CHAPTER 1 — Strategic Management: Creating Competitive

Advantages

What Strategic Management Is

 Involves Analysis, Formulation, Implementation.

 Analysis:

o Strategic goals (vision, mission, strategic objectives)

o External and internal environment

 Formulation:

o Business-level, corporate-level, international, and

entrepreneurial strategies

 Implementation:

o Allocate resources, design structure, controls, ethics, learning,

leadership

Four Key Attributes

1. Directs toward overall goals

2. Includes multiple stakeholders

3. Balances short-term & long-term

4. Recognizes efficiency vs. effectiveness trade-offs

Intended vs. Realized Strategy

 Intended: Determined by analysis

 Realized: Intended + emergent, shaped by environment, constraints,

changing managerial preferences

Leadership

 Romantic View: Leader is central to success

 External Control View: External factors drive success

 Effective leaders: proactive, refine strategy, understand resources,

embed strategy as a way of thinking.

Hierarchy of Goals
  Vision → Long-term direction

 Mission → Purpose & scope

 Strategic Objectives → Specific measurable targets

CHAPTER 2 — Analyzing the External Environment of the Firm

Why External Analysis Matters

 Enhances perceptual acuity, detects early warning signals

 Helps firms adapt faster and avoid surprises

Inputs to Forecasting

 Environmental scanning (broad surveillance)

 Environmental monitoring (tracking trends)

 Competitive intelligence (understanding rivals ethically)

Environmental Forecasting

 Predict direction, scope, speed, intensity of change

 Scenario analysis → multiple future possibilities

SWOT

 Strengths & weaknesses = internal

 Opportunities & threats = external

 Must consider both simultaneously

General Environment Segments

1. Demographic: aging, ethnicity, geographic shifts, income disparity

2. Sociocultural: more women working, temp workers, fitness,

environment, delayed families

3. Political/Legal: wages, taxation, governance reforms, tariffs, trade,

immigration

4. Technological: internet, genetics, nanotech, synthetic materials, data

privacy
 5. Economic: GDP, CPI, interest rates, unemployment, markets, national
debt

6. Global: emerging markets, trade blocs, exchange rates, terrorism risk

Competitive Environment (Industry)

 Competitors, customers, suppliers

 Particularly relevant for strategy

Porter’s Five Forces

1. Threat of new entrants

2. Buyer power

3. Supplier power

4. Threat of substitutes

5. Rivalry

The Value Net

 Based on game theory

 Interactions among customers, suppliers, competitors,

complementors

Strategic Groups

 Firms with similar strategies:

o Scope, price/quality, vertical integration, distribution

 Highlights mobility barriers & performance differences

CHAPTER 3 — Assessing the Internal Environment of the Firm

Value Chain Analysis

 Primary activities:

o Inbound logistics

o Operations

o Outbound logistics
 o Marketing & sales

o Service

 Support activities:

o Procurement

o Tech development

o Human resource management

o General administration

Resource-Based View (RBV)

 A firm’s competitive advantage depends on its resources &

capabilities

 Tangible resources: physical, financial, technological, organizational

 Intangible resources: human, innovation, reputation

 Organizational capabilities: ability to combine resources effectively

VRIO

Resources must be:

 Valuable

 Rare

 Costly to imitate

 Organized to capture value

→ Sustainable competitive advantage

Evaluating Performance

 Financial ratio analysis

o Liquidity, leverage, turnover, profitability, market value

o Compare over time, vs. industry, vs. competitors

 Balanced Scorecard

o Customer

o Internal processes
 o Innovation & learning

o Financial

CHAPTER 4 — Recognizing Intellectual Assets

Intellectual Capital

 Difference between market value and book value

 Includes:

o Reputation

o Employee skills / loyalty

o Customer relationships

o Brand

o Values and culture

Human Capital

Three interdependent activities:

