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* HBS Publishing
Simulation Manual Pages 75-99
Questions:
1. SwissAir Industry Analysis: What are the main trends in the international airline industry in the late 1980s, at
the time of the SwissAir case? What do customers value? Place the airlines mentioned in the case in the 2x2
generic business strategy matrix. Who are the best-positioned players? How sustainable are their positions?
2. SwissAir Internal Analysis: How has Swissair differentiated itself from other airlines, and what strategic
activities have supported its strategy? What was the logic of Swissair’s alliance choices in 1989? How are joint
ventures and the resource-based view of strategy related? By 1992, had any of the underlying reasons for
Swissair’s alliance partners changed? In 1992, how is SwissAir making money? How does this case illustrate
some of the benefits and drawbacks of cooperative arrangements?
3. How do opportunism and asset specificity shed light on some of the vulnerabilities of joint ventures
(Schnietz Note on Transaction Cost Economics)? In what way is SwissAir made vulnerable by its JV with Delta?
4. Prepare a 5-Forces Analysis of the death care industry at the time of the Loewen case. What’s valued by the
customer? What are the key success factors in the industry? How do Loewen and SCI compare on the key
success factors? Which firm has a sustainable competitive advantage? What’s the evidence?
Further Readings (Recommended not required):
* Gary Hamel, et al, “Collaborate with Your Competitors—and Win,” Harvard Business Review, 1(1989 ): 133-139.
* Oliver Williamson, The Economic Institutions of Capitalism (The Free Press, 1985). This is the transaction cost
economist.
* Adam Brandenburger and Barry Nalebuff, Co-opetition (Doubleday, 1996).
* Robert David and Shin-Kap Han, “Systematic Assessment of the Empirical Support for Transaction Cost Economics,”
Strategic Management Journal 25 (2004): 39.
12
Class 5, The External Environment: Stakeholders & Corporate Social Responsibility
Class Overview (Approximate)
Time Topic/Activity
8 - 9 Sources of SCI’s Competitive Advantage & Corporate Social Responsibility
9:15 - 10:45 AT&T Consumer Products Division
* Maquiladora siting decision – risks and benefits
Break
* Team break-out for Stakeholder Analysis & specific investments in CSR
* Class discussion
10:45 - noon Frontline video Bigger than Enron (approximately 45 minutes) and Discussion
Class Readings :
Reading Availability
Schnietz, Note on Stakeholder Management and Analysis Blackboard class e-room
“How a Global Web of Activists Gives Coke Problems in India,”
Wall St J, 6-7-05: A1.
Blackboard class e-room
“Bruised in Bentonville,” Fortune, 4-18-05: 84. Blackboard class e-room
AT&T Consumer Products, HBS Case 9-392-108. Pages 9-end
only; first part of case was focus of class no. 3.
Case previously assigned for class 3
Questions:
1. Apply the Note on Stakeholders to Coke’s problem with Global Resistance. How could such a tiny,
under-funded organization cause a behemoth like Coke such troubles in India? How has Coke
contributed to its problems with the organization? What kind of strategy should it adopt moving
forward?
2. What is the impact of secondary stakeholders on Wal-Mart (Bruised in Bentonville)? Are they
really going to be able to undermine the financial performance of the Fortune No. 1 firm (in 2005)?
3. Place each stakeholder group of AT&T consumer products division (in the mid-late 1980s) into a
2x2 matrix based on their potential to threaten or cooperate with AT&T. Based on this stakeholder
analysis, should AT&T move its production facility to a Mexican maquiladora or should it expand
further in Asia?
4. If AT&T does use the maquiladora, how much money does it have to potentially invest in
improved working conditions for its employees? What would you recommend it provide its
employees, above the legal requirements, to avoid unwanted publicity or labor problems?
Further Readings (Recommended not required):
 Marc Epstein & Priscilla Wisner, “Using a Balanced Scorecard to Implement Sustainability,” Environmental Quality
Management (2001): 1 – 10.
 Joseph Badaracco, Leading Quietly: An Unorthodox Guide to Doing the Right Thing (2002).
 Tom Donaldson and Thomas Dunfee, Ties that Bind: A Social Contract Approach to Business Ethics (HBS Press, 1999).
 David Hawkins “The Development of Modern Financial Reporting Practices Among American Manufacturing
Corporations,” Business History Review, 37 (1963): 145.
　
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