The Myanmar Market Entry Case

The Myanmar Market Entry Case (posted under assignments) provides some background on Myanmar as well as four theoretical companies which are considering entering the Myanmar market. Read the case and answer the questions below (also listed at the end of the case)

1. Should Dupond, Jaguar Corporation, Playsbro or Pizza King enter Myanmar? Which companies should enter and which shouldn’t?

2. When should they enter and how aggressive should their timeline be? (Now? In a year? In 3 years? Never?)

3. How should they enter: franchising, strategic alliance, joint venture, greenfield or acquisition?

4. Would they enter for Production or Marketing or for both? Why?

ew York University Customer Relationship Management Assesment Paper

Question Description

I don’t know how to handle this Marketing question and need guidance.


Will be required to select (1) firm/brand of their choice for CRM evaluation and assessment. Students will delve into customer base, existing CRM strategy, and basic CRM tactics that could be employed by the select firm or brand to help improve their CRM structure or business. The project must include detailed analysis of current company’s CRM state and supported recommendations for future success.

Evaluation criteria:

Depth of case study analysis and reason:

  • Provide summary of how your select firm/brand approached CRM (i.e. project team, business requirements) and summarize the strategy — detailing the problem, value proposition, customer strategy, business case, and transformation plan.

Application of CRM concepts and/or tools

  • What programs or tools did the select firm/brand leverage? Any other recommendations?
  • How did the select firm/brand define success? Provide feedback on metrics or benchmarks used -OR- recommendations

Support for case analysis or argument (i.e. industry examples, citations)

  • What other approaches to defining a CRM plan would have recommended?
  • Is there anything that you would have done differently as the CRM project lead? If not, why?

Reminder: No Starbucks or Sephora.

At least 3 pages with double space and maximum 5 pages.

Attached is the textbook resource. Thank you!

New York University Luxor Case Study Discussion

Between 1992 and 1996, Luxor Technologies had seen their business almost
quadruple in the wireless communications area. Luxor’s success was attributed
largely to the strength of its technical community, which was regarded as second
to none. The technical community was paid very well and given the freedom to
innovate. Even though Luxor’s revenue came from manufacturing, Luxor was regarded by Wall Street as being a technology-driven company.
The majority of Luxor’s products were based upon low cost, high quality applications of the state-of-the-art technology, rather than advanced state-of-the-art technological breakthroughs. Applications engineering and process improvement were
major strengths at Luxor. Luxor possessed patents in technology breakthrough, applications engineering, and even process improvement. Luxor refused to license their
technology to other firms, even if the applicant was not a major competitor.
Patent protection and design secrecy were of paramount importance to Luxor.
In this regard, Luxor became vertically integrated, manufacturing and assembling
all components of their products internally. Only off-the-shelf components were
purchased. Luxor believed that if they were to use outside vendors for sensitive
component procurement, they would have to release critical and proprietary data
to the vendors. Since these vendors most likely also serviced Luxor’s competitors,
Luxor maintained the approach of vertical integration to maintain secrecy.
Being the market leader technically afforded Luxor certain luxuries. Luxor saw
no need for expertise in technical risk management. In cases where the technical
Luxor Technologies
Luxor Technologies 463
community was only able to achieve 75–80 percent of the desired specification
limit, the product was released as it stood, accompanied by an announcement that
there would be an upgrade the following year to achieve the remaining 20–25 percent of the specification limit, together with other features. Enhancements and
upgrades were made on a yearly basis.
By the fall of 1996, however, Luxor’s fortunes were diminishing. The competition was catching up quickly, thanks to major technological breakthroughs.
Marketing estimated that by 1998, Luxor would be a “follower” rather than a
market leader. Luxor realized that something must be done, and quickly.
In January 1999, Luxor hired an expert in risk analysis and risk management
to help Luxor assess the potential damage to the firm and to assist in development
of a mitigation plan. The consultant reviewed project histories and lessons learned
on all projects undertaken from 1992 through 1998. The consultant concluded that
the major risk to Luxor would be the technical risk and prepared Exhibits I and II.
Exhibit I shows the likelihood of a technical risk event occurring. The consultant identified the six most common technical risk events that could occur at
Exhibit I. Likelihood of a technical risk
Event Likelihood Rating
• State-of-the-art advance needed 0.95
• Scientific research required 0.80
• (without advancements)
• Concept formulation 0.40
• Prototype development 0.20
• Prototype testing 0.15
• Critical performance demonstrated 0.10
Exhibit II. Impact of a technical risk event
Impact Rating
With State-of- Without State-ofEvent the-Art Changes the-Art Changes
• Product performance not at 0.95 0.80
• 100 percent of specification
• Product performance not at 0.75 0.30
• 75–80 percent of specification
• Abandonment of project 0.70 0.10
• Need for further enhancements 0.60 0.25
• Reduced profit margins 0.45 0.10
• Potential systems 0.20 0.05
• performance degradation
Luxor over the next several years, based upon the extrapolation of past and
present data into the future. Exhibit II shows the impact that a technical risk event
could have on each project. Because of the high probability of state-of-the-art advancements needed in the future (i.e., 95 percent from Exhibit I), the consultant
identified the impact probabilities in Exhibit II for both with and without stateof-the-art advancement needed.
Exhibits I and II confirmed management’s fear that Luxor was in trouble. A
strategic decision had to be made concerning the technical risks identified in
Exhibit I, specifically the first two risks. The competition had caught up to Luxor
in applications engineering and was now surpassing Luxor in patents involving
state-of-the-art advancements. From 1992 to 1998, time was considered as a luxury for the technical community at Luxor. Now time was a serious constraint.
The strategic decision facing management was whether Luxor should struggle to remain a technical leader in wireless communications technology or simply console itself with a future as a “follower.” Marketing was given the task of
determining the potential impact of a change in strategy from a market leader to
a market follower. The following list was prepared and presented to management
by marketing:
1. The company’s future growth rate will be limited.
2. Luxor will still remain strong in applications engineering but will need to
outsource state-of-the-art development work.
3. Luxor will be required to provide outside vendors with proprietary information.
4. Luxor may no longer be vertically integrated (i.e., have backward integration).
5. Final product costs may be heavily influenced by the costs of subcontractors.
6. Luxor may not be able to remain a low cost supplier.
7. Layoffs will be inevitable, but perhaps not in the near term.
8. The marketing and selling of products may need to change. Can Luxor still
market products as a low-cost, high quality, state-of-the-art manufacturer?
9. Price-cutting by Luxor’s competitors could have a serious impact on
Luxor’s future ability to survive.
The list presented by marketing demonstrated that there was a serious threat
to Luxor’s growth and even survival. Engineering then prepared a list of alternative courses of action that would enable Luxor to maintain its technical leadership
1. Luxor could hire (away from the competition) more staff personnel with
pure and applied R&D skills. This would be a costly effort.
2. Luxor could slowly retrain part of its existing labor force using existing,
experienced R&D personnel to conduct the training.
3. Luxor could fund seminars and university courses on general R&D methods, as well as R&D methods for telecommunications projects. These
programs were available locally.
4. Luxor could use tuition reimbursement funds to pay for distance learning
courses (conducted over the Internet). These were full semester programs.
5. Luxor could outsource technical development.
6. Luxor could purchase or license technology from other firms, including
competitors. This assumed that competitors would agree to this at a reasonable price.
7. Luxor could develop joint ventures/mergers with other companies which,
in turn, would probably require Luxor to disclose much of its proprietary
With marketing’s and engineering’s lists before them, Luxor’s management
had to decide which path would be best for the long term.
1.To whom, and how should you communicate the assessment by marketing and engineering?
2. What additional information would you need to evaluate the strategic options?
3. Would you side with marketing or engineering? What should Luxor do at this point?


