CASE 26
This is a TurnItIn proctored TEAM Learning Assignment and is worth 100 points
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Module 4 , Textbook 1, Team Case Analysis Reports and Presentations:
Case 26: PROCTER & GAMBLE
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Due Date:
Sunday, September 20, 2020 at 11:55 PM
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Dear International Strategic Management Executives:
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Please read from our Textbook 1, the following Strategic Management case assigned for this Learning Week and please analyze and answer the following questions:
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1. * Whats this Strategic Management Business Case about?
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2. * Detailed Financial Analysis
7.1 Strategic Management, Key Financial Ratios.ppt
7.2 . Financial Ratios Tutorial.pdf
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3. * Industry Analysis (PESTEL Analysis and Porter 5 Forces)
At LEAST 3 to 5 Bullet Points for EACH Force
Please explain why? and analyze, and discuss in great detail EACH Bullet Point
1.2 Industry Analysis, Porter 5 Forces – IPPTChap003.pptx
1.3 Porter Five Forces Worksheet.pdf
1.4 Industry Analysis, The Five Forces.pdf
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4. * Business SWOT Analysis
At LEAST 3 to 5 Bullet Points for EACH SWOT Analysis Section
Please explain why? and analyze, and discuss in great detail EACH Bullet Point
2.2 SWOT Analysis – IPPTChap004.pptx
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5. * Which are the three most Key Problems, Critical, and Strategic Issues of this Strategic Management Business Case?
Please explain why? and analyze, and discuss in great detail
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6. * Key Problems, Critical, and Strategic Issues Analysis
Please explain, analyze, and discuss in great detail EACH Key Problems, Critical, and Strategic Issues
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7. * Identification of Alternatives for EACH Key Problem, Critical, and Strategic Issues
At LEAST 3 Bullet Points Alternatives for EACH Key Problem, Critical, and Strategic Issues
Please explain, analyze, and discuss in great detail EACH
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8. * Evaluation of Alternatives for EACH Key Problem, Critical, and Strategic Issues
Please explain, analyze, and discuss in great detail EACH
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9. * Recommended Course of Action
At LEAST 3 Recommended Course of Actions
At LEAST 3 Bullet Points for EACH Recommended Course of Action
Please explain, analyze, and discuss in great detail EACH
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10. * Implementation and Execution Plan for EACH Recommended Course of Action
At LEAST 3 Bullet Points for EACH Recommended Course of Action
Please explain, analyze, and discuss in great detail EACH
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11. * Which are the three most relevant Lessons Learned of this Strategic Management Business Case?
Please explain why? and analyze, and discuss in great detail
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12. * Which are the three most relevant Best Practices of this Strategic Management Business Case?
Please explain why? and analyze, and discuss in great detail
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In addition, please double make sure to address ALL of the following Strategic Management Business Case sections in your Learning Team Case Analysis Report and Presentation:
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and the discussion questions, if any, asked in this Strategic Management Business Case.
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Finally, please answer ALL these Questions and Sections of this Strategic Management Business Case with great detail AND STEP BY STEP being extremely methodical and accurate in your answers. It is extremely important that for each Question and Section, you write the entire question and you LABEL and/or PLACE the appropriate headings and subheadings clearly for EACH part of the question and/or section.
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Please address, analyze, and discuss in great detail and thoroughly support and explain the whats, hows, and whys of each of your answers.
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I expect high caliber Learning Teams Case Analysis Reports and Presentations with top analyses and interesting insights!! If you have any questions, please let me know.
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Jose Rocha
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Learning Assignment Guidelines
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Case Analysis Executive Summary:
This case analysis executive summary should be a 1 to 2 pages typed professional written executive summary in Word and PDF format with:
– Line Space: 1.5 max
– Font: Times Roman or Calibri of 12 point maximum
– Margins: left, right, top, bottom margins of .8 inches maximum
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Case Analysis Written Report:
This document should be a typed professional written report in Word and PDF format with:
– Line Space: 1.5 max
– Font: Times Roman or Calibri of 12 point maximum
– Margins: left, right, top, bottom margins of .8 inches maximum
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** No Word and PDF format documents: No grading.
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PowerPoint Presentations:
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5 slides summarizing your Case Analysis with
5 bullet points with one line (maximum two lines) per each slide in PPT and PDF format
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At the end, your Learning Team Case Analysis PowerPoint Presentation will have 25 bullet points in total (5 slides with 5 bullet points each slide).