1. Attract (hire for attitude, train for skill; algorithmic screening)

2. Develop (training, mentoring, 360° feedback)

3. Retain (culture, meaningful work, incentives beyond money)

Social Capital

 Network of relationships

 Facilitates cooperation, resource exchange

 Bridging ties → external knowledge

 Closure ties → strong internal collaboration

 Downside: groupthink, HR dysfunction, selective information

Knowledge Types

 Tacit: experiential, hard to codify

 Explicit: documented, transferable

 Tech codifies knowledge and strengthens dynamic capabilities

Intellectual Property

 Hard to protect

 Requires strong legal systems

 Low marginal cost, high development cost

Dynamic Capabilities

 Ability to anticipate, shape, adapt to changing environments

 Identify & develop technological opportunities

 Mobilize resources

 Enable continuous renewal

CHAPTER 5 — Business-Level Strategy

Goal

Determine how the firm competes in a given industry.

Three Generic Strategies (Porter)

1. Cost Leadership

o Economies of scale, experience curve, cost control

2. Differentiation

o Uniqueness: brand, innovation, features, quality

3. Focus (Cost or Differentiation)

o Narrow target segment

How Strategies Influence the Five Forces

 Cost leadership shields against rivalry, suppliers, buyers, substitutes,

barriers

 Differentiation creates loyalty, higher margins

 Focus fits niche needs and avoids broader competition

Pitfalls

 Cost leadership: imitation, rising inputs, narrow focus

  Differentiation: too expensive, not valuable, easily imitated

 Focus: niche becomes too small or attacked

Combination Strategies

 Mix cost and differentiation through:

o Flexible manufacturing

o Data analytics

o Mass customization

 Risk: being stuck in the middle

CHAPTER 6 — Corporate-Level Strategy: Diversification

Goal

Determine what businesses to compete in and how to create synergy.

Making Diversification Work

Must create shareholder value through:

 Mergers & acquisitions

 Strategic alliances / joint ventures

 Internal development

 Synergy (1+1 > 2)

Related Diversification

 Achieves synergy via horizontal relationships

 Economies of scope

o Leveraging core competencies

o Sharing activities

o Enhancing revenue / differentiation

 Market power

o Pooled negotiating power

 o Vertical integration (backward/forward)

Vertical Integration Issues

 Supplier/distributor quality

 Outsourced activities as future profit sources?

 Demand stability

 Capability to execute

 Stakeholder impacts

 Transaction costs: search, negotiating, contracting, monitoring,

enforcement, administrative

Unrelated Diversification

 Synergy via hierarchical relationships

 Parenting advantage: corporate HQ adds value

 Restructuring: asset, capital, management

 Portfolio management (e.g., BCG matrix)

Risk Reduction?

 Diversification stabilizes revenue, but stockholders can diversify

cheaper.

 Must still be strategically justified.

Means of Diversification

 Mergers & acquisitions

 Divestments

 Strategic alliances / joint ventures

 Internal development (new ventures)

Managerial Motives That Destroy Value

 Empire building

 Overconfidence
  Personal incentives misaligned with firm goals

✅ CHAPTER 7 — International Strategy: Creating Value in Global

Markets

1. Learning Objectives

 Importance of international expansion as diversification

 Sources of national advantage (why some countries outperform

others)

 Motivations & risks of international expansion

 Pressures of cost reduction vs. local adaptation

 Advantages/disadvantages of the four international strategies

 Difference between regional vs. global companies

 Four entry strategies and their risks/benefits

2. Global Economy Overview

 Increasing international exchanges (goods, services, money,

information).

 Growing similarity of laws, norms, values.

 Challenge: balancing emerging vs. developed markets, income levels,

and diverse customer needs.

3. Porter’s Diamond of National Advantage

Determines why nations/industries outperform:

1. Factor Endowments

o Land, labor, capital; must be industry-specific, valuable, rare,

hard to imitate.

2. Demand Conditions

o Sophisticated buyers → innovation, high standards, anticipation

of global needs.

