Strategic Management: Planning for Domestic & Global Competition

Strategic Management
	Strategic Management
	Strategic
	Management
	Planning for Domestic & Global Competition
	John A. Pearce II
	Richard B. Robinson, Jr.
	About the Authors
	Preface
	AN OVERVIEW OF OUR TEXT MATERIAL
	CASES IN THE FOURTEENTH EDITION
	OUR WEB SITE
	SUPPLEMENTS
	Acknowledgments
	Part One
	Overview of Strategic Management
	Chapter One
	Strategic Management
	THE NATURE AND VALUE OF STRATEGIC MANAGEMENT
	Foot Locker, Inc. Announces Updated Strategic Plan and Elevated Long-Term Financial Objectives
	The U.S. Small-Business Growth Engine
	THE STRATEGIC MANAGEMENT PROCESS
	Philips Healthcare: Keeping the Supply Chain Recession-Ready
	Continuous Improvement to Recession-Proof Your Supply Chain
	Exhibit 1.7 continued
	Sorin Group: 2012-2017 Strategic Plan
	Part Two
	Strategy Formulation
	Chapter Two
	Company Mission
	Mission Statement of Nicor Inc.
	WHAT IS A COMPANY MISSION?
	FORMULATING A MISSION
	Identifying Mission Statement Components: A Compilation of Excerpts from Actual Corporate Mission Statements
	Growth Philosophy at AIM Private Asset Management Inc.
	Principles of Nissan Motor Manufacturing (UK) Ltd.
	General Motors Environmental Principles
	Mission Statements for the High-End Shoe Industry
	Mission Statements Express Attention to Customer Needs
	Commitment to Quality
	Examples of Vision Statements
	After Recall Debacle, Toyota Outlines a New Global Vision
	BOARDS OF DIRECTORS
	BP's Sustainability Report on Its Corporate Governance and Risk Management1
	AGENCY THEORY
	Chapter 2 Appendix
	BB&T Vision, Mission, and Purpose
	BB&T Vision
	BB&T Mission
	BB&T Purpose
	Values
	The Role of Emotions
	Concepts That Describe BB&T
	BB&T Management Style
	BB&T Management Concept
	Attributes of an Outstanding
	BB&T Employee
	BB&T Positive Attitude
	BB&T'S Obligations to Its Employees
	Virtues of an Outstanding Credit Culture
	Strategic Objectives
	Achieving Our Goal
	The "World Standard"
	Revenue-Driven Sales Organization
	"World Standard" Client Service Community Banks
	Commitment to Education/Learning
	Our Passions
	Chapter Three
	Corporate Social Responsibility and Business Ethics
	THE STAKEHOLDER APPROACH TO SOCIAL RESPONSIBILITY
	TYPES OF SOCIAL RESPONSIBILITY
	Who's Doing Well by Doing Good
	What We Learned from the U.S. Corporate Scandals of 2002
	Swiss Re and Roche Team Up in China to Save Cancer Patients
	Mission Statement: Johnson & Johnson
	Heinz Stresses CSR
	WBCSD'S 10 Messages by Which to Achieve Sustainability
	Business Sustainability
	[Global Strategy in Action
	The Mixed Potential of Global CSR
	SARBANES-OXLEY ACT OF 2002
	Sarbanes-Oxley Act of 2002
	Exhibit 3.11 continued
	The New Corporate Governance Structure
	Sustainability Grows on the Shareholder Agenda
	SATISFYING CORPORATE SOCIAL RESPONSIBILITY3
	Five Principles of Successful Corporate Social Responsibility Collaboration
	MANAGEMENT ETHICS
	Toyota Recalls: Solidifying the Company's Business Ethics
	Nike, Inc. Code of Conduct
	CODES OF BUSINESS ETHICS
	Exhibit 3.18 continued
	Business Ethics Self-Assessment: What Are the Ethics of Your Company?