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** No PPT and PDF format documents: No grading.
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** Learning Team Case Analysis Written Reports which do not follow ALL these Learning Assignment
Guidelines described in previous paragraphs will not be graded.
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Checklist of Documents to hand in Case Analysis Dropbox:
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Each Learning Team Captain must submitINJUST ONE Document
(Wordand PDF formats):
Team, Certification of Authorship Assignment Cover Page
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Case Analysis Executive Summary
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Case Analysis Written Report
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AND
Case Analysis PowerPoint Presentation (PPTand PDF formats)
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This WORD document must have in JUST ONE word file the following sections:
Team, Certification of Authorship Assignment Cover Page
Case Analysis Executive Summaryaccording to theLearning Assignment Guidelinesrequired for this Learning Assignment.
Case Analysis Written Report according to the Learning Assignment Guidelines required for this Learning Assignment.
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** Please use the Word document Template for this Learning Assignment:
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Template, Case Analysis Document
located at our Canvas Learning Management System section:
Course Content: 2.1 Class Learning Assignments Templates.
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*** Case AnalysisWORDdocuments with:
TurnItIn Originality Score Index in
o Orange (50-74% similarity index) and/or Red (75-100% similarity index)
will NOT be gradedand will be reviewed and assess forpotential
Academic Dishonesty misconduct… ***
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Grading Rubric
This learning assignment will be graded according to the following grading rubrics :
Grading Rubric for Case Analysis Written Reports
3.1 Grading Rubric for Case Analysis.pdf
3.2 Grading Rubric for Case Analysis Written Report, v. 3.0.pdf
and
Grading Rubric for Writing and APA Style use
APA Style Rubric.pdf
located at our Canvas Learning Management System section:
Course Content: 2. Class Learning Assignments Guidelines, Grading Rubrics, and Peer Evaluation Forms
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Some Learning Tips for this Learning Assignment
Please take a moment to read and get familiarized with the following learning concepts:
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Executive Summary
What is an Executive Summary? How to develop an Executive Summary?
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According to the [emailprotected] | The Writing Studio at
https://writing.colostate.edu/guides/guide.cfm?guideid=76(Links to an external site.)
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An Executive summary is:
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Executive Summaries
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Executive Summaries are much like any other summary in that their main goal is to provide a condensed version of the content of a longer report.
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The executive summary is usually no longer than 10% of the original document. It can be anywhere from 1-10 pages long, depending on the report’s length. Executive summaries are written literally for an executive who most likely DOES NOT have the time to read the original [document].
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Executive summaries make a recommendation. Accuracy is essential because decisions will be made based on your summary by people who have not read the original.
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Executive summaries frequently summarize more than one document
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Processes for Writing an Executive Summary
https://writing.colostate.edu/guides/page.cfm?pageid=1508&guideid=76(Links to an external site.)
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In addition, please find the following Good and poor examples of executive summaries at http://unilearning.uow.edu.au/report/4bi1.html(Links to an external site.).
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Finally, please find a more comprehensive definition and know how about Executive Summaries at the:
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University Writing Center at Texas A&M
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http://writingcenter.tamu.edu/Students/Writing-Speaking-Guides/Alphabetical-List-of-Guides/Professional-Writing/Executive-Summaries(Links to an external site.)
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Lessons Learned vs Best Practices
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Tips for Turning Lessons Learned into Best Practices:
http://www.projectsmart.co.uk/tips-for-turning-lessons-learned-into-best-practices.(Links to an external site.)php
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Using APA Style and Tips in Writing
You can find several readings and support material for your writing learning assignments and APA Style use at our Canvas Learning Management System section:
Course Content: 1.2 Using APA Style and Tips in Writing
des13959_fm_i-xliv.inddi 01/04/18 10:01 AM
GREGORY G. DESS
University of Texas at Dallas
GERRY McNAMARA
Michigan State University
ALAN B. EISNER
Pace University
SEUNG-HYUN (SEAN) LEE
University of Texas at Dallas
text & cases
ninth edition
STRATEGIC
MANAGEMENT
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STRATEGIC MANAGEMENT: TEXT AND CASES, NINTH EDITION
Published by McGraw-Hill Education, 2 Penn Plaza, New York, NY 10121. Copyright 2019 by McGraw-
Hill Education. All rights reserved. Printed in the United States of America. Previous editions 2016,
2014, and 2012. No part of this publication may be reproduced or distributed in any form or by any means,
or stored in a database or retrieval system, without the prior written consent of McGraw-Hill Education,
including, but not limited to, in any network or other electronic storage or transmission, or broadcast for
distance learning.