3. Related & Supporting Industries

 o Competitive supplier base, joint R&D, innovation pressure.

4. Firm Strategy, Structure, Rivalry

o Intense domestic competition → global strength.

(Diamond E framework is referenced but same underlying logic: government,

chance, resources, home demand, information sharing, industry evolution.)

4. Motivations for International Expansion

 Increase market size

 Achieve economies of scale

 Exploit arbitrage opportunities (across value chain stages)

 Extend product life cycle / enhance growth

 Location optimization: performance, cost, risk

 Learning opportunities

 Reverse innovation

5. Risks of International Expansion

 Political risk: instability, terrorism, absence of rule of law

 Economic risk: piracy, counterfeiting

 Currency risk: exchange-rate fluctuations

 Management risk: cultural/customs/language differences → local

adaptation needs

6. Managing Risks

 Global dispersion of the value chain

 Outsourcing & offshoring chosen strategically

7. Opposing Pressures → Four International Strategies

1. International Strategy

 Low pressure for cost reduction and local adaptation

 Knowledge & capabilities centralized

 Worldwide exploitation of parent competencies

2. Global Strategy

 High cost pressure, low local adaptation

 Centralized control

 Standardized products, economies of scale

3. Multidomestic Strategy

 High need for local adaptation, low cost pressure

 Decentralized decisions

 Local products, differentiated pricing

4. Transnational Strategy

 High pressure for both cost reduction & local adaptation

 Mix of centralized + decentralized

 Global efficiency + local responsiveness + knowledge flow

8. Global vs. Regional

 Full globalization often too costly and complex.

 Regionalization more practical due to shared language, culture, legal

systems, infrastructure.

 Trade blocs facilitate regional expansion.

9. Entry Modes

1. Exporting – low risk; may not meet local needs

2. Licensing/Franchising – low risk; reduced control & profit

 3. Strategic Alliances/Joint Ventures – shared risk; potential
culture/trust conflicts

4. Wholly Owned Subsidiaries – full control, highest cost & risk

✅ CHAPTER 8 — Entrepreneurial Strategy & Competitive Dynamics

1. Learning Objectives

 Role of opportunities, resources, entrepreneurs

 Three entry strategies: pioneering, imitative, adaptive

 Applying generic strategies to new ventures

 Competitive actions & reactions

 Competitive dynamics components

2. Recognizing Entrepreneurial Opportunities

 Entrepreneurship = value creation + assumption of risk

 Opportunities arise from change or chance, unmet needs

 Two phases:

o Discovery (idea emerges)

o Evaluation (is it viable?)

 Evaluation includes: talking to target customers, feasibility, market

potential, operational needs

3. Human, Social & Governmental Resources

 Human capital: skilled management

 Social capital: alliances, contacts

 Government resources: contracting, loan guarantees, training,

support programs

4. Entry Strategies
1. Pioneering

 New ways to solve old problems

 Unique approach

 Must consider acceptance, disruptiveness, imitability

2. Imitative

 Replicate proven successes

 Enter different segments

 Must outperform competitors; risk of itself being imitated

3. Adaptive

 Modify existing ideas to fit new trends

 Somewhat new and differentiated

 Must meet customer needs better & avoid easy imitation

5. Generic Strategies for New Ventures

 Cost leadership: small size, quick decisions, cost control

 Differentiation: innovation, tech, unique value

 Focus: niche specialization

6. Combination Strategies

 Simple structure + flexible innovation

 High-value niche services

 Risk: misalignment or lack of scale

7. Competitive Dynamics

 New entry threatens incumbents

 Need threat analysis, motivation & capability to respond

 Types of competitive actions:

 o Strategic: new markets, new products, capacity changes, M&A

o Tactical: price changes, marketing, promotions, distribution

changes

Likelihood of Reaction depends on:

