4490 ch. 9

fyodor trained the employees of his alliance partner in the skills needed to create a display for an e-notebook

108. Which of the following examples describes the task of an alliance manager? A. Sophia oversaw the agreement between her company and the potential alliance partner and offered support when needed. B. Ira used his knowledge of digital watches to help him to manage the day-to-day operations of the alliance. C. Natasha reviewed the alliance portfolio to make sure it fit with the corporate strategy of her firm. D. Fyodor trained the employees of his alliance partner in the skills needed to create a display for an e-notebook.

equity alliance

A candy company called SweetThings Inc. forms an agreement with another candy company called Reverie Inc. Through this agreement, SweetThings owns 30 percent of Reverie. However, Reverie does not own any part of SweetThings. This type of agreement is called a(n)

the VRIO framework

A consumer electronics company is in the process of evaluating whether it should pursue an internal development strategy or an external growth strategy. To make this decision, the management needs to assess whether the company's internal resources are superior to those of competitors in the targeted area. Which of the following strategic management models would be most useful in this assessment? A. the core competence matrix B. the Boston Consulting Group (BCG) matrix C. the transaction-cost economics model D. the VRIO framework

non-equity alliance

Amiware Inc., a manufacturer of ceramic cookware, has entered into a contractual agreement with Micoware Inc. The agreement involves vertical strategic alliances connecting different parts of the industry value chain. This arrangement between the two companies best illustrates a(n)

learning races

Comfort Shoes Inc. and InStep Shoes Inc., two competing shoe brands, entered into a strategic alliance to study and acquire each other competencies. Comfort Shoes entered the strategic alliance to acquire the production system pioneered by InStep Shoes. Similarly, InStep Shoes agreed to the strategic alliance to study the designing process of Comfort Shoes. However, Comfort Shoes was more successful and faster than InStep Shoes in accomplishing its alliance goal. What does this scenario best illustrate?

managerial hubris

Dream Slope Inc. is a leader in producing winter sports equipment, including skis and skates. Recently, the firm decided to expand into the bobsled market and acquired Sleek Phantom Inc. This company produced bobsleds, but its sales had slowed. The managers of Dream Slope convinced themselves that they were able to manage the business of Sleek Phantom more effectively even though they had no experience in the bobsled market. However, this move backfired and the sale of Sleek Phantom's bobsleds plummeted. What does this scenario describe?

joint venture

EveningStar Inc. and The Luxur Group have together established The Luxur Star Group of hotels. EveningStar owns 49 percent and The Luxur Group has a 51 percent share in The Luxur Star Group of hotels. However, the management of The Luxur Star Group of hotels is separate from its parent companies. What alliance type does this scenario best illustrate?

co-opetition

FR Pharmaceuticals Inc., BioCure Pharma Inc., and Regime Pharma Inc. are three rival firms who have set up an alliance to conduct research and find a cure for cancer. They have made almost equal contributions to the research, and they also share their expertise with each other. However, the three firms will continue to behave as competitors in markets for other drugs and vaccines. What is this arrangement best referred to as?

differentiation

Horizontal integration through mergers and acquisitions can help firms strengthen their competitive positions by increasing

using co-opetition

In 1984, GM and Toyota formed a joint venture called New United Motor Manufacturing Inc. Each partner was motivated to learn new capabilities. This joint venture is an example of

the real-options perspective

In 1990, Roche, a Swiss pharmaceutical company, initially invested $2.1 billion to purchase a controlling interest in the biotech startup Genentech. In 2009, after witnessing the success of Genentech's drug discovery and development projects, Roche spent $47 billion to purchase the remaining minority interest in Genentech, making it a wholly owned subsidiary. In terms of strategic alliances, this scenario best indicates

making sure than an alliance fits within the firm's existing alliance portfolio and corporate-level strategy

In Eli Lilly's Office of Alliance Management, the alliance champion is primarily responsible for

the alliance leader

In Eli Lilly's Office of Alliance Management, who is responsible for providing the technical expertise and knowledge needed for the specific technical area and the day-to-day management of the alliance?

the documented info about the material composition of a product

In a non-equity alliance, which of the following types of information would firms most likely share? A. a manager's knowledge related to solving non-routine problems B. a top-level manager's experience related to making strategic decisions C. the documented information about the material composition of a product D. the employees' entrepreneurial skills

similar to those that need to be developed and superior to those of competitors in the targeted area.