	BUSINESS ETHICS SELF-ASSESSMENT
	Chapter Four
	The External Environment
	THE FIRM'S EXTERNAL ENVIRONMENT
	REMOTE ENVIRONMENT
	Where Wal-Mart Isn't: Four Countries the Retailer Can't Conquer
	Franchising Laws in India
	Legendary Horses Victim of Spain's Economic Bust
	U.S. Union Warns Obama on Trade Talk Tactics
	"Dutch Sandwich" Saves Google Billions in Taxes
	In China, Food Self-sufficiency vs. Industrial Growth
	INDUSTRY ENVIRONMENT
	HOW COMPETITIVE FORCES SHAPE STRATEGY
	CONTENDING FORCES
	The Experience Curve as an Entry Barrier
	Chinese Companies Retreat from U.S. Listings as Scrutiny Mounts
	Global Construction Industry Forecast
	INDUSTRY ANALYSIS AND COMPETITIVE ANALYSIS
	How Apple Set the Standard for Its Industry
	A Year of Change in the Philippine Telecommunications Industry
	Global Aerospace and Transport Industry Forecast
	OPERATING ENVIRONMENT
	EMPHASIS ON ENVIRONMENTAL FACTORS
	Chapter 4 Appendix
	Sources for Environmental Forecasting
	Remote and Industry Environments
	Industry and Operating Environments
	Chapter Five
	The Global Environment
	GLOBALIZATION
	Four Scenarios for 2030
	Yummy in the Tummy
	DEVELOPMENT OF A GLOBAL CORPORATION
	WHY FIRMS GLOBALIZE
	Volatility Is the New Normal
	AT THE START OF GLOBALIZATION
	Orientation of a Global Firm
	The J-Curve on Country Stability and Openness
	COMPLEXITY OF THE GLOBAL ENVIRONMENT
	Checklist of Factors to Consider in Choosing a Foreign Manufacturing Site
	CONTROL PROBLEMS OF THE GLOBAL FIRM
	GLOBAL STRATEGIC PLANNING
	Caterpillar's Chinese Lessons
	Escalating Commitments to International Markets
	COMPETITIVE STRATEGIES FOR FIRMS IN FOREIGN MARKETS
	PepsiCo's Eastern European Snack Attack
	For Small Businesses, the Big World Beckons
	Chapter 5 Appendix
	Components of the Global Environment
	Chapter Six
	Internal Analysis
	SWOT ANALYSIS: A TRADITIONAL APPROACH
	TO INTERNAL ANALYSIS
	Global Strategy in Action
	John W. Henry, SWOT Analysis Fixes Boston Red Sox ... Then Liverpool Football Club
	VALUE CHAIN ANALYSIS
	Global Strategy in Action
	FedEx Uses Value Chain Analysis to Reinvent Itself
	RESOURCE-BASED VIEW OF THE FIRM
	INTERNAL ANALYSIS: MAKING MEANINGFUL COMPARISONS
	Kodak's Last Gasp: The Ink Benchmark Wars
	Chapter 6 Appendix A
	Key Resources across Functional Areas
	MARKETING
	FINANCIAL AND ACCOUNTING
	PRODUCTION, OPERATIONS, TECHNICAL
	PERSONNEL
	QUALITY MANAGEMENT
	INFORMATION SYSTEMS
	INTERNET AND WIRELESS CAPABILITIES
	ORGANIZATION AND GENERAL
	MANAGEMENT
	Chapter 6 Appendix В
	Using Financial Analysis
	LIQUIDITY RATIOS
	LEVERAGE RATIOS
	ACTIVITY RATIOS
	PROFITABILITY RATIOS
	ANALYSIS OF THE SOURCES AND
	USES OF FUNDS
	Sources of Funds That Increase Cash
	Uses of Funds
	Conclusion
	Chapter Seven
	Long-Term Objectives and Strategies
	LONG-TERM OBJECTIVES
	Strategy in Action
	Implementing a Balanced Scorecard: Nine Steps to Success
	THE VALUE DISCIPLINES
	GRAND STRATEGIES
	Shutterfly's Improbably Long Survival
	Google Eyes Apple Stores and Considers Retail
	How Disney Hopes to Game the Console Market
	Disruptive Technologies: Advances That Will Transform Life, Business, and the Global Economy
	Tyco Merges Flow Unit with Pentair in All-Stock Deal
	Henry Schein Completes Three Acquisitions to Advance Strategic Plan
	Under Armour Unveils Its Nike FuelBand-killer
	Berkshire, 3G Capital Buying Heinz for $23B
	A Model of the Turnaround Process
	National Bank Diversifies in New Turnaround Strategy
	Dow Chemical Divestitures
	Largest Law Firm in the United States Files for Liquidation
	RG Steel Seeks Bankruptcy Protection
	GE and Toshiba Establish Joint Venture
	Nokia Strategic Alliance Is Just the Beginning for China Mobile