Questions 465

NYU Marketing Discussion Evaluation of Strategic Decisions

Based on examples from one of the recommended articles selected by you, the lecture notes, the text, and other sources, discuss one or several of the themes: strategic decision making in organizations, strategic decision success in organizations, evaluation of strategic decisions – the VRIO framework, management cycles and business decisions in organizations.


Student 1: The VIRO technique is considered as a “textbook approach” to help managers perform better in strategic decision making. It evaluates the attributes of a firm’s resources and capabilities in terms of its value, rarity, the difficulty of imitation, and the degree of exploitation of the firm (Knott, et al, 2015). The assessments of the value of the firm’s resources and capabilities determine whether the strategies can improve their effectiveness and efficiency. For example, Amazon provides the next-day delivery, discounts on books and other hardware and code-activated lockers services for students via establishing Amazon Campus. This strategy leads Amazon to improving the services for students effectively and efficiently, which reduces customers’ waiting time and the threat of theft. For the rarity, Amazon Campus is considered as rare since Amazon campus can guarantee the next-day delivery service for students, but the traditional campus bookstores cannot. Additionally, Amazon Campus discounts on textbooks in comparison with traditional bookstores that save students money. The services of Amazon Campus are also imperfectly imitable due to Amazon’s unique history on selling books. Amazon started from selling books online, its valuable experience, selling strategies and success are unique in the industry. Amazon is a well-organized firm since Amazon devotes to organize the whole process from sellers to customers to provide better users experience. Consequently, Amazon has the sustained competitive advantage in its industry, and that is the reason why Amazon is such successful.




Knott, P., et al. (2015). Does VRIO help managers evaluate a firm’s resources?

Management decision. 55(4), p.745-765. Retrieved from https://search-



Rothaermel, F (2017)., Inc. Harvard Business Publishing Education.

Retrieved from


Student 2: There is no doubt that organizations or companies may face a lot of negotiation in work. For example, when I was working in the advertising company, I always see my manager negotiate something with our client. The most common thing they negotiate is the price. How much budget can both agree always take a lot of time. Besides, client has a limited budget, so they want the price as low as possible. However, as company side, we hope the budget can be high enough. This is because we have to make money and we have to make a good quality advertisement (low budget can’t have good quality content). Therefore, strategic decision making plays a significant role in organizations.  In order to make a great decision, the most crucial part is to control our emotion. According to the article, the side that is showing more anger often has a bad result. Therefore, a great negotiator is good at making counterpart feeling anxious and thus take advantage of it. However, if the negotiator is not good at controlling the anger, he or she should reach out for third-party negotiator. Since third-party negotiator may have more experience dealing with negotiation and most importantly, they don’t have a personal issue in the outcome. As a result, third-party negotiator can have better control in emotion and hence to bring out the excellent result.


Brooks, A. W. (2018, October 26). Emotion and the Art of Negotiation. Retrieved from


Strategy Formulation and Implementation MGMT.6910-061

Strategy Formulation and Implementation



Class Notes Week 9 Innovation & Entrepreneurship and Merger & Acquisition

“The biggest levers you’ve got to change a company are strategy, structure, and culture.  If I could pick two, I’d pick strategy and culture.”

Wayne Leonard

CEO, Entergy

 “It is not the strongest nor most intelligent of the species that survive; it is the one most adaptable to change”

Charles Darwin

We’ve demonstrated a strong track record of being very disciplined with the use of our cash. We don’t let it burn a hole in our pocket, we don’t allow it to motivate us to do stupid acquisitions. And so I think that we’d like to continue to keep our powder dry, because we do feel that there are one or more strategic opportunities in the future.
Steve Jobs
Successful enterprises are built from the ground up. You can’t assemble them with a bunch of acquisitions.
Lou Gerstner, Former IBM CEO


Table of Content

Table of Content 1

What we did last week. 1

What we will do this week. 2

Assignments for this week. 2

Reading. 2

Discussion Board. 2

Chat 2

Individual Assignments. 2

Group Projects. 2

Innovation. 2

Changing Global Scenario. 3

What Is Innovation. 4

Innovation strategic issues. 5

Entrepreneurship. 6

Types of Entrepreneurship. 6

Entrepreneurship – A Process. 7

Links. 7

Culture vs. Creativity: Is Your Organizational Culture Killing Ideas?. 8

Merger and Acquisition (M&A) 8


What we did last week

Last week we continued our discussions on Strategy Implementation. We focused on Integration and resulting need for information sharing and coordination.

