Imitation: Pretty Profitable Parrots

The Economist just posted an interesting article on the value of imitation as a strategy. We often spend time focused on what makes a strategy inimitable. Of course, the spate of recent law suits tells the other side of the story in terms of the risks of copying. That said, there is little new under the stars and imitation can yield tremendous returns. We don’t see much focus in cases (or the literature) on imitation as a capability. What makes firms good at it?

 

Contributed by Sheen Levine

Airlines Try to Cut out Middlemen

This article in the economist explores the strategic moves airlines made as they entered the internet era (online reservations, etc.). Thinking that travel agents would go the way of the dinosaur, the stopped paying commissions and built their reservation web pages. However, this ultimately created powerful online reservation systems that the airlines now must pay commissions to. The article provides a road map on how NOT to use the 5 forces in developing a strategy…

Sumo Strategy: Size matters…

This video is certainly of questionable taste but that hasn’t stopped me from using it in class. It depicts a battle between a sumo wrestler and a much larger sumo wrestler (the conclusion is not pretty). It can be used to discuss the point of inimitable resources (of course size but also brand or anything else). I have also used it in discussing Yoffie’s Judo Strategy in class.

Contributed by Russ Coff

Alliance: Save the Antelope!

This is a very short/funny clip depicting a man who outruns a Cheetah to save an antelope. There are lots of possible uses. Perhaps the man is the antelope’s strong alliance partner. It could demonstrate unusual (dynamic/global/human capital) capabilities. Please comment if you see other uses…

Contributed by Russ Coff

A Fly in the Ointment

A recent blog post, along with a related New York Times article, outlines a dramatic increase in the price of generic ointments. Several factors might account for high prices including:

  • High barriers to entry as regulations require firms to prove that ointments are absorbed in the skin as well as branded products.
  • Oligopoly conditions supported by the barriers since there are only three players in the market (and they are differentiated since they produce different generics).
  • Willingness to pay since doctors and patients are not generally price sensitive when it comes to prescriptions. Continue reading

Google’s $12.5B Acquisition of Motorola

Google’s recent $12.5B acquisition of Motorola mobility is a great “ripped from the headlines” case. Here are a series of news articles that one can distribute (not all are really needed). In order to assess Google’s prospects for creating value, one must evaluate the following key sources of uncertainty:

  • Intellectual property as a resource. Will the patents help Google beat Apple in court (or reach a favorable settlement)? The litigation is a critical part of Apple’s global strategy to limit the threat that Android poses to the iPhone.
  • Vertical integration. Apple has created a great product that works very well. Part of the reason may be that the operating system and hardware are better integrated. Can Google produce a better product that commands a higher willingness to pay?
  • Alliance partners. Will Google lose partners who are now direct rivals (to Windows or new operating systems)? Continue reading

Bird/Dog Alliance Defeats the Cat

Funny DHL commercial to illustrate the value of alliances. One might wonder if the alliance is stable over time though…

Contributed by Russ Coff

Auction of Fire Net: Strategic Factor Markets

This depicts an auction of a fire net as people contemplate jumping out of a burning building. Useful to talk about strategic factor market theory — especially if you have a dark sense of humor.

Contributed by Russ Coff

Cup Stacking Record: Speed vs. flexibility

This video shows the world record in cup stacking. The task requires speed in a repetetive task. It might be thought of as a capability however, it is clear that it is not about flexibility or adaptability. This helps to illustrate the distinction of a dynamic capability — this is not strategy under uncertainty.

A bit of trivia is that Emily is the CEO’s daughter for SpeedStacks, the company that makes specialized cups for stacking and the primary backer of the “World Sport Stacking Association.” She might actually be a resource for her father’s company…

Contributed by Russ Coff

Dilbert Explains the Prisoner’s Dilemma

The title says it all. A must if you teach this…

Contributed by Russ Coff

 

15 Lateral Passes to Score: A dynamic capability?

This video shows a play one could never plan. Might it be possible to train a team to improvise when the opportunity presented?

