sale its product to its major market--Europe directly.It will benefit in a long run.Threats: It might cost a lot of money to buy the production facility, factory,artificial and so on.In addition ,it might faced with more risk and it demanded for more manpower and resources.In a word, it was troublesome.2.What opportunities and threats might Heartsong be exposing itself to via the China expansion proposal?(7%)
Opportunities: China has plenty of cheap labour ,it might produce the parts Heartsong need more cheaply and in higher volumes and it was the most convenient and effective way for Heartsong to expand the scope of the market in a short term.Threats: First, it is not conducive to the development of enterprises in the long run.Second, information might be leaked and core technology might be simulated and exceeded by competitors.Third, China is not the major market now, Heartsong had to export the product which was made in China to other markets.At last, China's labour was more expensive.3.Which option would you recommend?(8%)
In the short term , the China expansion proposal is better.But considering long-term , the Luxembourg expansion proposal is better.If Heartsong didn't have enough money at present, it could seek a joint venture with a precision manufacturer in China.Because outsourcing didn't need too much money.But started up an owned production facility in Luxembourg was benefit for a long time.It is convenient for management and integration of resources.The most important thing was the cost of product would be the least, thus could enhance the competitivene of enterprises.So I think starting up an owned production facility in Luxembourg is better in the long run.
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