What we will do this week

This week we will discuss 2 key components to strategy & its execution: innovation & entrepreneurship and Merger & Acquisition.


Assignments for this week



Read Class Notes 9

See links at the end of the Notes for supplemental readings

Discussion Board

Review most current issues of business/management publications (e.g. Wall Street Journal, Financial Times, BusinessWeek, Forbes, etc.) and find an article or news report related to this week’s topics (see Class Notes) and

–          Briefly summarize the article

–          Offer your opinions and comments

–          Discuss relevance to this week’s topics

–          Include complete source (provide full web link)

Also, comment on at least one classmate’s post

Post question(s) for instructor and/or comments to share with all ALL



See Blackboard for Chat schedule


Individual Assignments

Group Projects

Work on putting together your Report, Deliverable 3 and Presentations!



Class notes begin ************************************************************************





Innovation has become a buzzword in last few years. After years of cost cutting (in terms of outsourcing and consolidations), companies have started focusing on top line, to grow revenues. As we saw with BestBuy case, companies are placing a great deal of importance to creating environment to generate and share new ideas. Companies are looking outside as well to generate new ideas, such as Proctor and gamble’s Connect and develop approach (


Innovation is one of 4 critical building blocks to create a competitive advantage.



Companies like Apple, Google and Toyota have created a strong competitive advantage by focusing on innovation. BusinessWeek publishes an annual report on most innovative companies in the World. These companies, along others like IBM, GE and 3M are regularly listed in top 50 companies (



Innovation is not just product and technology. Innovation applies to all aspects of a company.


Changing Global Scenario

Why so much attention to Innovation? Many reasons can be cited:


  • Shortening life cycle of products and services

If you understand the technology, it is obsolete


  • Rapidly changing business environment

It is not the big that eats the small; it is the fast that eats the slow


  • Globalization of World economies, technologies and innovation


  • Shift of emphasis from a decaying industrial economy composed of large firms to Knowledge based entrepreneurial economy driven by innovative technology


What Is Innovation


Innovation is the implementation of a new or significantly improved idea, good, service, process or practice which is intended to be useful. It is a very critical component of a corporate/business strategy. Companies are viewing innovation differently than in past:


Product, Process, Operational/organizational, Marketing, etc.


Sustaining innovation and Disruptive innovation


Incremental and Radical Innovation


Sources: R&D, User innovation, On-the-job, accidental


Demand driven and Pushed Innovation


Some examples of different types of innovation shown below:

  • Mainframe to a laptop (and now mobile devices)
  • Contact book to PDA and smart phones
  • Mop to Swiffer
  • 100 year old tire is going to be replaced by a new type!



Product/process innovation types are described as:

Innovation Types in terms of business impact:






Based on Business Area:


Service             Process

Business Model






A firm must view innovation a whole business system or a 360 view of a business. Innovation can tale place in all areas of a business. Following chart shows a good way to assess where a firm is innovative and it can also help in formulating a firm’s strategies (as well help evaluate competitor’s innovation focus):


Prior to changing its Direct Sell model to both Direct and Indirect, Dell made radical innovation in Channels and Supply Chain and mostly incremental innovation in product and R&D areas. You will find more information on this approach here:


Companies with a restricted view of innovation can miss opportunities. A new framework called the “innovation radar” helps avoid that


Innovation strategic issues

There are a few issues companies are faced with:


Return on Investment- how do we measure ROI of Innovation. Companies such as Whirlpool and BestBuy who have taken an Innovation Journey, have put in place a more structured approach to screening implementation ideas and measuring their returns. Whirlpool measures based on revenues generated from products introduced in last 3 years.


Bringing Innovations to Marketplace- we are in a networked market as we discussed in Kodak case. There is a greater and greater dependence with other companies to introduce new ideas/products. Take an example of Apple’s iTune/iPod. If it was a case of introducing an MP3 player, it would have been a straight forward product launch for Apple. However, that would not have caught the imagination in marketplace. Apple introduced iTune/iPod that required making sure that other players (such as music houses) were all lined up. Same applies to Kodak and its digital camera strategy. Therefore, to bring out an innovation in this networked marketplace, companies need to work backward from the market/customer/consumer and create a complete plan that ties together all players who are involved with their innovation.


Innovation tapping Global resource- easy access to Global resource represents significant opportunities for companies to innovate. Companies are looking to China for manufacturing process innovation and to India for business process innovation. Other countries such as Israel and Eastern European bloc offer both lower cost as well as skilled resource for innovation. Global Sourcing requires Different set of Strategies and Approaches (we will discuss more below)




What is Entrepreneurship? Entrepreneurship is the process of creating value by bringing together a unique combination of resources to exploit an opportunity. As one can see, entrepreneurship happens when an opportunity spotted that can create some value for someone. An opportunity can result from analyzing environment (as we have discussed previously), or having a creative individual come up with an idea (by the way, we are all creative, we just have to work on it!), or from an invention/innovation. However, this opportunity (or an idea) is not   of any value or interest unless a process is applied to convert it to a product, service or a process.


Types of Entrepreneurship

There are 4 types of entrepreneurship:

  • Life style business
  • Growth venture
  • Corporate Entrepreneurship (Intrapreneurship)
  • Social Entrepreneurship


Following figures describe generally these 4 types. An MBA student should be interested in all 4 types, S/he may want to start a Life Style business or a Growth business, work as an entrepreneur in an established company (which most do) as well as either create a social enterprise or transition a company/organization to be a social enterprise (make money as well as attend to social/environmental concerns).

Entrepreneurship – A Process

Entrepreneurship, of any kind, is a process; whether one wish to start a business venture or initiate a project within a company. As sown in this chart, an entrepreneur goes through these steps to achieve intended objectives. However, in most instances, entrepreneurship can be messy, in that one may have to go back and reiterate; it is never a clean process! The purpose in this process discussion is to emphasize that certain key actions are essential: keep in mind who benefits and how; what will it take to make it happen; and, how do you manage.






Following links are offered to obtain additional information on the material covered in this week’s notes.

Culture vs. Creativity: Is Your Organizational Culture Killing Ideas?