Some ancillaries, including electronic and print components, may not be available to customers outside
the United States.
This book is printed on acid-free paper.
1 2 3 4 5 6 7 8 9 0 LWI 21 20 19 18
ISBN 978-1-259-81395-5 (bound edition)
MHID 1-259-81395-9 (bound edition)
ISBN 978-1-259-89997-3 (loose-leaf edition)
MHID 1-259-89997-7 (loose-leaf edition)
ISBN 978-1-259-89994-2 (instructors edition)
MHID 1-259-89994-2 (instructors edition)
Portfolio Director: Michael Ablassmeir
Lead Product Developer: Kelly Delso
Product Developer: Anne Ehrenworth
Executive Marketing Manager: Debbie Clare
Content Project Managers: Harvey Yep (Core), Bruce Gin (Assessment)
Buyer: Susan K. Culbertson
Design: Matt Diamond
Content Licensing Specialists: DeAnna Dausener (Image and Text)
Cover Image: Anatoli Styf/Shutterstock
Compositor: SPi Global
All credits appearing on page or at the end of the book are considered to be an extension of the copyright page.
Library of Congress Cataloging-in-Publication Data
Names: Dess, Gregory G., author. | McNamara, Gerry, author. | Eisner, Alan B., author.
Title: Strategic management : text and cases / Gregory G. Dess, University of
Texas at Dallas, Gerry McNamara, Michigan State University, Alan B.
Eisner, Pace University.
Description: Ninth edition. | New York, NY : McGraw-Hill Education, [2019]
Identifiers: LCCN 2017052281 | ISBN 9781259813955 (alk. paper)
Subjects: LCSH: Strategic planning.
Classification: LCC HD30.28 .D4746 2019 | DDC 658.4/012dc23 LC record available at
https://lccn.loc.gov/2017052281
The Internet addresses listed in the text were accurate at the time of publication. The inclusion of a website
does not indicate an endorsement by the authors or McGraw-Hill Education, and McGraw-Hill Education
does not guarantee the accuracy of the information presented at these sites.
mheducation.com/highered
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des13959_fm_i-xliv.inddiii 02/19/18 12:28 PM
To my family, Margie and Taylor and my parents,
the late Bill and Mary Dess; and Michael Wood
To my first two academic mentorsCharles Burden
and Les Rue (of Georgia State University)
Greg
To my wonderful wife, Gaelen, my children,
Megan and AJ; and my parents, Gene and Jane
Gerry
To my family, Helaine, Rachel, and Jacob
Alan
To my family, Hannah, Paul and Stephen; and my
parents, Kenny and Inkyung.
Sean
DEDICATION
dedication
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Gregory G. Dess
is the Andrew R. Cecil Endowed Chair in Management
at the University of Texas at Dallas. His primary research
interests are in strategic management, organization-
environment relationships, and knowledge management.
He has published numerous articles on these subjects
in both academic and practitioner-oriented journals. He
also serves on the editorial boards of a wide range of
practitioner-oriented and academic journals. In August
2000, he was inducted into the Academy of Management
Journals Hall of Fame as one of its charter members.
Professor Dess has conducted executive programs in
the United States, Europe, Africa, Hong Kong, and
Australia. During 1994 he was a Fulbright Scholar in
Oporto, Portugal. In 2009, he received an honorary
doctorate from the University of Bern (Switzerland).
He received his PhD in Business Administration from
the University of Washington (Seattle) and a BIE degree
from Georgia Tech.
Gerry McNamara
is the Eli Broad Professor of Management at Michigan
State University. His research draws on cognitive and
behavioral theories to explain strategic phenomena,
including strategic decision making, mergers and
acquisitions, and environmental assessments. His
research has been published in the Academy of
Management Journal, the Strategic Management Journal,
Organization Science, Organizational Behavior and Human
Decision Processes, the Journal of Applied Psychology, the
Journal of Management, and the Journal of International
Business Studies. Gerrys research has also been
abstracted in the Wall Street Journal, Harvard Business
Review, New York Times, Bloomberg Businessweek, the
Economist, and Financial Week. He serves as an Associate
Editor for the Strategic Management Journal and
previously served as an Associate Editor for the Academy
of Management Journal. He received his PhD from the
University of Minnesota.
