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at understanding its competitors’ value chain and competitive strengths and weaknesses?
4. Of what value is the concept of creative destruction to managers (Note on Schumpeter)?
Further Readings (Recommended not required):
 Jeffrey Pfeffer & Robert Sutton, The Knowing-Doing Gap (Harvard Business School Press, 2000).
 Jeanne Liedtka, “Collaborating Across Lines of Business for Competitive Advantage,” Academy of Management
Executive, 10 (1996): 5 – 10.
10
Class 3, The Internal Competitive Environment – Resources, Assets, Core Competency
Class Overview (Approximate)
Time Topic/Activity
8 - 9:30 Combining External & Internal Analyses -- ATT Consumer Products Division
* Industry Analysis of Phone/Answering Machine market in mid to late-1980s
* Core Competency Analysis of AT&T Consumer Products Division & Critique of its Strategy
Break
9:50 – noon Delving into the Resource-Based-Model of Strategy:
* Starbucks Case
* Illustrating Importance of Resources to strategy with in-class exercise (bring a sweet tooth!)
Class Readings :
Reading Availability
Schnietz, Note on Resources, Capabilities and Core Competencies Blackboard class e-room
AT&T Consumer Products, HBS Case 9-392-108. Pages 1-7 only; rest
of case will be focus of class no. 5.
* www.study.net
* HBS Publishing
Starbucks, Ivey School of Business Case 98M006. Entire Case * www.study.net
* HBS Publishing
Simulation Manual * Chpt. 2
Questions:
1. Prepare an industry analysis for the AT&T using Porter’s 5 Forces model -- how powerful is each force in the
telecommunications equipment (not service) industry immediately following deregulation in the early 1980s?
What generic, business-level strategy does AT&T Consumer Products appear to be following in the mid-to-late
1980s? Are there any drawbacks to this strategy?
2. The Resource-Based View says strategy must fit external environmental threats and opportunities to a firm’s
internal resources and capabilities. It also claims that the most likely form of sustainable competitive advantage
will come from capabilities that cut across a firm’s divisions and operations. What are AT&T’s main resources
and capabilities in the late 1980s, when the Consumer Products Division is sending manufacturing abroad? Is
there a mismatch between AT&T Consumer Products’ Division’s strategy and its internal resources? If so, what
should they do differently?
3. Which generic, business-level strategy has Starbucks chosen? What’s the evidence? What does Starbuck’s
sell? What are its strongest assets/resources? Why invest in so many parts of the value chain – is this overkill?
What is driving growth at Starbucks? How is Starbucks doing financially (please be specific – chose a financial
ratio relating to its revenues or expenses, its profitability, its ability to manage debt, or its ability to manage its
assets and analyze Starbuck’s recent performance numerically)? Does Starbucks have a sustainable competitive
advantage?
Further Readings (Recommended not required):
* Collis & Montgomery, “Competing on Resources: Strategy in the 1990s,” Harvard Business Review 4, (1995): 118.
* Briger Wernerfelt, “A Resource-Based View of the Firm,” Strategic Management Journal (Sept-Oct 1984).
Some great examples of firms who develop strong, resource-based strategies:
* “New Banking Model,” Fortune, 3-31-03: 102; “Banks Elbow for Consumers, WaMu Thrives,” WSJ, 11-11-03: A1.
* “How Genentech Got It,” Fortune, 6-9-03: 81.
* “A Big Drug Maker Moves to Play Down Mass Market Pills,” WSJ, 9-20-04: A1.
* Peter Drucker, The Effective Executive (1966).
11
Class 4, Strategy Formulation: Cooperation, Vulnerability, Opportunism & Strategic Lock-Out
Class Overview (Approximate)
Time Topic/Activity
8 - 9:50 Cooperative Strategies, Assets, Vulnerability and Opportunism
* Overview of Benefits and Drawbacks of Joint Ventures
* SwissAir Case –Industry Analysis & Resource Analysis
* Transaction Cost Economics Overview: Opportunism & Strategic Lock-out
* What’s Luck Got to Do with It? In-class exercise
Break
10:10 –
noon
Acquisition Strategies
* Loewen Group Case
* Video: 60 Minutes segment on SCI (Service Corp. International)
Class Readings :
Reading Availability
Swissair’s Alliances A, Harvard Business School Case No. 9-794-152. * www.study.net
* HBS Publishing
Schnietz, Note on Transaction Cost Economics Blackboard class e-room
The Loewen Group, Ivey School of Business Case No. 98M008. * www.study.net
　
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