Merger and Acquisition (M&A)


During our discussion on strategy crafting we have discussed M&A as one of the most pursued strategies. We also highlighted substantial failures in this strategy. This week you will find my slides that revisits some of those points and more importantly, discusses key points in executing M&A strategy.


Mergers and Acquisition (M&A)

Mergers and Acquisitions or M&A, is the most selected strategy for growth. Global M&A topped $4.0 trillion in 2007, a bump of nearly 38 percent over the previous year, which was greater than  a previous all time high in 2000 (in dot com era) of $2.3 Trillion . Metals and energy represented major industries in M&A’s; however, traditionally, financial services, information technologies, telecommunications and life sciences industries have been very active.

Also see for 2010 year end data


Mergers (of equals) are often financed by an all stock deal and Acquisition( of un-equals) is typically Cash and debt combination.

Types of M&A

There are different types of M&A:


  • Horizontal mergers – where a company buys other company to expand its product portfolio and/or expand in new markets (Horizontal integration)
  • Vertical Mergers – where a company buys either its suppliers (backward integration) and/or buys distributors (forward integration)
  • Conglomerate Mergers – when a company enters into new industry(ies) to grow.
  • Reverse Merger – when a privately held company buys a publicly traded company


Why do M&A

There are so numerous reasons companies do M&A:

  • Economies of scale
  • Expanding markets and Increased revenue
  • Acquiring new products, services or customers
  • Acquiring people, systems or processes
  • Reducing expenses
  • New distribution channels
  • New opportunities for Cross selling
  • Synergy
  • Taxes (write-offs)
  • Diversification
  • Eliminating competition


Bottom line reason for M&A


Desire or need for quick and substantial growth


To determine if an acquisition makes sense for the business, one needs to ask three simple questions:


  • What are the different ways company could grow its business?
  • Could an acquisition help company achieve that growth?
  • What larger, strategic goals will that growth help company accomplish?


Ideally, a firm needs to candidly assess M&A option against other option, assuming Growth strategy is the right strategy at that point in time, before jumping to transacting M&A. Sadly, most companies have jumped into M&A more as an emotional decision!


M&A Failures

Research shows that there is a 50% to 70% failure rate in M&A transactions. Famous M&A like AOL and Time Warner, AT&T & NCR, Chrysler and Daimler have failed for a number reasons such as incompatible culture, unrealistic synergy reasons, greed, timing, lack of a strategy, etc. The following chart summarizes reasons and results (also review pages 325 – 329 in text book):



Good M&A


What makes for a good merger and acquisition?


  • Having a solid foundation in place, that is people, systems and resources are sufficient to handle integrating another company
  • A well-planned acquisition strategy
  • Realistic plans in terms of expectations and time schedules
  • Appropriate price and terms, with a “realistic” debt load
  • Clear and well-executed people/transition plans
  • Reasonable additional capital investment requirements
  • Having clarity around your personal and professional expectations for the deal


M&A Strategy


Merger and Acquisition Strategy formulation requires to:

Identify goals

Consider Alternatives

Establish key parameters

Create Acquisition Criteria sheet


To successfully execute M&A strategy, a firm needs to have a solid foundation in:

Information systems

Management Teams

Financial planning and reporting

Human resources


M&A Examples

Pfizer Acquired Warner Lambert in 2000 largest deal at that time in the industry


Succeeded in achieving its goals


Cost savings of $1.8B


Revenue enhancement


R&D integration synergies and investments


Recognized importance of cultural fit from the outset


In due diligence concluded that WL culture fit into Pfizer



“merger of equals” in 1998, but Daimler dominated


Vast cultural differences

Daimler: conservative, slow moving

Chrysler: fast, risk taking, lean, informal


Operations and Management were not successfully integrated


ATT bought NCR for $7.5B in 1991

After $2.6B losses, spun off NCR in 1996 (Market cap of $4B)


Many factors affected the failure; most critical was culture clashes

NCR: conservative, hierarchical, tightly controlled from top

ATT: decentralized, Bureaucratic


All expected synergies not achieved: Computer and Communication convergence


All but 5 top executives (28) left


Importance of Culture in M&A’s

One of the most critical factors in any merger and acquition is the compatibility of cultures between 2 companies. Above examples show this importance. One way to determine how cultures will be treated in an M&A is to understand value/importance of cultures to each company.



A few examples of these different actions are listed below:



Nissan and Renault merger

J&J and Warner  Lambert


Maytag and Admiral


Boeing and McDonnell-Douglas

Google and Slide


AT&T and NCR

Daimler and Chrysler



Integration will take place over time as each culture is respected and there is no attempt to force either on the other. Both companies value their own cultures very much and acquired company find’s the acquirer’s culture attractive. So, over time, through an integration process, resulting culture has elements of both cultures. Assimilation happens when the acquired company transforms to the acquired company’s culture. For example, when Maytag, a quality appliance maker (now a part of Whirlpool) acquired Admiral, a low cost appliance maker, it took Admiral a while to create a culture of quality before it was assimilated in the parent company. Interestingly, Slide was bought by Google in 2010 and Slide valued their cuture very much and didn’t find Google culture attractive! So, they wanted to remain a separate entity. Google decided to sell Slide in favor of Google+ and Slide closed its door early this year. When both companies have vastly incompatible cultures and the acquired does not value its culture and doesn’t find acquirer’s culture particularly attractive (AT&T and NCR), deculturation is the only path!


Post Merger Integration Checklist


The following chart offers a high level checklist for an M&A transaction:

Communication of the new strategic objectives and the new vision of the merged organization.

Implementation of a new shared corporate culture and management culture.

Development of a new management structure for the new, larger organization; especially overcoming of leadership problems in very large units.

Bringing together formerly separate units from both former organizations.

Harmonization of management compensation and management incentive systems.

Overcoming of language barriers and country specific cultural differences.

Overcoming of staff’s suspiciousness of the other organization (‘Us vs. Them’ syndrome).

Filling of management positions.

Allocation of responsibilities

Knowledge transfer among units that are to be integrated

Maintenance of customer relationships during integration phase.








Post-merger Integration Challenges

A firm faces these 4 key challenges (among many others):


Culture/Values and Trust


Human Resource

Information Systems


Culture and values

  • What are the culture and values that you wish to promote in the future?


