DISCUSSION QUESTIONS FOR CASES
(Cases are listed below in the order in which they appear on the syllabus)
Note: FTR refers to Frank T. Rothaermel, the author of our textbook
When preparing one pagers (actually they can be one to three pages in length) on the cases, please try to respond briefly to each of the questions. If you exceed the page limit, you will not be penalized but if your answers are too brief and all jumbled together in a single paragraph or two, that could be a concern.
The case is from
To buy the eBook with the cases included, go to: www.mcgrawhillcreate.com/shop
Then type in or copy the following ISBN. 9781121807655
User name: firstname.lastname@example.org
FTR CASE 18: LEGO GROUP: AN OUTSOURCING JOURNEY
1. What were LEGO’s main expectations and what did they learn from the relationship with Flextronics?
2. What are the key challenges in maintaining a relationship like the one between LEGO and Flextronics?
3. How can LEGO handle the supply chain complexity to improve knowledge sharing, flexibility, and coordination?
4. Discuss the key considerations when outsourcing or offshoring production.
5. Describe the competitive environment of the industry and how it relates to LEGO’s strategic choices.
FTR CASE 25: EMBRAER: SHAKING UP THE AIRCRAFT MANUFACTURING MARKET
1. Describe the competitive position of each of the major firms in the aircraft manufacturing industry. Which segments are they pursuing? What is their business-level strategy?
2. What value and cost drivers have enabled Embraer (a relatively new firm from an emerging market) to grow rapidly and compete against established firms from the U.S., Europe, and Canada?
3. Use Porter’s diamond of national competitiveness to analyze potential reasons why Embraer has emerged as a successful competitor from Brazil. What should Brazil do to strengthen its national competitiveness in this industry in the future?
4. To what degree might airplanes be considered a “global” product that requires minimal local adaptation? Where is adaptation necessary?
5. What strategy would you recommend that Embraer pursue over the next three to five years? What do you see as a potential long-term vision for this company?