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International
Business
1.
Do a SWOT analysis for Wipro in the Indian
market context and discuss the appropriateness (or otherwise) of its domestic
strategy.
2.
Are Wipro’s forays into the international
markets with respect to entry, mode, etc. right? If not, what are the
alternatives you would suggest?
3.
How can Wipro’s corporate strategy be kept
flexible enough to adapt to increasing competition and changing realities?
4. Attempt a ‘technology road map’
for Wipro for the next five years Chart a course of strategy w.r.t. markets,
which the company can adopt.
1)
In what way has operations management let
competitive advantage to Li & Fung?
2)
How effective is Li & Fung’s value chain
configuration? Ineffective? Discuss.
1) Is gross domestic product per capita a useful indicator of International
competitiveness in the EU?
2)
Is it fair to point
the blame for the EU’s poor international competitiveness at inflexible labor
markets, regulated goods and services markets, and a general lack of
competition? What alternative explanations might be suggested?
3) What appears to be the problem with the EU’s banking sector?
4)
Is the number of
patents registered a useful indicator of superior International
competitiveness? Why do you think the USA does well in this area?
5) Should the EU consider more targeted intervention in the form of
subsidies or strategic trade policy?
1.
What strategy was Unilever pursuing before its
early 1990s reorganisation? What kind of structure did the company have? Were
Unilever’s strategy and structure consistent with each other? What were the
benefits of this strategy and structure? What wore the drawbacks?
2.
By the 1990s, was there still a fit between
Unilever’s strategy and structure and the operating environment in which it
competed? If not, why not?
3.
What kind of strategy and structure did Unilever
adopt in the 1990s? Is this appropriate given the environment in which Unilever
now competes? What are the benefits of this organizational and strategic shift?
What are the costs?
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