ABOUT THE AUTHORS
about the
authors
He GaoPhoto provided by the author
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Alan B. Eisner
is Professor of Management and Department Chair,
Management and Management Science Department,
at the Lubin School of Business, Pace University.
He received his PhD in management from the Stern
School of Business, New York University. His primary
research interests are in strategic management,
technology management, organizational learning,
and managerial decision making. He has published
research articles and cases in journals such as Advances
in Strategic Management, International Journal of
Electronic Commerce, International Journal of Technology
Management, American Business Review, Journal of
Behavioral and Applied Management, and Journal of the
International Academy for Case Studies. He is the former
Associate Editor of the Case Associations peer-reviewed
journal, The CASE Journal.
Seung-Hyun Lee
is a Professor of strategic management and international
business and the Area Coordinator of the Organization,
Strategy, and International Management area at the
Jindal School of Business, University of Texas at Dallas.
His primary research interests lie on the intersection
between strategic management and international
business spanning from foreign direct investment to
issues of microfinance and corruption. He has published
in numerous journals including Academy of Management
Review, Journal of Business Ethics, Journal of International
Business Studies, Journal of Business Venturing, and
Strategic Management Journal. He received his MBA and
PhD from the Ohio State University.
Seung-Hyun LeeAlan B. Eisner
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des13959_fm_i-xliv.inddvi 01/04/18 10:01 AM
PREFACE
Welcome to the Ninth Edition of Strategic Management:
Text and Cases! As noted on the cover, we are happy to introduce Seung-
Hyun Lee to the author team. Greg has known Seung since we both joined the
faculty at the University of Texas at Dallas in 2002. Seung has developed a very
distinguished publication record in both strategic management and international
business/international management and he has made many important
contributions in these areas in the present edition. In particular, his international
expertise has been particularly valuable in further globalizing our book.
We appreciate the constructive and positive feedback that we have received on our
work. Heres some of the encouraging feedback we have received from our reviewers:
The Dess book comprehensively covers the fundamentals of strategy and supports concepts with
research and managerial insights.
Joshua J. Daspit, Mississippi State University
Very engaging. Students will want to read it and find it hard to put down.
Amy Grescock, University of Michigan, Flint
Very easy for students to understand. Great use of business examples throughout the text.
Debbie Gilliard, Metropolitan State University, Denver
I use Strategic Management in a capstone course required of all business majors, and students appreciate
the book because it synergizes all their business education into a meaningful and understandable whole.
My students enjoy the books readability and tight organization, as well as the contemporary examples,
case studies, discussion questions, and exercises.
William Sannwald, San Diego State University
The Dess book overcomes many of the limitations of the last book I used in many ways: (a)
presents content in a very interesting and engrossing manner without compromising the depth and
comprehensiveness, (b) inclusion of timely and interesting illustrative examples, and (c) EOC exercises
do an excellent job of complementing the chapter content.
Sucheta Nadkami, University of Cambridge
The content is current and my students would find the real-world examples to be extremely interesting.
My colleagues would want to know about it and I would make extensive use of the following features:
Learning from Mistakes, Strategy Spotlights, and Issues for Debate. I especially like the
Reflecting on Career Implications feature. Bottom line: the authors do a great job of explaining
complex material and at the same time their use of up-to-date examples promotes learning.
Jeffrey Richard Nystrom, University of Colorado at Denver
We always strive to improve our work and we are most appreciative of the extensive and
thoughtful feedback that many strategy professionals have graciously given us. We endeavored
to incorporate their ideas into the Ninth Editionand we acknowledge them by name later in
the Preface.
We believe we have made valuable improvements throughout our many revised editions of
Strategic Management. At the same time, we strive to be consistent and true to our original
overriding objective: a book that satisfies three Rsrigor, relevance, and readable. And we are
preface
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des13959_fm_i-xliv.inddvii 01/04/18 10:01 AM
pleased that we have received feedback (such as the comments on the previous page) that is
consistent with what we are trying to accomplish.
What are some of the features in Strategic Management that reinforce the 3 Rs? First, we
build in rigor by drawing on the latest research by management scholars and insights from
management consultants to offer a current a current and comprehensive view of strategic issues.