  • What are the culture and values within the acquired business and to what extent should these be modified to achieve compatibility with your vision?


  • Have the key challenges to achieving cultural compatibility been identified and how can you best engage employees in the change process?


  • Who are the key influencers and stakeholders who have an interest in any potential culture and values change program?


Cultural Dimensions


  • Innovation and Action Orientation


  • Risk Taking


  • Integration – Lateral Interdependence


  • Top Management Contact


  • Autonomy and Decision Making


  • Performance Orientation


  • Rewards Orientation




  • What is the management style to promote in the future?
  • Is there a clear understanding of the leadership cadre, their capabilities, roles and responsibilities, and development needs?
  • How will the prevailing management style and capability of the acquisition fit with the acquiring organization?
  • Which managers’ departure or poor performance could cause a serious disruption to the smooth running of the acquisition?
  • What retention program (golden handcuffs) should be put in place to ensure that key executives are retained?
  • Is the executive group adaptable and committed to corporate change?

– What specific barriers must be overcome?

  • How will the performance of executives be measured?

– How will this link to future remuneration arrangements?

  • What succession issues have to be managed?

– How should these be prioritized and supported by an appropriate executive development program?


Human Resource

  • How is the inherited workforce structured?
  • What is the workforce composition and corresponding cost base for each group (permanent, temporary, part time, contractors etc)?
  • What are the future resource requirements?
  • Does the workforce capability profile match organization’s future needs?


  • Who are the key individuals in the workforce who are critical to the success of the business and what is the succession cover for these individuals?
  • Where is duplication of effort between the two organizations?
  • How to resolve skill gaps?


Compensation and benefits


  • What is the fit of the two organizations’ compensation and benefit structures?

– How do these compare against industry norms and best practice?

– Do these meet the future vision of the organization?

  • What outstanding liabilities are there in the acquired business?

– Do existing arrangements represent value for money?

– Are these sustainable?

  • Are the payroll systems and associated processes existing in the acquired organization adequate for future needs?

– Should these be integrated with or replaced by existing facilities?

  • Are the grading structures in place in the acquired organization consistent with future needs?

Effectiveness of the HR function

  • What capabilities exist within the HR function to support your change program?
  • What should be the future role of the HR function?

– What are the relative merits and disadvantages of a centralized HR model?

  • Do you have a comparative analysis of the two organizations HR policies and procedures and their relative strengths and weaknesses?
  • Has a plan been put in place to make any required short-term changes and harmonization of HR policies?
  • Is a comparative analysis available of the two organizations HR systems giving their relative strengths, weaknesses and costs?


Information Systems and Telecommunication

  • What are the core business systems deployed by the Acquired company? Are these 3rd party licensed software or home grown? Maintenance? Source code availability?
  • What is the computing infrastructure? Mainframe? Client-server? Technology?
  • What is the network infrastructure? Any compatibility issue?
  • Contractual commitments? Software? Hardware? Network?
  • What is the end user/desktop computing environment? Email system(s) used? Support?
  • Who provides telecom services? Contractual commitment?
  • Identify critical skill and resource in IS organization. Organization structure?
  • How is the relationship between IS and business units?
  • How involved is IS in planning activities? Was IS involved in pre-merger actions?
  • Is CIO known in the industry? Is he/she proactive in industry group(s)? Conferences? Presentations? Management style?
  • Is outsourcing used? What areas? Offshore development?


Mergers & Acquisition Integration – Overall Steps


  • Establish a Merger Project Management Office – Assign key senior managers to coordinate activities between merger-related project teams, assess and report progress against major milestones, and ensure the timely communication of risks to executive management.
  • Develop a Comprehensive Communication Plan – Structure open communication between project teams to ensure coordination of efforts. Provide regular planning and progress reports throughout the organization to minimize the loss of valued employees
  • Focus Project Teams on Your Key Merger Goals – Define a small set of clearly stated goals for the merger, regularly re-communicate goals in project team meetings, and review all project team objectives to ensure their support of the merger goals.
  • Use a common toolset and planning matrix – This will facilitate cross-team views of integration status.
  • Mergers & Acquisition Integration – Guidelines for Success
  • Active Executive Buy-in – It seems obvious, but if there is a lack of executive buy-in, the integration will fail.
  • Plan Broadly, Implement Incrementally – Visualize the merged organization, and remain mindful of the end state.
  • Parallel, Integrated Approach – Unite elements: Process, Data, Organization, and Systems.
  • Minimize the Exceptions – people will resist change and that they are often wedded to the current ways of doing business.
  • Constant Communication – Constant, honest and proactive communication is critical.
  • Establish and Abide by Guiding Principles – All aspects of the integration must be compatible with and drive toward the realization of the vision set forth in the guiding principles.
  • Establish Initial Accomplishments – Focus on projects that bring immediate results and success. Immediate successes build momentum and drive the remaining integration.





Back to Assignments!!!


New York University AMC Theatres COVID 19 Recovery Business Plan






























Covid-19 Recovery Business Plan for
Long Island, New York by




Table of Contents


  1. Executive Summary ….. page



  1. Company Description ….. page



  1. Products and Services ….. page



  1. Market Analysis ….. page



  1. Strategy and Implementation ….. page



  1. Organization and Team Management ….. page



  1. Financial Plan and Projections ….. page







  1. Executive Summary (last thing)

























  1. Company Description (shortest, focus on issues)

    We at AMC Entertainment Holdings, Inc. look forward to opening our 380 AMC Theatres across the United States August 2020. This is great news for our 200 million customers, as well as our vendors, who vary from food and drink to furniture and digital technology. For the purposes of this business plan, the focus will be on our eight theatres located in the Long Island region of New York.

    At AMC, we’ve always been trendsetters, at the forefront of technology, in order to create the best overall experience for our loyal customers. This includes AMC DINE-IN Eating, MacGuffins Bar, Feature Fare, D-Box, Dreamscape at AMC, AMC Signature Recliners, Touch Screen Ticketing Options, Eco-Friendly Restrooms and a plethora of exclusive offers.


AMC services customers of all ages and now, thanks to our On-Demand / Streaming App, our client base has now extended to those customers who do not wish to venture to the theatre.