In terms of the build-borrow-or-buy framework, a firm's internal resources are considered to be relevant when they are

managerial hubris

JetStream Airway's decision to acquire Rex Fuels Inc. proved to be ill-fated because its managers had overestimated their abilities and skills. They believed that they had the skills to manage such diversified businesses and create additional shareholder value. However, the acquisition failed to create the anticipated synergies because the managers' capabilities were restricted to the airlines industry. What does this scenario best illustrate?

real-options perspective

Luxura Inc. is a large cosmetics company that made an initial small investment in a start-up company, GreenDream, that was developing an organic face lotion. This gave Luxura controlling interests in the start-up company. However, GreenDream soon began to have financial difficulties because of principal-agent problems. As a result, Luxura did not invest in the next stage of development and pulled out of the company. This approach to strategic alliance is referred to as a

serial acquistions

Medetect Inc. is a large firm involved in the highly competitive market of high-tech medical equipment. In this market, smaller firms that focus on research are constantly making new technological developments. Which of the following approaches would best serve the needs of Medetect? A. mergers B. serial mergers C. acquisitions D. serial acquisitions

horizontal integration

Olympia Autos Inc. merged with its competitor Vaca Autos Inc. This allowed Olympia Autos to use its technological competencies along with Vaca Autos' marketing capabilities to capture a larger market share than what the two entities individually held. What does this scenario best illustrate?

the display of info in an easy to understand way

One of the first new business apps resulting from the alliance of Apple and IBM will help airline pilots determine the right amount of fuel to carry on a particular flight. This task not only requires significant data analytics but also the need to display the information in an easily understandable way so that pilots can digest it quickly when glancing on their iPad in a cockpit prior to departure. Which of the following parts of this example will Apple be responsible for? A. the organization and analysis of data analytics B. the display of information in an easy-to-understand way C. the determination of the amount of fuel to carry on a flight D. the arrangement of the cockpit to facilitate the use of the iPad

puresource pharma will lower its costs through economies of scale

PureSource Pharma Inc. recently acquired BioChem Pharmaceuticals Inc. It now sells its own products along with the products originally sold by BioChem Pharmaceuticals. As a result, PureSource Pharma's sales force will also be marketing the acquired company's products. How will this horizontal integration most likely affect PureSource Pharma?

digivision should acquire tech resources

Susan is a strategist for the firm, DigiVision Inc., which produces high-quality HD movie cameras. This company needs a specific material for a new camera they are developing, which is manufactured in large quantities by a competitor called Tech Resources Inc. However, this material is difficult to trade for. Because of this, which of the following is most likely the best strategy for Susan to suggest? A. DigiVision should acquire Tech Resources. B. DigiVision should form a short-term agreement with Tech Resources. C. DigiVision should form a long-term agreement with Tech Resources. D. DigiVision should enter into co-opetition with Tech Resources.

a real-options perspective

Terranova Autos Inc., a large automobile company, made an initial small investment in a start-up company that was developing a solar-powered car. This gave Terranova Autos controlling interests in the start-up company. However, Terranova Autos had no obligations to make continued investments in the experiments of the start-up company. It could invest in small amounts depending on the new product's success at each stage of its development. If the product proved to be successful, Terranova Autos would have the right to buy out the start-up company. This approach to strategic alliance is referred to as

an acquisition

The Mansion Hotel Group purchased Red Brick Hotels for an estimated value of $120 billion. All the hotels previously owned by Red Brick Hotels are now managed by the Mansion Hotel Group and are known as Mansion hotels. What does this scenario best illustrate?

principal-agent problems

The managers at Movo Automobile Inc. want to diversify their business by acquiring a consumer electronics company. This acquisition would mean increased job security, higher compensation, and greater decision-making authority for the managers. The managers correlate this acquisition to greater power for them rather than to the appreciation in shareholder value. In this scenario, this acquisition by Movo Automobile is most likely a result of

equity alliance

The partnership between Toyota and Tesla Motors, in which Toyota has made a $50 million investment in the California startup company to learn new knowledge and gain a window into new technology, is an example of a(n)

the entrepreneurial spirit in tesla

Toyota's President, Akio Toyoda, hopes that a transfer of tacit knowledge will take place through its equity alliance with Tesla Motors. He is referring to

strategic alliance

Vibgyor Inc., a manufacturer of smartphones, has entered into a 15-year partnership with a software company to develop sophisticated operating systems and innovative mobile applications for its cell phones. This would mean that both the companies will have to mutually share their resources, knowledge, and capabilities to develop a superior product. What is the relationship between Vibgyor and the software company best referred to as in this scenario?