We reinforce this rigor with our Issues for Debate and Reflecting on Career Implications. . .
that require students to develop insights on how to address complex issues and understand how
strategy concepts can enhance their career success. Second, to enhance relevance, we provide
numerous examples from management practice in the text and Strategy Spotlights (sidebars).
We also increase relevance by relating course topic and examples to current business and societal
themes, including environmental sustainability, ethics, globalization, entrepreneurship, and data
analytics. Third, we stress readability with an engaging writing style with minimal jargon to ensure
an effective learning experience. This is most clearly evident in the conversational presentations
of chapter opening Learning from Mistakes and chapter ending Issues for Debate.
Unlike other strategy texts, we provide three separate chapters that address timely topics about
which business students should have a solid understanding. These are the role of intellectual assets
in value creation (Chapter 4), entrepreneurial strategy and competitive dynamics (Chapter 8),
and fostering entrepreneurship in established organizations (Chapter 12). We also provide an
excellent and thorough chapter on how to analyze strategic management cases.
In developing Strategic Management: Text and Cases, we certainly didnt forget the instructors.
As we all know, you have a most challenging (but rewarding) job. We did our best to help you.
We provide a variety of supplementary materials that should help you in class preparation
and delivery. For example, our chapter notes do not simply summarize the material in the
text. Rather (and consistent with the concept of strategy), we ask ourselves: How can we add
value? Thus, for each chapter, we provide numerous questions to pose to help guide class
discussion, at least 12 boxed examples to supplement chapter material, and three detailed
teaching tips to further engage students. For example, we provide several useful insights on
strategic leadership from one of Gregs colleagues, Charles Hazzard (formerly Executive Vice
President, Occidental Chemical). Also, we completed the chapter notesalong with the entire
test bankourselves. That is, unlike many of our rivals, we didnt simply farm the work out
to others. Instead, we felt that such efforts help to enhance quality and consistencyas well
as demonstrate our personal commitment to provide a top-quality total package to strategy
instructors. With the Ninth Edition, we also benefited from valued input by our strategy
colleagues to further improve our work.
Lets now address some of the key substantive changes in the Ninth Edition. Then we will
cover some of the major features that we have had in previous editions.
WHATS NEW? HIGHLIGHTS OF THE NINTH EDITION
We have endeavored to add new material to the chapters that reflects the feedback we have
received from our reviewers as well as the challenges todays managers face. Thus, we all
invested an extensive amount of time carefully reviewing a wide variety of books, academic and
practitioner journals, and the business press.
We also worked hard to develop more concise and tightly written chapters. Based on feedback
from some of the reviewers, we have tightened our writing style, tried to eliminate redundant
examples, and focused more directly on what we feel is the most important content in each
chapter for our audience. The overall result is that we were able to update our material, add
valuable new content, andat the same timeshorten the length of the chapters.
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Here are some of the major changes and improvements in the Ninth Edition:
Big Data/Data Analysis. A central theme of the Ninth Edition, it has become a leading
and highly visible component of a broader technological phenomenathe emergence
of digital technology. Such initiatives have the potential to enable firms to better
customize their product and service offerings to customers while more efficiently and
fully using the resources of the company. Throughout the text, we provide examples
from a wide range of industries and government. This includes discussions of how Coca
Cola uses data analytics to produce consistent orange juice, IBMs leveraging of big
data to become a healthcare solution firm, Caterpillars use of data analytics to improve
machine reliability and to identify needed service before major machine failures, and
Digital Reasonings efforts to use data analytics to enhance the ability of firms to
control employees and avoid illegal and unethical behavior.
Greater coverage of international business/international management (IB/IM from new
co-author). As we noted at the beginning of the Preface, we have invited Seung-Hyun
Lee, an outstanding IB/IM scholar, to join the author team and we are very pleased
that he has accepted! Throughout the book we have included many concepts and
examples of IB/IM that reflects the growing role of international operations for a wide
range of industries and firms. We discuss how differences in national culture impact
the negotiation of contracts and whether or not to adapt human resource practices
when organizations cross national boundaries. We also include a discussion of how
corporate governance practices differ across countries and discuss in depth how Japan
is striving to develop balanced governance practices that incorporate elements of
U.S. practices while retaining, at its core, elements of traditional Japanese practices.