 Market dependence

 Competitor’s resources

 Actor’s reputation

Non-response options

 Forbearance (holding back)

 Co-opetition (cooperate + compete)

✅ CHAPTER 9 — Strategic Control and Corporate Governance

1. Learning Objectives

 Value of strategic control systems

 Differences between traditional vs. contemporary control

 Benefits of balancing culture, rewards, boundaries

 Roles of shareholders, management, board

 Corporate governance mechanisms in US & internationally

2. Strategic Control

 Ensures alignment of performance with strategic goals

 Two major types: informational & behavioral

Traditional Approach

 Sequential:

1. Formulate strategy

2. Implement

3. Compare performance to goals

  Long time lags; single-loop learning

 Best in stable environments

Contemporary Approach

 Highly interactive

 Ongoing environmental scanning

 Emphasizes debate, rapid feedback, flexibility

 Shortened time lags; responsive to change

3. Informational Control

 Asks: “Are we doing the right things?”

 Continuous monitoring of internal & external environment

 Recognizes changing assumptions, trends, and threats

4. Behavioral Control

 Asks: “Are we doing things right?”

 Influenced by:

1. Culture – shared values, norms, identity

2. Rewards & incentives – motivate performance

3. Boundaries – rules, constraints, compliance

5. Organizational Culture

 Shapes behavior, ethical norms, dress, work standards

 Pros: identity, engagement

 Cons: rigidity, resistance

6. Reward Systems

 Must link rewards to performance

  Clear, visible measures

 Prompt, unambiguous feedback

 Must be perceived as fair & adaptable

7. Corporate Governance

Three Key Participants:

1. Shareholders – owners, elect board

2. Board of Directors – oversight, strategic guidance, CEO hiring/firing

3. Management (CEO) – implements strategy

Agency Theory

 Conflict between principals (owners) & agents (managers)

 Managers may pursue personal benefits (bonuses, job security, empire

building)

Board Oversight

 Should be independent, active, forward-looking

 Outsider-dominant boards: more objectivity but less internal knowledge

Shareholder Activism

 Rights include voting, lawsuits, information access

 Institutions exert pressure for performance

Managerial Rewards & Incentives

 Stock ownership, structured compensation, dismissal for poor

performance

CEO Duality

 Unity of command → fast decisions

 Separation → reduces conflicts of interest

External Governance Mechanisms

 Market for corporate control (takeovers)

  Auditors, analysts, regulatory bodies (SEC), media

International Governance

 Principal–principal conflicts in concentrated ownership systems

 Risk of expropriation of minority shareholders

 Seen in keiretsus (Japan), chaebols (Korea)

✅ CHAPTER 10 — Creating Effective Organizational Designs

1. Learning Objectives

 Growth patterns & relationship between strategy and structure

 Traditional structures: simple, functional, divisional, matrix

 Implications of international operations

 Boundaryless designs: barrier-free, modular, virtual

 Need for ambidextrous designs

2. Organizational Structure Basics

 Formalized pattern linking tasks, people, technologies

 Balances division of tasks vs. integration for effectiveness

3. Growth Patterns

 Firms evolve structures as they grow and diversify (Exhibit 10.1)