joint venture

Wave Motors Inc., a Kempa-based automobile company, has entered into a partnership with Sphere Autos Inc., headquartered in United Cadvia. The parent companies, together, have established a stand-alone firm called Genuine Autos Inc. This arrangement best exemplifies a

accessing critical complementary assets

When North Autos Inc. wanted to sell its cars in the country of Balvia, it lacked access to distribution channels and marketing expertise in the country. Thus, North Autos had to enter into a strategic alliance with a local automobile company to get access to the foreign partner's well-established distribution channels. Which of the following reasons for entering into a strategic alliance is best illustrated in this scenario? A. increasing competitive intensity B. accessing critical complementary assets C. procuring additional capital investments D. reducing differentiation of product and service offerings

consider an outright acquisition

When a firm does not have the resource required for pursuing a growth strategy, and if the resource in question is not easily tradable, the implication for the strategist is most likely to

joint venture

When a stand-alone organization is created and owned by two or more parent companies together, the strategic alliance is referred to as a(n)

joint venture partner

When entering new geographic markets, some governments, such as those of Saudi Arabia and China, require that foreign firms have a local

when extreme closeness to the resource partner is necessary to understand and obtain its underlying knowledge

When should mergers and acquisitions (M&A) be considered the "buy" option for a strategist trying to determine which corporate strategy to implement?

equity alliance

Which alliance type is the Renault-Nissan alliance, where Nissan owns 15 percent of Renault, and Renault owns 44.4 percent in Nissan?

a merger tends to be friendly; an acquisition can be friendly or unfriendly

Which of the following accurately describes a common difference between a merger and an acquisition? A. A merger tends to include mostly small firms; an acquisition can often involve large firms. B. A merger involves the combination of three or more firms; an acquisition involved the combination of two firms. C. A merger involves firms of different size; an acquisition involved firms of the same size. D. A merger tends to be friendly; an acquisition can be friendly or unfriendly.

alliance formation

Which of the following aspects of alliance management capability is paired with partner selection? A. alliance governance B. alliance design C. alliance formation D. post-formation alliance management

disney managed its new subsidiaries more like alliances rather than attempting full integration

Which of the following best explains why Disney showed superior post-merger integration capabilities? A. Disney pursued a combination of horizontal and vertical integration through its acquisitions. B. Disney did a thorough job in eliminating principal-agent problems in the firms it acquired. C. Disney managed its new subsidiaries more like alliances rather than attempting full integration. D. Disney used a corporate strategy based on a build-borrow-or-buy framework for its acquisitions.

GD inc and VS inc join together to form a single new entity called GDVS inc

Which of the following best illustrates a merger between the two companies GD Inc. and VS Inc.? -GD Inc. purchases VS Inc. for $80 billion despite VS Inc. being against the purchase. -GD Inc. and VS Inc. join together to form a third new entity, while they also operate separately. -GD Inc. outsources a few of its business activities to VS Inc. for competitive advantage. -GD Inc. and VS Inc. join together to form a single new company called GDVS Inc.

a contractual agreement that provides motor source inc non-exclusive rights to supply component parts to pristine autos inc.

Which of the following best illustrates a non-equity alliance? A. a contractual agreement that provides Motor Source Inc. non-exclusive rights to supply component parts to Pristine Autos Inc. B. an alliance between RedGate Systems Inc. and DB Computers Inc. that results in DB Gate Inc., an independent third company C. a collusion between two competitors, RP Pharma Inc. and Vital Pharma Inc., to fix prices D. an alliance that allows Virtue Insurance Inc. to claim 49 percent ownership in Mercury Finance Inc.

a partnership in which redgate insurance inc has a 40% ownership claim in twintrust finance inc.