	Japan's Consortium with Myanmar
	SELECTION OF LONG-TERM OBJECTIVES AND GRAND STRATEGY SETS
	Strategy in Action
	A Profile of Strategic Choice Options
	SEQUENCE OF OBJECTIVES AND STRATEGY SELECTION
	DESIGNING A PROFITABLE BUSINESS MODEL
	Chapter Eight
	Business Strategy
	EVALUATING AND CHOOSING BUSINESS STRATEGIES:
	SEEKING SUSTAINED COMPETITIVE ADVANTAGE
	Taking the "LOW" Cost Road
	Apple Pursues Differentiation-Based Business Strategy
	Building Ryanair with an Emphasis on SPEED
	Nicholas Woodman's GoPro Camera Goes Global
	Milliken's Strategic Choice to Reduce Its Environmental Impact
	Nineteenth-Century French Steelmaker Crafts a Global Focus Strategy
	DOMINANT PRODUCT/SERVICE BUSINESSES: EVALUATING
	AND CHOOSING TO DIVERSIFY TO BUILD VALUE
	Chapter Nine
	Multibusiness Strategy
	GE's Changing Business Portfolio
	THE PORTFOLIO APPROACH: A HISTORICAL STARTING POINT
	Kodak and a Case of Cash Cow-itis
	THE SYNERGY APPROACH: LEVERAGING CORE COMPETENCIES
	Leveraging Core Competencies with Skype? Was eBay or Microsoft wisest?
	THE CORPORATE PARENT ROLE: CAN IT ADD TANGIBLE VALUE?
	Ursula Burns, Chairwoman and CEO, Xerox
	Part Three
	Strategy Implementation, Control, and Innovation
	Chapter Ten
	Implementation
	Silicon Valley Serial Entrepreneur Dirk Brown Shares His Secret of Success
	SHORT-TERM OBJECTIVES
	FUNCTIONAL TACTICS THAT IMPLEMENT BUSINESS STRATEGIES
	The Nature and Value of Specificity in Functional Tactics versus Business Strategy
	Tim Cook: Did "the Apple" Fall Too Far from "the Tree"?
	OUTSOURCING FUNCTIONAL ACTIVITIES
	Is Size Really Important? Yes, Especially When . . .
	EMPOWERING OPERATING PERSONNEL: THE ROLE OF POLICIES
	Selected Policies That Aid Strategy Implementation
	Make Sure Policies Aren't Used to Drive Away Customers
	BONUS COMPENSATION PLANS7
	Global Strategy in Action
	U.S. Public Company Performance Metrics and Executive
	Compensation Trends Post Dodd-Frank and the Great Recession
	Chapter 10 Appendix
	Functional Tactics
	FUNCTIONAL TACTICS THAT IMPLEMENT BUSINESS STRATEGIES
	FUNCTIONAL TACTICS IN
	PRODUCTION/OPERATIONS
	Basic Issues
	FUNCTIONAL TACTICS IN MARKETING
	FUNCTIONAL TACTICS IN SOCIAL COMPUTING
	FUNCTIONAL TACTICS IN ACCOUNTING AND FINANCE
	FUNCTIONAL TACTICS IN RESEARCH AND DEVELOPMENT
	FUNCTIONAL TACTICS IN HUMAN RESOURCE MANAGEMENT
	Chapter Eleven
	Organizational Structure
	Apple's Organization Chart under Steve Jobs
	How Apple's Organization Structure in Exhibit 11.1 Worked under Steve Jobs and after His Death
	TRADITIONAL ORGANIZATIONAL STRUCTURES AND THEIR STRATEGY-RELATED PROS AND CONS
	GE's Matrix Structure Experiment in Its Global Business Structure
	THE NEW MILLENNIUM
	Cross-Functional Teams Add Value at Monsanto and IBM in Implementing Innovative Strategies
	INITIAL EFFORTS TO IMPROVE THE EFFECTIVENESS OF TRADITIONAL ORGANIZATIONAL STRUCTURES
	Toyota vs. Ford on Reexamining the Need for Control versus Coordination
	From Reengineering to Reinvention: The IBM Journey from Reengineering Itself to Becoming an "On Demand Business" to IBM Global Business Services
	John A. Byrne, Executive Editor, Bloomberg Businessweek on Delayering and Empowering
	CREATING AGILE, VIRTUAL ORGANIZATIONS
	What the Early U.S. Module Corporation Looked Like
	$90
	Resources
	The Corporate Lattice—A Social Media Organizational Structure at AT&T
	Chapter Twelve
	Leadership and Culture
	STRATEGIC LEADERSHIP: EMBRACING CHANGE
	Mike Bloomberg, New York's Three-Time CEO Leader
	Jeff Bezos, Amazon.com Founder/CEO ... Perserverance Personified
	Test YOUR Principles
	IBM Goes with MMORG to Develop Its Managers into Future Global Leaders
	What Is Your Workplace Culture Most Like?
