UofP - MBA580 - DQs - Week Three - 09-11-06

UofP - MBA580 - DQs - Week Three - 09-11-06 - Week 3/ DQ1...

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Week 3/ DQ1 Thread/ Roberto Luft MBA 580 1. Describe some of its reasons for going global (see Pearce and Robinson, pages 99-100). Based on your analysis, has your company generally been proactive or reactive in globalizing its operations? Explain your response. References Robert (Robb) Sikes 520.245.0662 rsikes3@cox.net
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Week 3/ DQ2Thread/ Roberto Luft MBA 580 2. Develop a list of your company’s internal resources. In developing this list, refer to the resource-based view of the firm (see Pearce and Robinson, pp. 124-134). For each resource tangible assets, intangible assets, organization capabilities describe what makes it valuable. References Robert (Robb) Sikes 520.245.0662 rsikes3@cox.net
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Week 3/ DQ3Thread/ Roberto Luft MBA 580 3. Based on your research, does your company depend upon one of the following three generic strategies: overall cost leadership, differentiation, or focus (see Pearce and Robinson, pp.160- 162)? If so, what competitive advantage is offered by the generic strategy? What risks are generated by the generic strategy? Stewart Title (Stewart) evaluates market focus as a way to take advantage of larger competitors who simply do not want to be bothered with or cannot provide services at lower costs (Pearce and Robinson, 2005) (or cost efficiency). With the generic strategy of focus, Stewart has thrived and grown because it serves narrow market niches in the title and escrow industry. Also, best business practices, like Stewart, realize that focus allows it to complete on the basis of low cost, differentiation, and rapid response (also known as speed-based strategy) against larger competitors with greater response. Stewart Title was the first to develop SureClose® online transaction management system and the eClosingRoom™ electronic closing platform, which is technology allowing “virtual” closings, rather than the physical presence of buyer and seller (Stewart, 2006). By remaining within its chosen product market, Stewart has been able to extract the most from its proprietary technology and knowledge thereby minimizing any risk associated with unrelated diversification (Pearce et al., 2005). However, there are several risks of a focus strategy. With the development of SureClose® and the eClosingRoom™, Stewart opened the door for major competitors to sit back and wait for these products to “prove” the market and, subsequently, build upon these platforms (Pearce et al, 2005). Stewart mitigates this risk by finding ways to leverage its successful products in emerging industries. Emerging industries provides Stewart the ability (or opportunity) to shape the industry to its advantage (Pearce et al, 2005). References Pearce, J. & Robinson, R. (2005). Strategic management (9th ed.). New York: McGraw-Hill. Stewart. (2006, January).
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UofP - MBA580 - DQs - Week Three - 09-11-06 - Week 3/ DQ1...

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