Professional Documents
Culture Documents
Please use the model suggested in the position outline you have:
1. What the main facts in the case study
2. What are the main issues?
3. Structure the facts around the issues
4. Propose 3 strategic alternatives for action and give the pro’s and the con’s for
each one
5. Select the best alternative and explain why it is the best
6. Should the company implement your selected strategy, what kind of problems
would the company have to deal with in the implementation process? How
challenging is it? How likely it will succeed? What could be the results for the
company? How should the company finance the implementation of this new
strategy?
7. Conclusions
1. What were the main factors that contributed to the success of the company in the
beginning?
2.How the brand Saatchi and Saatchi was developed?
3. What was the financial strategy of the company?
4.The company claims that advertising is becoming a global business and
positions itself as the champion global agency. Is advertising a global business? In
what sense? What advantages does a global agency have over a local/national
one?
5.How do you evaluate Maurice Saatchi's concept of "Global Service
Supermarkets"? What benefits might an advertising company derive by
diversifying into Management Consulting?
6.What the company should do now? I mean after reading the whole case.
HONDA
CANON
1. How was this obscure little firm of „Accounting and Engineering Advisors”, able
to grow into the world’s most prestigious consulting firm fifty years later? What
was the unique sourec of competitive advantage developed by James O.
McKinsey and later Marwin Bower?
2. Why was the „One Firm Concept” so important to McKinsey’s success?
3. How effective was Ron Daniel in leading McKinsey to respond to challenges
identified in the Commission on Firm Aims and Goals? What contribution did
Fred Gluck make to the required changes?
4. Why has it taken so long to make significant change to a system recognized as a
flawed?
5. How much of a source of a competitive advantage do FPIS and PD Net represent
for McKinsey?
6. Why is Gluck so fixated on embedding knowledge and institutionalizing the
firm’s intellectual capital?
7. What is the difference between „the discover-codify-dessiminate” Model of
knowledge development and and the „engage-explore-apply-share” Approach?
Why are they keen to develop the latter?
8. Judging by the evidence of the 3 min cases of front-line activities in the mid
1990’s, how effective has the firm been in its 2-decade long change process?
9. What is your evaluation of Rajat Gupta’s „four pronged” approach to knowledge
development and application within MCKinsey? As a Senior Partner, what
specific advice would give him?
10. Why is McKinsey consistently the number one employer of prefernce for MBA
graduate worldwide-despite the fact that there is an 85% change that the associate
will be asked to leave within 7 or 8 years?
1. How would describe the key characteristics of Electrolux and Zanussi in 1983, in
terms of their strategy , organization, capabilities and performance?
2. As leif Johansson , would you recommend the Zanussi acquisition in 1983?
3. What lessons, if any, do you draw from Electrolux’s approach to acquisition
decision making ?
4. What lessons , if nay, do you draw from Electrolux’s approach to acquisition-
integration? What would have done differently?
5. What strategic and organizational challenges remained for Electrolux in 1988?
What are the main options?
6. What should Leif Johansson do now? ( I mean then).
7. Both brands continue to exist until today. What’s the situation of the company
now. Which strategic orientation should the company go?