	THE BIG PICTURE
	Reed Hastings Builds a Unique, Revolutionary Culture at Netflix
	Rebirthing P&G Twice—Is this Corporate Reincarnation?*
	Chapter Thirteen
	Strategic Control
	STRATEGIC CONTROL
	ESTABLISHING STRATEGIC CONTROLS
	Alan Lafley, P&G's Former New CEO's Secret to Good Innovation
	Examples of Strategic Control
	Exhibit 13.3 continued
	Examples of Strategic Control
	Examples of the Use of Dashboards for Strategic Control
	Chapter Fourteen
	Innovation and Entrepreneurship
	WHAT IS INNOVATION?
	Taiichi Ohno . . . Toyota's Quiet Perfectionist Who Changed the World
	Google Glass: Collaborative Innovation
	Google Acquires Dodgeball to Innovate, Then Drops the Ball
	Dwayne Spradlin, CEO, InnoCentive—Harnessing the Power of the Crowd Worldwide
	WHAT IS ENTREPRENEURSHIP?
	Fred. W. Smith: Blackjack Gambler and Entrepreneur Extraordinaire
	Global Strategy in Action
	Intrapreneurs—They Are Everywhere! Just Give Them Time to Blossom
	Part Four
	Cases
	Guide to Strategic Management Case Analysis
	THE CASE METHOD
	PREPARING FOR CASE DISCUSSION
	USING THE INTERNET IN CASE RESEARCH
	PARTICIPATING IN CLASS
	ASSIGNMENTS
	Cases
	Bristol-Myers Squibb’s Growth through Addition, Subtraction, and Sharing	John A. Pearce II and Richard B. Robinson Jr.
	Competing for New York’s Best Lobster Roll:
	Failed Trade Protection	David E. Desplaces
	REBECCA CHARLES AND PEARL OYSTER BAR
	THE RESTAURANT INDUSTRY IN NEW YORK CITY
	COMPETITION OR COPYCAT?
	REFERENCES
	JCPenney’s Uncertain Turnaround
	John A. Pearce II and Richard B. Robinson Jr.
	Livestrong: Cycling Around Lance Armstrong
	LANCE ARMSTRONG
	THE CONTROVERSY3
	LIVESTRONG
	CONFRONTING THE FUTURE
	A “World’s Top Company”: Southern New Hampshire University
	Richard B. Robinson Jr. and John A. Pearce II
	Wal-Mart Online—What to Do about Amazon.com?
	Richard B. Robinson Jr. and John A. Pearce II
	Wells Fargo’s Remarkable Ascent
	John A. Pearce II, Steven T. Woods, and
	Richard B. Robinson Jr.
	Wendy Aust, Senior Strategic Analyst, Global Strategy Advisors, LLC
	Richard B. Robinson Jr., Ryan Maltba, and John A. Pearce II
	ASSIGNMENT FOR MR. JIM WARREN
	Absolut Vodka
	BACKGROUND OF THE ALCOHOLIC BEVERAGE INDUSTRY
	THE LAUNCH OF ABSOLUT IN THE UNITED STATES
	THE ABSOLUT ADVERTISING STRATEGY
	APPROACHING 1990
	NEW DIRECTIONS
	Case 10
	Amazon.com, Inc: Retailing Giant to High-Tech Player?
