Designed to be the second day of a two-day series on the electronic component distribution industry, after a day of debate regard to the distribution of electronic components industry and Raytheon Co.: diversification. The main issues that this teaching case designed to be stressed are: 1) to practice the diagnosis of strategic healthcare industry leaders, focusing on the implementation of the tests of consistency for an effective strategy, 2) to practice in both qualitative and offer … Read more »

Designed to be the second day of a two-day series on the electronic component distribution industry, after a day of debate regard to the distribution of electronic components industry and Raytheon Co.: diversification. The main issues that this teaching case designed to be stressed are: 1) to practice the diagnosis of strategic healthcare industry leaders, focusing on the implementation of the tests of consistency for an effective strategy, 2) to practice in both qualitative and provide quantitative diagnosis of the resources of a company and the relationship of these to strategic priorities, 3) the strategic difficulties in trying to be a great company to investigate in a fragmented industry and 4), the difficulty to limit growth and opportunity as a departure explore strategic alternatives. The series can be positioned either early in a course on strategy formulation, highlighting industry analysis and strategic review, or later in such a course with a focus on strategic response to innovation, responding to a changing industry and assessing strategic alternatives .
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from
Michael E. Porter,
Steven J. Roth,
Parmelee Eastman
Source: Harvard Business School
19 pages.
Release Date: 1 Oktober in 1976. Prod #: 377063-PDF-ENG
Cramer Electronics, Inc. HBR case solution