Which of the following best illustrates an equity alliance? A. a contractual agreement that provides Ocia Pharma Inc. the exclusive rights to distribute the drugs of Marvel Pharma Inc. in the Asian market B. an alliance between GoldWing Systems Inc. and GM Computers Inc. that results in GM Wing Inc., an independent third company C. a collusion between two competitors, Torque Steels Inc. and Vizor Metals Inc., to fix prices D. a partnership in which RedGate Insurance Inc. has a 40 percent ownership claim in TwinTrust Finance Inc.

john assembles the motorcycle from memory

Which of the following corresponds to the use of tacit knowledge? A. Pedro studies a fact sheet about France. B. Heather reads a demographic report about minorities in Texas. C. John assembles the motorcycle from memory. D. Henrietta uses a scientific article to defend her thesis about global warming.

lack of trust between partners

Which of the following is a common drawback of a non-equity alliance? A. lack of trust between partners B. difficulty initiating the contract C. difficulty terminating the contract D. lack of flexibility for the partners

it increases the potential for legal repercussions

Which of the following is a disadvantage of a horizontal integration corporate strategy? A. It increases competitive intensity within an industry. B. It increases the potential for legal repercussions. C. It increases the costs associated with increasing value. D. It increases the threat of new entrants in an industry.

they can entail significant investments

Which of the following is a disadvantage of equity alliances? A. They are reflective of weaker ties between firms. B. They do not permit the exchange of explicit knowledge. C. They can bring about a lack of commitment. D. They can entail significant investments.

they necessitate the sharing of rewards between the partners

Which of the following is a drawback of joint ventures? A. They produce weak ties, trust, and commitment between the partners. B. They are based on contractual agreements rather than partial ownership. C. They do not enable the transfer and sharing of tacit knowledge. D. They necessitate the sharing of rewards between the partners.

there is a reduction of excess capacity in the market

Which of the following is a result of horizontal integration in terms of Porter's five forces model? A. The industry structure becomes less consolidated. B. There is a reduction of excess capacity in the market. C. The industry structure becomes potentially less profitable. D. There is an increase in rivalry among existing firms.

they produce stronger ties between partners

Which of the following is an advantage of equity alliances when compared to non-equity alliances? A. They are more flexible and easy to initiate and terminate. B. They require smaller capital investments. C. They produce stronger ties between partners. D. They are based on contracts rather than ownership.

they create strong ties, trust and commitment between the partners

Which of the following is an advantage of joint ventures? A. They create strong ties, trust, and commitment between the partners. B. They are based on contractual agreements rather than partial ownership. C. They require the lowest amount of investment relative to the other alliance types. D. They can be easily initiated and terminated.

they are flexible and easy to initiate and terminate

Which of the following is an advantage of non-equity alliances? A. They produce strong ties between alliance partners as they are permanent in nature. B. They are flexible and easy to initiate and terminate. C. They facilitate the sharing of tacit knowledge between the alliance partners. D. They are based on ownership rather than contracts.

a research summary

Which of the following is an example of explicit knowledge? A. knowing how to create surveys B. a research skill C. knowing how to assemble semiconductors D. a research summary

focusing on developing an alliance-management capability in isolation

Which of the following is an ineffective practice in alliance management? A. coordinating a firm's portfolio of alliances B. establishing knowledge-sharing routines between alliance partners C. developing relational capabilities to manage mergers and acquisitions D. focusing on developing an alliance-management capability in isolation

to replace competitive advantage with competitive parity

Which of the following is not a reason why firms enter alliances? A. to replace competitive advantage with competitive parity B. to strengthen competitive position C. to enter new markets, either in terms of geography or products and services D. to learn new capabilities

an asset a firm needs to complete the value chain from upstream innovation to downstream commercialization

Which of the following is the best definition of a complementary asset? A. an asset a firm needs to complete the value chain from upstream innovation to downstream commercialization B. an asset a firm would like to add to its portfolio even though it is not vital to the running of the company C. an asset a firm can use to attract a potential joint venture partner D. an asset a firm keeps because it helps them maintain a strong image for marketing

acquisitions can be friendly or hostile

Which of the following is true of acquisitions? -Acquisitions can be friendly or hostile. -Acquisitions can occur only when the involved entities are of comparable size. -In acquisitions, two independent companies join to form a separate third entity. -Acquisitions increase the competitive intensity in an industry.