4. Traditional Structures

Simple Structure

 Small organizations, single product line

 Centralized decision-making

 Pros: informal, fast

 Cons: unclear responsibilities, limited growth

Functional Structure

 Grouping by major functions

 Pros: efficiency, specialization

 Cons: “silos,” poor communication

Divisional Structure

 Grouped by products/markets

 Divisions autonomous

 Pros: accountability, flexibility

 Cons: duplication of resources

Strategic Business Unit (SBU) Structure

 Related divisions grouped to create synergy

 Operate as profit centers

Holding Company

 Unrelated diversification

 Few synergies, decentralized

 Pros: low cost, autonomy

 Cons: weak corporate control

Matrix Structure

 Dual reporting: functional + product/geographic

 Pros: collaboration, skill development

 Cons: conflict, ambiguity

5. International Structures

 Multidomestic: international division, geographic area, worldwide

matrix

 Global: worldwide functional, product division, holding company

 Global startup: born global, uses boundaryless designs

6. Boundaryless Organizations

Barrier-Free

 Removes internal/external boundaries

 Requires trust, teams, shared interests

 Cons: slow decisions, complexity

Modular

 Outsources non-core activities

 Leverages best-in-class suppliers

 Cons: loss of control, skill erosion

Virtual

 Temporary network of independent firms

 Pros: flexibility, shared skills

 Cons: instability, coordination problems

7. Ambidextrous Designs

 Explore new opportunities while exploiting existing capabilities

 Separate units for innovation vs. operations

 Coordinated leadership ensures balance

✅ CHAPTER 11 — Strategic Leadership: Learning & Ethical

Organizations

1. Learning Objectives

 Three interdependent leadership activities

 Barriers to change; leader’s effective use of power

 Role of emotional intelligence

 Creating a learning organization

  Creating an ethical organization

 Integrity vs. compliance ethics

 Elements of ethical organizations

2. Strategic Leadership Definition

 Transforming organizations from what they are → what leaders want

them to become

 Leaders are proactive, goal-oriented, visionary

3. Three Leadership Activities

1. Setting direction – vision, mission, goals

2. Designing the organization – structure, processes, teams

3. Nurturing culture & ethics – modeling ethics, enforcing codes,

rewards

4. Barriers to Change

 Vested interests

 Systemic barriers

 Behavioral barriers

 Political barriers

 Personal time constraints

5. Bases of Power

 Exhibited as per slide (reward, coercive, legitimate, referent, expert)

6. Emotional Intelligence (EI)

 Pros: empathy, judgment, connection, persistence

  Cons: over-identification, criticality, over-passion, micromanagement

7. Learning Organization (5 Elements)

1. Inspiring mission/purpose

2. Empower employees

3. Share internal knowledge

4. Gather external information

5. Challenge status quo & encourage creativity

8. Ethical Organization

Ethics fundamentals

 Ethics = right/wrong

 Comes from values, norms, culture

Ethical orientation of leaders

 Shapes behavior

 Provides common standards

 Enhances commitment, motivation

 Creates competitive advantage

Ethical frameworks

 Compliance-based: prevent/punish violations

 Integrity-based: values-driven, aspirational

Elements of ethical organizations

 Ethical role models

 Corporate credos

 Codes of conduct

 Ethics-based rewards

 Consistent enforcement
✅ CHAPTER 12 — Innovation & Corporate Entrepreneurship

1. Learning Objectives

 Importance of strategies to foster innovation

 Challenges in innovation processes

 New venture teams, incubators, product champions

 Corporate entrepreneurship for financial/strategic goals

 Real options analysis

 Entrepreneurial orientation

2. Managing Innovation

 Innovation transforms processes & creates new products/services

 Requires new knowledge: tech, experiments, creative insights,

competition

3. Types of Innovation

Product innovation

 New designs, early industry stages, linked to differentiation

Process innovation

 Efficiency improvements, later lifecycle, cost leadership

Radical vs. Incremental

 Radical: disruptive, major change

 Incremental: small improvements

Sustaining vs. Disruptive

 Sustaining: extends sales, improves margin

 Disruptive: simpler, appeals to low-end customers, long-term impact

4. Innovation Challenges

 Seeds vs. weeds

 Experience vs. initiative

 Internal vs. external staffing

 Build vs. collaborate

 Incremental vs. preemptive launch

5. Improving Innovation Processes

 Cultivate discovery skills

 Develop creative intelligence (associating, experimenting)

 Define strategic envelope (tech or market focus)

 Evaluate results (costs, viability, value, learning)

6. Corporate Entrepreneurship

Two approaches:

Focused

 Autonomous new venture groups

 Business incubators: funding, space, monitoring, networking

Dispersed

 Entrepreneurial culture: change, innovation, risk-taking

 Resource allotments: time, money

 Product champions: define, justify, support projects

 Exit champions: terminate unsuccessful ventures

7. Real Options Analysis

 Invest more? Delay? Shrink? Abandon?

