1. You are to define the 10 terms below in your own word.

2. What Would You Do? Case Assignment

Assignment 1

1. Resources
the assets, capabilities, processes, information, and knowledge that an organization uses to improve its effectiveness and efficiency, create and sustain competitive advantage, and fulfill a need or solve a problem

2. Competitive advantage
providing greater value for customers than competitors can

3. Sustainable competitive advantage
a competitive advantage that other companies have tried unsuccessfully to duplicate and have, for the moment, stopped trying to duplicate

4. Valuable resources
resources that allow companies to improve efficiency and effectiveness

5. Rare resources
resources that are not controlled or possessed by many competing firms

6. Imperfectly imitable resources
resources that are impossible or extremely costly or difficult for other firms to duplicate

7. Nonsubstitutable resources
resources that produce value or competitive advantage and have no equivalent substitutes or replacements

8. Competitive inertia
a reluctance to change strategies or competitive practices that have been successful in the past

9. Strategic dissonance
a discrepancy between a company's intended strategy and the strategic actions managers take when implementing that strategy

10. Situational (SWOT) analysis
an assessment of the strengths and weaknesses in an organization's internal environment and the opportunities and threats in its external environment 

Writing verbatim and/or plagiarism will result in a zero (0) grade.

Below are six (6) effective steps along with examples to assist you with understanding how to paraphrase.

6 Steps to Effective Paraphrasing

- Reread the original passage until you understand its full meaning.
- Set the original aside, and write your paraphrase on a note card.
- Jot down a few words below your paraphrase to remind you later how you envision using this material. At the top of the note card, write a key word or phrase to indicate the subject of your paraphrase.
- Check your rendition with the original to make sure that your version accurately expresses all the essential information in a new form.
- Use quotation marks to identify any unique term or phraseology you have borrowed exactly from the source.
- Record the source (including the page) on your note card so that you can credit it easily if you decide to incorporate the material into your paper.

Assignment 2

What Would You Do? Case Assignment

Walt Disney Company
Burbank, California

Over two decades, your predecessor and boss, CEO Michael Eisner, accomplished much, starting the Disney Channel, the Disney Stores, and Disneyland Paris, and acquiring ABC television, Starwave Web services (from Microsoft cofounder Paul Allan), and Infoseek (an early Web search engine). But his strong personality and critical management style created conflict with shareholders, creative partners, and board members, including Roy Disney, nephew of founder Walt Disney.

One of your first moves as Disney's new CEO was repairing relationships with Pixar Studios and its then CEO Steve Jobs. Pixar produced computer-animated movies for Disney to distribute and market. Disney also had the right to produce sequels to Pixar Films, such as Toy Story, without Pixar's involvement. Jobs argued, however, that Pixar should have total financial and creative control over its films. When Disney CEO Michael Eisner disagreed, relations broke down, with Pixar seeking other partners. On becoming CEO, you approached Jobs about Disney buying Pixar for $7 billion. More important than the price, however, was promising Jobs and Pixar's leadership, President Ed Catmull and creative guru John Lasseter, total creative control of Pixar's films and Disney's storied but struggling animation unit. Said Jobs, "I wasn't sure I could get Ed and John to come to Disney unless they had that control."

Although Pixar and Disney animation thrived under the new arrangement, Disney still had a number of critical strategic problems to address. Disney was "too old" and suffering from brand fatigue as its classic but aging characters, Mickey Mouse (created in 1928) and Winnie-the-Pooh (licensed by Disney in 1961), accounted for 80 percent of consumer sales. On the other hand, Disney was also "too young" and suffering from "age compression," meaning it appealed only to young children and not preteens, who gravitated to Nickelodeon, and certainly not to teens at all. Finally, despite its legendary animated films, over time Disney products had developed a reputation for low-quality production, poor acting, and weak scripts. Movies "High School Musical 3: Senior Year," "Beverly Hills Chihuahua," "Bolt," "Confessions of a Shopaholic," "Race to Witch Mountain," and "Bedtime Stories" disappointed audiences and failed to meet financial goals. As you told your board of directors, "It's not the marketplace, it's our slate [of TV shows and movies]."

With many of Disney's brands and products clearly suffering, you face a basic decision: Should Disney grow, stabilize, or retrench? Disney is an entertainment conglomerate with Walt Disney Studios (films), parks and resorts (including Disney Cruise lines and vacations), consumer products (i.e., toys, clothing, books, magazines, and merchandise), and media networks such as TV (ABC, ESPN, Disney Channels, ABC Family), radio, and the Disney Interactive Media Group (online, mobile, and video games and products). If Disney should grow, where? Like Pixar, is another strategic acquisition necessary? If so, who? If stability, how do you improve quality to keep doing what Disney has been doing, but even better? Finally, retrenchment would mean shrinking Disney's size and scope. If you were to do this, what divisions would you shrink or sell?

Next, given the number of different entertainment areas that Disney has, what business is it really in? Is Disney a content business, creating characters and stories? Or is it a technology/distribution business that simply needs to find ways to buy content wherever it can, for example, by buying Pixar and then delivering that content in ways that customers want (i.e., DVDs, cable channels, iTunes, Netflix, social media, Internet TV, etc.)?

Finally, from a strategic perspective, how should Disney's different entertainment areas be managed? Should there be one grand strategy (i.e., growth, stability, retrenchment) that every division follows, or should each division have a focused strategy for its own market and customers? Likewise, how much discretion should division managers have to set and execute their strategies, or should that be controlled and approved centrally by the strategic planning department at Disney headquarters?

If you were CEO at Disney, what would you do?