Contributed by Mason CarpenterMason Carpenter

Planning vs. Luck

Here the lions wait for their food to deliver itself. Did they know to wait under that tree? It is very funny but also explores why planning is necessary…

Click Here to download a video of lions “hunting”

Contributed by Russ Coff

Short Compilation of Experiential Exercises

Click here to download this collection of exercises. This was assembled as part of an AoM session by Russ Coff and Don Hatfield

Contributed by Russ Coff

Simulation Resources

Contributed by Mason CarpenterMason Carpenter

Acquire Box Game

“Acquire is a box game that is easy to learn and can be played in about an hour by four players.  I bought a dozen games and break the class up into teams and link the game to cases on rivalry, competition, and acquisitions.  It does a great job of putting students in the position to see how serendipity and strategy interact, and how your wins are a function of others’ actions, intentions and hubris.  The first site below actually has a couple of free and simple DOS versions of the game that students can use for practice and familiarization.” Click Here to Access

Contributed by Mason CarpenterMason Carpenter

 

Quarter-length and Semester-length Simulations

Attention simulation users: It would be great to have a separate page for each simulation below. If you have used it and can summarize strengths, limitations, and some tips for implementing, please submit a full entry on the simulation.

Click the links below to access quarter and semester length simulations

Contributed by Mason CarpenterMason Carpenter

Learning Through Simulations and Exercises

I’ve been using simulations to tie together segments in my class and to give students a better experience with the process of strategy.  It is important to allocate a good chunk of time — from one to three hours — to fully debrief the sim.  This debrief includes some sharing of emotions, since simulations can result in conflict and anxiety — I’ve had teams explode and almost come to blows.  It is useful to point out to participants that although this is a simulation, part of the results are a reflection of the individual themselves, along with their particular role, and the context provided by the simulation.  Three readings that may be helpful regarding sims are (Also see Brian Boyd’s website for additional resources below under OTHER TOOLS & LINKS:

Keys, J. Bernard, Robert M. Fulmer, and Stephen A. Stumpf.  1996.  Microworlds and simuworlds: Practice fields for the learning organization, Organizational Dynamics, Spring.

Orbanes, Phil. 2002. Everything I know about business I learned from Monopoly, Harvard Business Review, March.

Stumpf, Stephen A. and Jane E. Dutton. 1990. The dynamics of learning through management simulations: Let’s dance, Journal of Management Development, 9(2) 7-15.

Contributed by Mason CarpenterMason Carpenter

Mini Cases

I developed a number (39!) of mini-cases to demonstrate a range of strategy topics.  I usually use the cases and their attached questions at the beginning of a lecture or part way through to break up the pace.  I find that they provide a strong, shared basis for talking about particular subjects in strategy, and can be used to promote debate and discussion.  These are found in the Test Bank accompanying the Hitt, Ireland, Hoskisson Strategic Management textbook, Fifth Edition (2003).

Contributed by Mason CarpenterMason Carpenter

Strategy BINGO exercise

The BINGO (actually called STRATEGY).  This consists of two documents that are attached.  First, I created 16 different playing cards by putting on words I expected to use in class.  Then, I created a list of additional words that I expected to use.  I instructed students to take one of the playing cards and then fill in the blanks with words from the list.  By partially completing the card, I saved class time.  By having students finish the card themselves, I ensured that each card would be different.

I only used this approach once, but should use it again.  The particular topic the day I used it was ‘competitive dynamics’.  I think the topic was a bit too hard for the students, but they seemed to like the game.  The two winners in each section received a $5 Subway gift certificate.

16 different playing cards

Additional Words: Resources, Learning, Differentiation, Risk, Hot Topic, People, Information, Payoff, Second Mover, Royalties, Average, Product, Training, Scale, Value Chain, Saturn, Winner, Technology, Subway, Barriers To Entry, Brand, Tomorrow, Generic Strategy, Trillion, Groups, Delay, Plant, Time,

Teaching extended (multi-part) cases

At the 2003 SMS Conference, Mason Carpenter (me), Amy Hillman, W. Gerry Sanders, & Gerry Keim presented a program on challenges and opportunities of teaching extended session strategy classes.  The hand-out with several of the pertinent suggestions are provided in the attached handout.

Click Here to Download PDF

Contributed by Mason CarpenterMason Carpenter