the desire to gain a new capability

Which of the following reasons motivated Facebook to acquire Instagram, a photo and video-sharing social media site, for $1 billion in 2012? A. the desire to gain a new capability B. the need to enter a new geographical market C. the need to reduce its level of horizontal integration D. the desire to pursue an unrelated diversification strategy

regal autos inc joins with marcus motors inc, one of its direct competitors

Which of the following scenarios best illustrates horizontal integration? A. Regal Autos Inc. enters into a licensing contract with a distributor in a new international market. B. Regal Autos Inc. acquires a component parts manufacturer who previously supplied to Regal Autos' competitor. C. Regal Autos Inc. sets up its own distribution channel and retail stores. D. Regal Autos Inc. joins with Marcus Motors Inc., one of its direct competitors.

it is regularly shared between partners in a non-equity alliance

Which of the following statements is not true of tacit knowledge? A. It is concerned with knowing how to do a certain task. B. It is knowledge that cannot be easily codified. C. It is regularly shared between partners in a non-equity alliance. D. It is acquired only through actively participating in the process.

alliance management capability is based on 3 alliance-related tasks

Which of the following statements is true about managing alliances-related tasks? A. Forming an alliance with another firm prohibits that firm from forming other alliances. B. Alliance management capability is based on three alliance-related tasks. C. A merger is one of the three options for alliance design and governance. D. In post-formation alliance management, none of the firms in an alliance is permitted to gain a competitive advantage.

in an equity alliance, the partners frequently exchange personnel to make the acquisition of tacit knowledge possible

Which of the following statements is true of an equity alliance? A. An equity alliance is based on contractual agreements rather than partial ownership. B. In an equity alliance, the partners frequently exchange personnel to make the acquisition of tacit knowledge possible. C. In an equity alliance, a standalone organization is created that is jointly owned by two or more parent companies. D. An equity alliance creates weaker ties between the alliance partners when compared to a non-equity alliance.

explicit knowledge is shared in non-equity alliance firms

Which of the following statements is true of explicit knowledge? A. Explicit knowledge is about knowing how to do a certain task. B. Explicit knowledge is knowledge that cannot be codified. C. Explicit knowledge is shared in non-equity alliance firms. D. Equity knowledge is acquired only through actively participating in a process.

they enable the exchange of both tacit and explicit knowledge

Which of the following statements is true of joint ventures? A. They enable the exchange of both tacit and explicit knowledge. B. They reduce the possibilities of trust and commitment. C. They are characterized by single reporting lines. D. They cannot entail long negotiations.

they are most beneficial when they join together resources and knowledge in a combination that obeys the VRIO principles

Which of the following statements is true of strategic alliances? A. They are always focused on joining the same value chain activities. B. They enable firms to achieve goals faster, but at higher costs. C. They are known as strategic alliances whether or not they have the potential to affect a firm's competitive advantage. D. They are most beneficial when they join together resources and knowledge in a combination that obeys the VRIO principles.

both HP and dreamworks were able to enter a new market that they would not have been able to pursue alone

Which of the following summarizes the benefit of the strategic alliance between HP and DreamWorks? A. HP and DreamWorks each strengthened their separate markets without impinging on each other's markets. B. Both HP and DreamWorks were able to enter a new market that they would not have been able to pursue alone. C. HP was able to enter a new market, and DreamWorks was able to strengthen its old market. D. DreamWorks was able to enter a new market, and HP was able to strengthen its old market.

joint ventures

Which of the following types of strategic alliances is the least common in terms of frequency? A. mergers B. acquisitions C. equity alliances D. joint ventures

learning races

____ are best described as situations in which both partners in a strategic alliance are motivated to form an alliance for learning, but the rate at which the firms learn may vary

licensing agreements

_____ are best described as contractual alliances in which the participants regularly exchange codified knowledge

corporate venture capital investments

_____ are best described as equity investments by large established firms making entrepreneurial ventures to gain access to new ,and potentially disruptive, technologies

co-opetition

_____ is best described as cooperation by competitors to achieve a strategic objective

real-options perspective

a _____ is best described as an approach to strategic decision making that breaks down a larger investment decision into a set of smaller decisions that are staged sequentially over time

strategic alliance

a _____ is best described as voluntary arrangement between firms that involves the sharing of knowledge, resources, and capabilities with the intent of developing processes, products, or services

non-equity alliance

a ______ occurs when firms enter into a partnership based on contractual agreements, which results in vertical strategic alliances that connect different parts of the industry value chain

some of the firm's proprietary know-how may be appropriated by the foreign partner

a drawback involved in using cross-border strategic alliances to enter new foreign markets is that_____

double reporting lines

a drawback of joint ventures is that they are characterized by ____

overcome its competitive disadvantage against Nike

adidas acquired reebok primarily to______

apple's core competency with consumer services and IBM's core competency with business services complemented each other

although long-standing enemies, apple and IBM formed an alliance partnership. How did this partnership benefit both apple and IBM?