 Methods: NPV, binomial tree, Black-Scholes

  Limitations: back-solver dilemma, managerial conceit, escalation of
commitment

8. Entrepreneurial Orientation

 Autonomy

 Innovativeness

 Proactiveness

 Competitive aggressiveness

 Risk-taking

✅ CHAPTER 13 — Strategic Case Analysis

1. Purpose of Case Analysis

 Learn to ask good questions

 Understand why firms succeed/fail

 Identify needed information

 Understand competing values/beliefs

 Identify skills for implementation

2. Preparation

 Investigate situation

 Analyze solutions

 Seek advice

 Assume a role (executive, founder, board, consultant)

3. Step 1: Familiarize

 Quick read → identify strategic concepts

 Second read → detailed notes

  Form initial recommendation

 Reassess consequences

4. Step 2: Identify Problems

 May be multiple problems

 Avoid symptoms → find root problem

 Write a problem statement

 Some issues reveal themselves later

5. Step 3: Conduct Strategic Analyses

 Determine strategic issues

 Use:

o Five Forces

o Value Chain

o Contingency frameworks (e.g., related vs. unrelated

diversification)

o Financial ratio analysis

 Test assumptions

6. Step 4: Propose Alternatives

 Develop list of options

 Evaluate feasibility

 Anticipate competitor response

 Stakeholder impacts

 Fit with vision/mission/objectives

 Cultural implications
7. Step 5: Make Recommendations

 Clear, supported by analysis

 Explain what, why, how to implement

8. In-Class Case Topics (examples referenced)

 Hub & Spoke vs. Long Haul

 Airbus vs. Boeing

 Handling uncertainty in long lifecycle industries

✅ CASE STUDY 1 — Dooney & Bourke: Continuing to Tap Into the

Chinese Luxury-Goods Market

1. Company Snapshot (From Slides)

 What they do: Luxury handbags & accessories

 Founded: 1975

 Where: Norwalk, Connecticut

 Key decision makers: Peter Dooney & Frederic Bourke

 Products: Handbags, leather goods

 Core Competence: American craftsmanship + heritage + design

 Value Proposition: Handmade, American-heritage quality with classic

design

 Financial Standing: Not detailed in slides, but implied as a stable,

established brand

2. Why Expand Internationally?

Slide Discussion Question

 Seeking new markets for growth

 Expanding global demand for Western brands

 Greater purchasing power in emerging markets

 Digital retail growth provides lower-risk entry points

3. Why Enter China First?

Slide Bullet Points

 Growing Wealth – China’s rising middle/upper class

 Affinity for Western Brands – cultural preference for

American/European luxury

 Expansion of Online Retail & E-Commerce – easier access, high

digital penetration

Interpretation allowed from slide points: China offered the fastest-growing

luxury market with strong cultural alignment toward Western luxury.

4. How to Expand Internationally While Preserving Identity?

Slide Recommendations

 Leverage Digital – strong online branding

 Handmade American Heritage – emphasize craftsmanship story

 Bespoke Designs – differentiate through limited editions

 Maintain & highlight core American identity despite global

expansion

5. Engaging Chinese Millennials & Gen Z

Group Work Prompt (slide requires strategy creation → response drawn

strictly from its cues)

Focus on:

 Digital platforms (China is highly mobile-first)

 Bespoke, personalized designs

 Heritage storytelling

 American craftsmanship

 Online partnerships (e.g., luxury e-commerce retailers)

6. What Actually Happened?

Slide Outcome

 Emphasized American Craftsmanship

 Opened direct retail stores:

o Beijing

o Shanghai

o Hong Kong

 Formed partnerships with online luxury retailers

Tight Exam Summary

 Motivations: global growth, digital expansion, China’s luxury demand

 Entry Drivers: wealth, Western brand affinity, e-commerce boom

 Key Strategy: heritage differentiation + digital engagement

 Expansion: physical stores + online partnerships

✅ CASE STUDY 2 — Intel Corporation: Outsourcing Dilemma

(Note: The slides reference Intel’s outsourcing context in the Chapter 4 “Last
Class” section.)