Additionally, we discuss why conglomerate firms thrive in Asian markets even as this
form of organization has gone out of favor in the United States and Europe. Finally,
we discuss research that suggests that firms in transition economies can improve their
innovative performance by focusing on learning across boundaries within the firm
compared to learning from outside partners.
Executive Insights: The Strategic Management Process. Here, we introduce a
nationally recognized leader and explore several key issues related to strategic
management. The executive is William H. McRaven, a retired four-star admiral who
leads the nations second largest system of higher education. As chief executive officer
of the UT System, he oversees 14 institutions that educate 217,000 students and employ
20,000 faculty and more than 70,000 health care professionals, researchers, and staff.
He is perhaps best known for his involvement in Operation Neptune Spear, in which
he commanded the U.S. Navy Special Forces who located and killed al Qaeda leader
Osama bin Laden. We are very grateful for his valuable contribution!
Half of the 12 opening Learning from Mistakes vignettes that lead off each chapter are
totally new. Unique to this text, they are all examples of what can go wrong, and they
serve as an excellent vehicle for clarifying and reinforcing strategy concepts. After all,
what can be learned if one simply admires perfection?
Over half of our Strategy Spotlights (sidebar examples) are brand new, and many
of the others have been thoroughly updated. Although we have reduced the number
of Spotlights from the previous edition to conserve space, we still have a total of
64by far the most in the strategy market. We focus on bringing the most important
strategy concepts to life in a concise and highly readable manner. And we work hard
to eliminate unnecessary detail that detracts from the main point we are trying to
make. Also, consistent with our previous edition, many of the Spotlights focus on two
PREFACE
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hot issues that are critical in leading todays organizations: ethics and environmental
sustainabilityas well as data analytics in this edition.
Key content changes for the chapters include:
Chapter 1 addresses three challenges for executives who are often faced with similar sets
of opposing goals which can polarize their organizations. These challenges, or paradoxes,
are called (1) the innovation paradox, the tension between existing products and new
onesstability and change; (2) the globalization paradox, the tension between global
connectedness and local needs; and, (3) the obligation paradox, the tension between
maximizing shareholder returns and creating benefits for a wide range of stakeholders
employees, customers, society, etc. We also discuss three theaters of practice that
managers need to recognize in order to optimize the positive impact of the corporate
social responsibility (CSR) initiatives. These are (1) Focusing on philanthropy,
(2) Improving operational effectiveness, and (3) Transforming the business model.
Chapter 2 introduces the concept of big data/data analyticsa technology that affects
multiple segments of the general environment. A highly visible component of the
digital economy, such technologies are altering the way business is conducted in a
wide variety of sectorsgovernment, industry, and commerce. We provide a detailed
example of how it has been used to monitor the expenditures of federal, state, and local
governments.
Chapter 3 includes a discussion on program hiring to build human capital. With
program hiring, firms offer employment to promising graduates without knowing
which specific job the employee will fill. Firms employing this tactic believe it allows
them to meet changing market conditions by hiring flexible employees who desire a
dynamic setting. We also include a discussion of how Coca Cola is leveraging data
analytics to produce orange juice that is consistent over time and can be tailored to
meet local market tastes.
Chapter 4 discusses research that has found that millennials have a different definition of
diversity and inclusion than prior generations. That is, millennials look upon diversity as
the blending of different backgrounds, experiences, and perspectives within a team, i.e.,
cognitive diversity. Earlier generationsthe X-Generation and the Boomer Generation
tended to view diversity as a representation of fairness and protection for all regardless
of gender, race, religion, etc. An important implication is that while many millennials
believe that differences of opinion enable teams to excel, relatively few of them feel that
their leaders share this perspective. The chapter also provides a detailed example of
how data analytics can increase employee retention.
Chapter 5 examines how firms can create strong competitive positions in platform
markets. In platform markets, firms act as intermediaries between buyers and sellers.
Success is largely based on the ability of the firm to be the de facto provider of this
matching process. We discuss several actions firms can take to stake out a leadership
position in these markets. In addition, we include a discussion of research outlining
how firms can develop organizational structures and policies to draw on customer
interactions to improve their innovativeness. The key finding from this research is that
it is critical for firms to empower and incent front line employees to look for and share
innovative insights they take away from customer interactions.
Chapter 6 includes a section on different forms of strategic alliances and when they are
most appropriate. In discussing the differences between contractual alliances, equity
alliances, and joint ventures, students c