equity alliance

an ______ is best described as a partnership in which at least one partner takes partial ownership in the other partner

related-link diversifiation

disney become the world's leading media company to a large extent by pursuing a corporate strategy of____

joint venture

dow corning is a company owned by dow chemical and corning. this is most likely an example of a ______

often require larger investments

equity alliances are less common than non-equity alliances because they ______

fill gaps in its competency lineup

google, the leader in online search and advertisement, engaged in a number of small acquisitions of tech ventures. it did this in order to _____

by lowering competitive intensity in the industry overall

how did the recent horizontal integration in the U.S. airline industry provide benefits to the surviving carriers?

it enabled HP to compete head on with cisco's videoconferencing solution

how did the strategic alliance between HP and Dreamworks animation SKG affect HP?

by strengthening the bargaining power of the surviving firms vis-a-vis suppliers and buyers

how does horizontal integration within an industry affect the surviving firms?

it has access to convenience stores and a new distribution channel

how does kraft foods benefit from its hostile takeover of cadbury plc in 2010?

it allows the incumbent firms to buy time and wait for the uncertainty surrounding the market and technology to fade

how does taking a real-options perspective by entering strategic alliances help incumbent firms?

has the incentive to reduce the knowledge sharing

in a strategic alliance, the firm that learns faster ______

alliance champion

in eli lily's office of alliance management, the ____ is a senior, corporate-level executive responsible for high-level support and oversight

the alliance manager

in eli lily's office of alliance management, who is responsible for providing alliance training and development

to learn how to implement its lean manufacturing program with an american workforce

in the new united motor manufacturing inc (NUMMI) joint venture, why did toyota enter into a strategic alliance with GM?

the horizontal integration activity has the potential to reduce competitive intensity in an industry

it is necessary for government authorities such as the federal trade commission (FTC) and/or the European commission to approve any large horizontal integration activity because____

joint venture

new united motor manufacturing, inc (NUMMI), formed between GM and toyota in 1984 was the first ______ in the US automobile industry

aspects of cultural fit between different firms in an alliance

partner compatibility and partner commitment are necessary conditions for successful alliance formation. partner compatibility captures______

non-equity alliances

supply, distribution, and licensing contractual agreements between firms, which result in vertical strategic alliances, are all examples of ______

relational view of competitive advantage

the ____ is a strategic management framework that proposes that critical resources and capabilities frequently are embedded in strategic alliances that span firm boundaries

the amount of investments than can be involved

the downside of equity alliances is____

the U.S. population was growing slowly and becoming more health conscious

the hershey company, the largest U.S. chocolate manufacturer, decided to enter the chinese market in 2013 because _____

preempt its competitors from buying waze

the main reason behind google's decision to acquire the israeli start-up company waze for $1B was to_____

selecting the best possible partner

the process of alliance management begins with_____

the two entitities complementary assets matched

the success of the pixar-disney strategic alliance demonstrated that___

overpaying for an acquisition

what causes the winner's curse?

the locus of competitive advantage is often not found within the individual firm but within a strategic partnership

what does the relational view of competitive advantage propose?

the process of merging with a competitor at the same stage in the value chain

what is horizontal integration?

when two firms of comparable size join go form a combined entity

when does a merger between companies typically occur?

building downstream complementary assets can be expensive and time-consuming

when entering a foreign market, it is advisable for a new venture that has a core competency only in R&D to form a strategic alliance with a local partner because ______

acquisitition

when large, incumbent firms buy start-up companies, the transaction is generally described as an______

to make small-scale investments in ventures poised to disrupt existing market economics

why did incumbent pharmaceutical firms enter into hundreds of strategic alliances with biotech start-ups?

to finance and distribute its newly created computer-animated movies

why did pixar enter into a strategic alliance with disney?

managerial hubris

why did quaker oats compay's acquisition of snapple fail?

to learn the lean manufacturing system pioneered by Toyota

with regard to new united motor manufacturing inc (NUMMI) why did GM enter into a strategic alliance with toyota?