During these trying times, AMC will be innovating yet again. The Covid-19 pandemic has changed the landscape for mass gatherings. Our short term goal for the next three to six months is to get all our theatres up and running as soon as possible, with measures in place so people feel safe to return without hesitation. Our long term goals are to ensure that AMC is well positioned to quickly adapt, maneuver and sustain if we ever had to adjust our business model, yet again, for another pandemic event – especially in a state as highly populated as New York. We believe AMC will see measurable growth once these new ideas are implemented, and will then have exciting new services to market!


After months of negotiations, we’re pleased to announce that AMC Entertainment Holdings Inc. has reached an agreement to reduce our debt with bondholders from $460 to $630 million dollars. In addition, we’ve raised $300 million in new, first-lien financing, helping us raise the price of shares more than 5%.


Although we had hoped to open our doors in July 2020, and were ready to do so, we simply have no big box-office movies to show. Many Hollywood studios have delayed the release of their summer blockbusters indefinitely, as we see Covid-19 flare-ups around the country. We’re confident that we’ll be up and running August 2020.


  1. Products and Services

As always, AMC theatres will strive to offer the best entertainment experience as it has been doing in the over 380 AMC theatres across the United States targeting its over 200 million annual theatre visitors. AMC theatres will aim at showing popular second-run movies for its target audience that mainly comprises families and the young members of the population. AMC’s aim of redefining the theatre and entertainment experiences will continue with the movies with a menu strategy that offers a variety of foods and drinks beyond the classical popcorn and fountain drinks.

However, with disruptions in the traditional gathering and socializing patterns due to Covid -19, AMC will employ new strategies to adhere to the set health guidelines to keep theatre goers safe, and at the same provide exceptional theatre experiences to bring back more visitors at this period when many people are afraid of any form of social gathering.

Product and Services Descriptions and Locations

After months of no shows due to the Covid-19 pandemic, AMC will start by reopening eight theatres in Long Island in a gradual back to business strategy. AMC will focus on offering exceptional entertainment services strictly observing the health guidelines on gatherings and social distancing for the safety of the guests.

AMC will show second-run movies in the eight theatres in Long Island offering visitors with options to choose from the available premium formats, RealD® 3D, Dolby Cinema®, and IMAX® technologies. This will provide the target population with enough entertainment to break the boredom brought by limited movements and social gatherings due to Covid-19. However, theatre guests will observe all health guidelines such as sanitizing, wearing face masks and observing social distance while in the theatre premises.

AMC theatres will also consider introducing outdoor screens. With less people expected in the theatres due to social distancing regulations, outdoor screening will ensure that more people watch the movies which translates into more revenue for the company. Five of the eight theatres have drive-in capacity with only AMC Glen Cove 6, AMC Fantasy 5, and AMC Shore 8 without. Health guidelines will also be followed for outdoor screening.

Besides offering quality movies shows, AMC theatres in Long Island will do what they do best in creating an exceptional theatre experience by offering meals and drinks at fair prices. However, the mode of serving the foods and drinks will change with the express pick-up option being the only available method. No drinks and foods will be delivered to the seats so as to avoid unnecessary contacts and observe social distancing. AMC theatres will offer different methods to order for meals and drinks where you can preorder ahead of time and another option where you can order while already at the theatre.


  1. Market Analysis


–       AMC Theatres


–       We used infographics and video to drive thousands in ticket sales nationwide!

–       Background

  • AMC Theatres approached IMI specifically to launch data-driven content marketing strategies that could be tied back to ticket sales for movies such as Hunger Games: Catching Fire and Anchorman 2. The company handled all SEO and Social Media in-house but had resource constrictions. AMC partnered with IMI due to our proven track record and results focused strategies for content marketing.

–       Goal

  • The goal was to design and promote compelling content and use analytics to understand which movie-goers saw the content and purchased tickets versus those that did not.

–       Strategy

  • The IMI team worked closely with AMC’s awesome in-house team to develop a strategy using infographics, motion graphics, and video supported by custom variables and event tracking implementation with Google Analytics. The team spent countless hours researching the films and what fans were talking about, and then designed infographics and animated videos that would resonate with them. We used AMC’s social channels as well as our own outreach strategies to promote each piece.
  • Results
  • The results of the content marketing strategies thus far have been outstanding. Some of the highlights include:
    1. Thousands of new pageviews and impressions to AMC’s blog and social pages
    2. Over 100,000 views on YouTube for the videos
    3. Acknowledged by top movie review blogs and major publications like
    4. Hundreds of new high quality inbound links
    5. Thousands of dollars in ticket sales for AMC Theatres so far for each movie.

Industry Analysis and Trends

AMC Theatres have approximately 16,000 locations in the US, and most locations are in the center of towns where a variety of shopping and entertainment activities take place. Therefore, the theatres are easily accessible by all the residents in a given town on any day of the week. With a movie theatre nearby, many residents are able to save the cost related to attending evening movies at theatres located outside their towns. However, one of the key threats is the entry of potential investors who are mostly attracted by revenues and profits that will be streaming in the first three years. Additionally, considering the initial capital investment, the initial cost required to establish a movie theatre may be a barrier to entry, especially for investors who may not be able to raise huge amounts of income..


Target Market

AMC Theatres target family entertainment, which comprises parents and children seeking second-run movies that are quality and inexpensive as well as the young people age 16-24 that are mostly interested in watching comedy and action movies. The choice of the target market strategy was appropriate because most of the population in the US consists of young people and families. The reason behind choosing the selected target market segment was to capture a big population of the people in various towns. Establishing AMC theatres in various locations is also targeting the large student market, which is mostly faced by transport challenges.

Theatres Competition

The key competitors of AMC Theatres are Cinemark, Rave Cinemas, Regal, Showtime Cinemas, Cineworld Group, and iPic (Ladd, 2012). However, most of these competitors are not located in many towns, and therefore having local movie theatres in towns will hinder the local community from attending the other movie centers that are far away.