1. Core Case Summary (Direct from Slides)

 Intel began partial outsourcing to TSMC

 Kept the majority of manufacturing in-house

 Planned to build new U.S. foundries using industry-standard

equipment instead of Intel’s customized architecture

 Thus, Intel served both internal and external customers

 This placed Intel in direct competition with TSMC

 Invested $20 billion to build two Arizona facilities (March 2021)

  Did not leverage government subsidies, yet news led to a stock
price increase

 Maintained a vertically integrated model while branching into

foundry services

2. Core Strategic Issues (Implied by Slides)

 Balance between outsourcing vs. in-house manufacturing

 Whether to maintain vertical integration in a changing

semiconductor landscape

 Managing capacity, competitiveness, and technological edge

 Impact of standardizing equipment vs. using proprietary designs

 Risk of relying on external fabs but also competing with them

3. Themes Linked to Chapter Content

 Intellectual Assets: Intel must protect proprietary chip knowledge

 Dynamic Capabilities: Adjusting manufacturing model to industry

pressures

 Transaction Costs: Outsourcing → risks of dependency, bargaining

power shifts

 Vertical Integration: Intel struggled to decide how “integrated” to

remain

4. Possible Case Questions (From Slide Flow)

 Why outsource to TSMC?

 What risks arise from competing with your own supplier?

 How does vertical integration benefit Intel?

 Why build new U.S. foundries?

Answers must come from slides:

 Cost efficiency
  Industry-standard tech

 Market competitiveness

 Supply chain control

 Government subsidy missteps (implied)

Tight Exam Summary

 Intel simultaneously outsourced and vertically integrated

 Built new U.S. fabs; moved to industry-standard equipment

 Strategy placed them in direct competition with TSMC

 Large investment increased stock value

 Case illustrates outsourcing trade-offs and dynamic strategy

shifts

✅ CASE STUDY 3 — The Hidden Game: Uncovering the Business of

Sports

1. Core Case Theme

Trend 2: Internationalization → Sports becoming global businesses.

2. Key Discussion Question 1: Why Are Sports Going International?

 Expanding into new markets

 Growing global audiences

 Increased value of media rights

 Cross-border marketing and sponsorships

 Global merchandise sales

 International fanbase expansion

(These are the exact ideas implied by the slide’s question structure: “Why
are sports going international? What strategies are they employing?”)
3. Key Discussion Question 2: How Are Sports Internationalizing?

 International matches, tours, events

 Global broadcasting deals

 Partnerships with foreign leagues

 Overseas training camps

 Acquiring global sponsorships

 Creating region-specific advertising and content

(Slide says: “How are they internationalizing, what strategies are they
employing?” → Above is the direct strategic content represented.)

4. Key Discussion Question 3: Is Investing in Sports a Good Idea?

Opportunities

 Global audience reach

 High revenue from media rights & sponsorships

 Rapid growth in emerging markets

 Strong brand loyalty

Risks

 High volatility

 Dependence on star athletes

 Political & regulatory issues internationally

 Cost of expansion into unfamiliar markets

5. In-Class Assignment Requirement (Slide Instructions)

The slide required students to choose a sports-related segment and

complete:

1. Introduction

2. Analysis – Strengths & Weaknesses

 3. Alternatives

4. Recommendation

5. Conclusion

(Equipment, memorabilia, clothing, media, etc.)

This tells you what structure to use if this case appears as a written short-
answer.