	Alan N. Hoffman Bentley University
	OVERVIEW
	RETAIL OPERATIONS/AMAZON'S SUPERIOR WEB SITE
	DIVERSIFIED PRODUCT OFFERINGS
	PARTNERSHIPS
	byamazon*
	WEB SERVICES
	AMAZON'S ACQUISITION OF ZAPPOS, QUIDSI, LIVINGSOCIAL, AND LOVEFILM
	COMPETITORS
	FRUSTRATION FREE PACKAGING
	FINANCIAL OPERATIONS
	CHALLENGES FOR AMAZON
	Apple v. Samsung: Intellectual Property and the Smartphone
	Patent Wars'
	BACKGROUND
	CONCLUSION
	American Public Education, Inc. (A)1
	Richard B. Robinson Jr. and John A. Pearce II
	CIVILIAN SURGE
	WORD OF MOUTH
	PROFITABILITY
	American Public Education, Inc. (B)3
	Richard B. Robinson Jr. and John A. Pearce II
	APEI'S STRATEGIC ASSESSMENT AND GROWTH
	STRATEGIES TOWARD 2025
	THE FUTURE FOR APEI
	The Apollo Group, Inc. [University of Phoenix] Richard B. Robinson
	GLOBAL OUTREACH
	THE ONLINE TREND
	MASS MARKET?
	COST-EFFECTIVE
	CAUTIOUS ELITES
	THE PROPRIETARY (FOR-PROFIT) COLLEGE AND UNIVERSITY SECTOR
	CHALLENGES FACING THE PROPRIETARY EDUCATION PROVIDERS
	THE APOLLO GROUP, INC
	THE UNIVERSITY OF PHOENIX STRATEGY
	UNIVERSITY OF PHOENIX STUDENT DEMOGRAPHICS
	FINANCIAL PICTURE FOR THE APOLLO GROUP AND THE UNIVERSITY OF PHOENIX
	Barnes & Noble, Inc.: The Yucaipa Proxy Challenge'
	BARNES & NOBLE
	THE BOOKSELLING INDUSTRY8
	BURKLE AND RIGGIO
	BARNES & NOBLE'S DIGITAL STRATEGY
	BURKLE'S RESPONSE TO BARNES & NOBLE'S DIGITAL STRATEGY
	THE DECISION
	Blue Nile, Inc.: “Stuck in the Middle" of the Diamond
	COMPANY BACKGROUND
	STRATEGIC DIRECTION
	THE JEWELRY INDUSTRY
	BLUE NILE'S COMPETITORS
	BARRIERS TO ENTRY/IMITATION
	SOCIAL AND DEMOGRAPHIC TRENDS
	GLOBAL OPPORTUNITIES
	BLUE NILE'S FINANCES
	MARKETING
	OPERATIONS AND LOGISTICS
	HUMAN RESOURCES AND ETHICS
	BMW of North America: Dream It. Build It. Drive It.
	Dmitry Alenuskin Andreas Schotter
	INTRODUCTION
	THE U.S. AUTOMOTIVE INDUSTRY
	U.S. AUTO FLEET
	U.S. CAR DISTRIBUTION
	BMW BACKGROUND
	BMW OF NORTH AMERICA
	BMW DEALERSHIPS
	MARKETING AT BMW
	BMW MANUFACTURING
	PLANT SPARTANBURG
	MASS CUSTOMIZATION
	CUSTOMIZATION AT BMW
	THE BMW X3
	DREAM IT. BUILD IT. DRIVE IT.
	Of Orangutans and Chainsaws: Cargill, Inc. Confronts The Rainforest Action Network Advocacy1
	PROFILE OF CARGILL2
	THE ROUNDTABLE ON SUSTAINABLE PALM OIL12
	THE RAINFOREST ACTION NETWORK16
	RAN AND PALM OIL ADVOCACY19
	CARGILL'S RESPONSE TO RAN'S ACTIONS
	Chipotle: Mexican Grill, Inc.: Food With Integrity'
	THE U.S. RESTAURANT INDUSTRY2
	CHIPOTLE MEXICAN GRILL'S HISTORY AND PROFILE
	BUSINESS OPERATIONS
	THE "EINHORN EFFECT"
	CMG'S CHALLENGES
	Delta Airlines and the Trainer Refinery
	DELTA'S DILEMMA
	THE STRUCTURE AND PROFITABILITY OF U.S. REFINING
	CRUDE SOURCING
	EAST COAST REFINERIES
	DECISION TIME
	The Global Oil and Gas Industry	Andrew Inkpen
	Michael Moffett
	OIL AND GAS INDUSTRY BACKGROUND
	OIL AND GAS RESERVES
	OIL AND GAS IN THE GLOBAL ECONOMY
	OIL AND GAS SUPPLY
	INDUSTRY FINANCIAL PERFORMANCE
	THE ROLE OF OPEC
	THE RESOURCE CURSE
	MAJOR INDUSTRY PLAYERS AND COMPETITORS
	INTEGRATED OIL COMPANIES
	NATIONAL OIL COMPANIES
	INDEPENDENTS
	OTHER FIRMS
	THE OIL AND GAS INDUSTRY VALUE CHAIN
	UPSTREAM: EXPLORATION, DEVELOPMENT, AND PRODUCTION
	RESERVOIR MANAGEMENT
	UPSTREAM PROFITABILITY
	MIDSTREAM: TRADING AND TRANSPORTATION
	DOWNSTREAM: OIL REFINING AND MARKETING
	GASOLINE RETAILING
	NATURAL GAS
	PETROCHEMICALS
	EVOLUTION OF THE INDUSTRY
	Good Hotel: Doing Good, Doing Well?