In Conclusion AMC theatres are strategically located in various towns, and this gives it a competitive advantage over many of their competitors who are located in major towns and cities. As a way of ensuring the target market for AMC theatres is satisfied with the services and product packages, the theatres will bank on the skills and vast expertise that Michael Stockman has from the previous theatre companies he has worked with. After establishing the theatres, Michael will concentrate on the roles of movie selection, staff recruitment, and supervision, placing orders for the snacks’ bar, and marketing the

Long Term Goals:

  • The long term goal is to follow the rules and regulations of the COVID-19 measures that have to be followed by the people coming in.
  • AMC theatres should open up their theatres in phases. The phases are described below.
  • In phase 1 of the theatrical opening AMC should make at least 30% seating capacity in every show time. To do the 30% seating capacity AMC will automatically block out the rows that are not supposed to be filled.
  • In Phase 2 after considering and going over the success and operation of the phase 1 plan the seating capacity should be increased to 40%.
  • In phase 2 the AMC ticketing system will automatically block out every other row for every show time. And the ticketing system will also block out seats on either side of every party and the seats in front and in the back of each party. This way the social distancing guidelines will be followed.
  • Phase 3 should commence at least one month after the phase 2. And the capacity can be increased to 50%.
  • Phase 4 should commence at the end of the year and AMC can run full capacity. But this also depends on the condition and situation of COVID-19 at that time. The dates may vary for these stages.

Short Term Goals:

  • Outdoor screening can be used until winter time. It will generate more profit and will require less hassle with the health and all the arrangements to be made.
  • There are screens available which are waterproof and weatherproof but I don’t think the visibility of those screens would be good considering the harsh NYC winters. (Will ask professor more info on it)
  • The Enhanced Cleaning procedures and disinfecting the areas of seating inside the theaters is very important and should be brought into action as soon as possible. The seats and everything inside the movie theatre would be cleaned and disinfected in between the show times. All high-touch areas including door handles, stanchions, service counters, handrails, escalator rails, benches, and restroom fixtures will be routinely disinfected. Self-service Freestyle machines will be sanitized routinely, and sanitation stations with sanitizing wipes and/or hand sanitizer will be provided immediately nearby for guest use. All the sanitation and disinfection products that will be used will be EPA approved.
  • The main short term goal would be to follow all the regulations to maintain social distancing and hygiene. So the theatres can start generating revenue.








































  1. Organization and Management Team


























  1. Financial Plan and Projections














BUS 450 NYU Sustainability Reports & Justification of the Grades Discussion Paper



Sustainability reports are increasingly becoming expected or even required by business organizations. This exercise will give you practice in comparing and evaluating sustainability reports.

  • Step 1: Determine the six best aspects of UAB’s business ethics, social responsibility, and environmental sustainability efforts
  • Step 2: Determine the six best aspects of UA’s business ethics, social responsibility, and environmental sustainability efforts
  • Step 3: Develop a report comparing and contrasting another university with regard to ethics, social responsibility, and environmental sustainability
    • Grade each university on the three dimensions, and give each an overall grade
    • Justify your grades



















  • Stage 1 Determine the six best aspects of UAB’s business ethics, social responsibility, and environmental sustainability efforts


  1. UAB’s Harbert Institute for Innovation and Entrepreneurship awarded more than $300,000 to faculty and staff with ideas for new products and processes that needed proof-of-concept or early-stage product development support to reach their commercialization potential. Eleven projects received funding of $10,000 to $50,000, made possible by the Regional Innovation Strategies program of the U.S. Economic Development Administration.
  2. Despite being in the midst of the COVID-19 pandemic, UAB continued to blaze its path forward — the university set an enrollment record for the fifth year in a row, topping out at 22,563 enrolled students, and reached a new milestone in retention rates for first-time, full-time students, with 86.4% returning this fall, a 3.3% increase from the past year.
  3. The UAB Benevolent Fund will continue the Employee Assistance Program during UAB’s limited business operations due to the global outbreak of COVID-19; consideration appointments will be held via phone or Zoom. Applications for the program should be submitted by email; find the forms, eligibility details and more at
  4. In June 2019, the University of Alabama System Board of Trustees approved the final stage of planning for a new, $19.2 million technology facility to be built at 17th Street South and Ninth Avenue on the site of the Ninth Avenue Office Building. The 40,000-square-foot UAB Technology Innovation Center, expected to open in early 2021, will house the campus internet connectivity and technology infrastructure and also host co-location services to campus, offering power, bandwidth, cooling and physical security for servers used throughout the university. It will provide a state-of-the-art facility for the UAB’s data center and unique collaborative and individual work spaces for a number of UAB IT employees.
  5. A new fleet of Blazer Express buses has arrived on campus. The new buses have a kneeling function which enables them to lower the bus’s height by 3 inches to assist passengers with limited mobility. Also four of the new Blazer Express buses are equipped with propane tanks which is more energy-efficient this is in an effort to reduce UAB’s carbon emissions from on-site fossil fuel combustion and fleet-fuel consumption and emissions that result from the generation of electricity, heat or steam, by 20% by 2025.
  6. Revise vendor specifications for all university and hospital dining operators to support overall sustainable dining practices, including local and sustainable food sourcing, service material waste reduction, and food waste reduction and diversion
  7. Track dining purchases to identify and highlight sustainable certifications, including local, fair trade, sustainable, and animal welfare approved
  8. Implement food waste dehydrators or digesters in all on-site kitchens to mitigate food waste sent to the landfill
  9. Expand the current groundwater and condensate recovery program to meet the level of 25% of utility consumption
  10. Use new water resource connections, including wells and industrial water (non-potable), to reduce the use of drinking quality water for utilities and industrial purposes
  11. Install smart water metering systems in larger buildings, increase deployment of smart irrigation system, and draft a sustainable stormwater management plan
  12. Design and manage landscapes to support native plant populations and integrated pest management
  13. Develop an institutional telecommuting and expanded flexible workday policy to reduce commute time, improve recruitment and retention, and support work/life balance
  14. Implement educational courses for social sustainability using the Office of Diversity Equity and Inclusion (ODEI) modules: Cultural Awareness Building Blocks, SafeZone Training, Unconscious Bias, and Bystander Intervention
  15. Include social sustainability messaging during recruitment and onboarding, work to increase the number of individuals completing ODEI education modules, and establish effective data collection mechanisms for enterprise-wide diverse suppliers and second-tier spending
  16. Redefine the current wellness and incentive strategy, and identify member populations with higher disease prevalence and opportunities for improved medication adherence
  17. Develop targeted interventions for select member populations and document a multi-year strategy to include measurement of outcomes



stage 2 Determine the six best aspects of UA’s business ethics, social responsibility, and environmental sustainability efforts.