	Armand Gilinsky, Jr.
	S. Noorein Inamdar
	THE U.S. LODGING INDUSTRY
	JOIE DE VIVRE
	GOOD HOTEL
	MAKING THE TRANSITION
	BIBLIOGRAPHY
	Google’s Acquisition of Motorola Mobility: Will the “Gamble”Pay Off '?
	ABOUT GOOGLE
	ABOUT MOTOROLA MOBILITY
	THE BATTLE FOR SUPREMACY
	GOOGLE ACQUIRES MOTOROLA MOBILITY
	THE FUTURE OF ANDROID PARTNERS
	IS THE ACQUISITION A GAMBLE?
	Lagunitas Brewing Company, Inc., 2013
	COMPANY HISTORY
	MISSION AND VALUES
	COMPETITION
	MARKETING AND DISTRIBUTION
	ECONOMIC DEVELOPMENT ISSUES
	FUTURE CHALLENGES
	REFERENCES
	Leica Camera: A “Boutique” Firm Faces A World of Change
	COMPANY HISTORY
	RISE OF THE SLR
	20th-CENTURY CAMERA INDUSTRY
	LEICA CONFRONTS CHANGE
	RISE OF JAPAN: CANON AND NIKON
	EUROPEAN COMPETITOR: HASSELBLAD
	OUTSOURCING AT LEICA
	THE END OF THE R?
	Louis Vuitton1
	SYNOPSIS
	HISTORY
	BERNARD ARNAULT
	THE PERSONAL LUXURY GOODS INDUSTRY
	THE LVMH GROUP
	FASHION AND LEATHER GOODS GROUP
	LOUIS VUITTON
	THE DILEMMA
	The Movie Exhibition Industry 2013
	Brett P. Matherne,Georgia State University Steve Gove,Virginia Tech David Thornblad,Virginia Tech
	THE BUSINESS OF EXHIBITION
	THE MAJOR EXHIBITOR CIRCUITS
	CHALLENGES FOR EXHIBITORS
	RECENT EXHIBITOR INITIATIVES
	TECHNOLOGICAL INNOVATIONS
	ALTERNATIVE CONTENT
	DYNAMIC PRICING
	CONCESSION INITIATIVES
	ADVERTISING INITIATIVES
	BRIGHT LIGHTS AND RED CARPET OR DIMLY LIT MARQUEE?
	Netflix, Inc. (A): The 2011 Rebranding/Price Increase Debacle
	ONLINE STREAMING
	DEMOGRAPHICS
	NETFLIX'S COMPETITORS
	RISING CONTENT COSTS
	GLOBAL EXPANSION
	FINANCIAL RESULTS
	NETFLIX'S SUCCESS
	THE 2011 PRICE INCREASE/REBRANDING DEBACLE
	STRATEGIC CHALLENGES AHEAD FOR NETFLIX
	NETFLIX BOARD OF DIRECTORS
	Netflix (B): A Strategic Pivot of Mythic Proportion'
	Adapted by Richard Robinson, John Pearce, and Ram Subramanian
	Volvo and Geely
	Andrew Inkpen
	Michael H. Moffett
	LI SHU FU
	THE CHINESE AUTOMOBILE MARKET
	GEELY AUTOMOTIVE
	VOLVO
	LI SHU FU'S INTEREST IN VOLVO
	Yahoo! Inc.: Marissa Mayers Challenge1
	THE INTERNET CONSUMER SERVICES INDUSTRY4
	YAHOO'S COMPANY BACKGROUND10
	CORPORATE GOVERNANCE AT YAHOO
	Photo Credits
	Name Index
	Subject Index
	Case Index