Business ethics:

  1. integrity
  2. honesty
  3. fairness
  4. excellence
  5. using those ethics previously mentioned in teaching, research, and patient care
  6. also using those ethics in business practices, and other services that the university provides

Social Responsibility:

  1. maintaining personal conduct
  2. maintaining professional conduct
  3. taking the responsibility to report unethical behavior
  4. taking the personal responsibility to uphold business ethics
  5. taking the professional responsibility to uphold business ethics
  6. holding others accountable for unethical behavior

Environmental Sustainability Efforts:

  1. UAB Green Initiative Program
  2. availability of recycling cans located around campus
  3. Improving energy efficiency for existing buildings
  4. Green Labs
  5. Promoting Green initiatives throughout town (joining with Homewood for the tree planting initiative, providing recycling canisters to a nearby elementary school)
  6. UAB Sustainable Smart Cities Research Center (SSCRC)



stage 3

New York University Best Buys Ecommerce Service Case Study

Question Description

I’m studying and need help with a Business question to help me learn.


Strategy Report for Digital Business Structure Class

An electronic copy of your report (4-5 PAGES, excluding appendicessingle-spaced, 12-point font;

AssignmentYou will be provided with the name of a company operating in the digital space ((the name provided was BEST BUY)). Your assignment is to analyze the strategic situation currently facing the company, and suggest strategic growth options that the company can follow over the next three years. If your assigned company operates in multiple businesses, you are encouraged to look at creating synergies with other business that the company owns among its businesses while proposing your strategy. Materials in support of your analysis such as tables, quantitative analysis, etc., should be placed in appendices, and not in the text.

This assignment is meant to be challenging. It essentially asks you to perform a comprehensive analysis that includes three important levels – (1) the global and national environment in which the industry and firms operate, (2) the industry and competitive factors influencing the activities of the company, and (3) the company itself and its operations. Good papers will not simply analyze the three levels independently, but look for linkage and interactions among themIn addition, they will draw on this analysis to make thoughtful strategic recommendations for the firm.

Framework (suggested page length based on single-spaced)

1. (1⁄2-page). An executive summary of your report highlighting the main points. This should be concise and targeted at senior executives of the company who are mainly interested in the big- picture overview, not the minute details. You will typically write this section after you have finished writing the rest of the report.

  1. (2-3 pages). Strategic Situation Analysis consisting of the sections listed below.
    • Environmental AnalysisExamine the economic, technological, social, regulatory, political, and legal environments affecting the company’s industry sector. Please restrict this analysis only to factors that directly affect the industry and company.
    • Industry and Competitor AnalysisExamine the structure of the industry (whether monopoly, oligopoly, or pure competition), the different players operating in the industry (domestic and international), the economics of the industry, the strengths and weaknesses of the main competitors, and the nature of competition in the industry.
    • Consumer AnalysisExamine the consumer culture, consumption patterns, customer needs, and trends in the industry.
    • Company Analysis: What are the strengths and weaknesses of the company? Analyze the company’s current strategy, its business model, and evaluate its prospects. Explain clearly the strategic challenges facing the firm today.
  2. (2-3 pages). Strategic Recommendations
    • Identify at least three strategic revenue growth opportunities for the company and describe them using a short paragraph. For each opportunity, list and explain the pros and cons. Your analysis of the pros and cons should explicitly reference and draw insights from your analysis in Section 2 above (note: strategic growth options are those that require significant commitment of time and money, and have a long-term impact on the performance of the company. Some examples are entering a new business or a new market segment, increasing market share among existing market segments, or changing its business model, etc.).
    • Write a clear and concise recommendation, selecting the best option out of your three suggested growth opportunities. Give a rationale for your choice and provide a clearly defined plan for how the company can implement this growth opportunity.
  3. (No limit). Appendices and bibliography using the APA or MLA format. Points will be deducted for submissions with improper formatting. The appendices should contain materials such as tables and quantitative analysis, and should be referenced in the text of the report. Including appendices that are not supportive of the text of your report will result in point penalties.

—-you should separate out the different sections indicated. For example, separate Environmental Analysis, Industry and Competitor Analysis, etc. Please do not write one long essay where all the sections are combined.

—-The company assigned for the report is Best Buy’s E-commerce Service. Best Buy is the largest electronics retailer in the country. Please see the Attached material on Best Buy to get you started.

You MUST cite the material attached AND many credible outside sources

New York University Kodak Strategic Management and Photography Culture Questions


  1. TCE 40 Question b only:
  2. Why was Kodak unable to transition its considerable experience in traditional film and innovative digital technologies to digital photography? What were Kodak’s traditional film customers like? What are customers of digital photography products and services like? Compare and 
contrast the value propositions for traditional and digital photography customers.


  1. TCE 42 Question b only
  2. What competitive forces caused Kodak’s position in digital and traditional photography to erode so quickly? What competitive forces might have led to Fuji’s success and Kodak’s lack of success?


  1. What is a biological eco-system?
  2. What is a business eco-system?
  3. According to Reeves why do some firms last 100 years?
  4. What can we learn about corporate strategy and vitality by studying biological ecosystems?


New York University Strategic MGT Decision Making Questions


  1. What do Clive Guilinson and Steve Jobs have in common, if anything, regarding managing a business?
  2. What strategic actions did Gillinson take to turnaround the financially struggling London Symphony Orchestra?
  3. When Gillinson was hired as Artistic and Executive Director of Carnegie Hall, the famed venue was already financially and artistically successful. What actions did he take to change Carnegie Hall? Why did Gillinson and Carnegie’s board believe changed was needed?
  4. Gillinson was an accomplished cellist and mathematician. What, if anything does math and music have to do with leading and managing a business?