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University of Houston Case of GoPro in 2017 Project

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MGT 4302 ‐ Assignment 3 Case: GoPro in 2017 Available from the textbook (6th edition): Essentials of Strategic Management: The Quest for Competitive Advantage 6th edition by Gamble, Peteraf, and Thompson (case 7‐ page 307) Case Questions: 1. What are GoPro’s resources?  Use table 4.2 as a guide.  Classify the resources into tangible and intangible.  Name 2‐3 tangible and 2‐3 intangible resources and briefly explain.  Use bullet points.  Maximum length for your answer to this question: 100 words. 2. What are GoPro’s competitive capabilities?  Name 2‐3 capabilities and briefly explain.  Be concise and to the point.  Use bullet points.  Maximum length for your answer to this question: 100 words. 3. Identify a potential core competency for GoPro and determine whether it leads to sustainable competitive advantage.  Identify a bundle of resources and capabilities that has potential to be a core competency.  Run the VRIN tests and conclude whether it is a core competency or not.  Be concise and to the point.  Use bullet points.  Maximum length for your answer to this question: 150 words. 4. Which one of the five generic competitive strategies discussed in Chapter 5 most closely approximates the competitive approach that GoPro is employing?  Maximum length for your answer to this question: 50 words. Notes:  Please do not work with classmates on any part of this assignment – it represents individual thinking and effort. Cooperation on individual assignments will be treated as academic misconduct.  Please note that you should place yourself at the time of the case and pretend that you are there! Don’t use any info that you now know and don’t use outside research. The case info may be incomplete or ambiguous ‐ use your skill as an analyst to do the best you can with the limited info at hand!  Some case issues are subject to judgment. If there is no detailed information in the case, I may accept a variety of answers, as long as assumptions are clearly stated, and the conclusion is backed up by solid arguments. ESSENTIALS OF 6e STRATEGIC MANAGEMENT The Quest for Competitive Advantage John E. Gamble Texas A&M University–Corpus Christi Margaret A. Peteraf Dartmouth College Arthur A. Thompson, Jr. The University of Alabama ESSENTIALS OF STRATEGIC MANAGEMENT: THE QUEST FOR COMPETITIVE ADVANTAGE, SIXTH EDITION Published by McGraw-Hill Education, 2 Penn Plaza, New York, NY 10121. Copyright © 2019 by McGrawHill Education. All rights reserved. Printed in the United States of America. Previous editions © 2017, 2015, and 2013. 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 978-1-259-92763-8  (bound edition) MHID 1-259-92763-6 (bound edition) ISBN 978-1-260-13956-3 (loose-leaf edition) MHID 1-260-13956-5 (loose-leaf 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), Keri Johnson (Assessment) Buyer: Laura Fuller Design: Matt Diamond Content Licensing Specialists: DeAnna Dausener (Image and Text) Compositor: SPi Global Cover Image: ©view stock/getty images Printer: LSC Communications 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: Gamble, John (John E.) author. | Thompson, Arthur A., 1940- author. | Peteraf, Margaret Ann, author. Title: Essentials of strategic management: the quest for competitive advantage/ John E. Gamble, Texas A&M University-Corpus Christi, Margaret A. Peteraf, Dartmouth College, Arthur A. Thompson, Jr., The University of Alabama. Description: Sixth Edition. | Dubuque : McGraw-Hill Education, 2019. | Revised edition of the authors’ Essentials of strategic management, [2017] Identifiers: LCCN 2017059878 | ISBN 9781259927638 (paperback) Subjects: LCSH: Strategic planning. | Business planning. | Competition. | Strategic planning--Case studies. | BISAC: BUSINESS & ECONOMICS / Management. Classification: LCC HD30.28 .G353 2018 | DDC 658.4/012--dc23 LC record available at ABOUT THE AUTHORS John E. Gamble is a Professor of Management and Dean of the College of Business at Texas A&M University–Corpus Christi. His teaching and research has focused on strategic management at the undergraduate and graduate levels. He has conducted courses in strategic management in Germany since 2001, which have been sponsored by the University of Applied Sciences in Worms. Dr. Gamble’s research has been published in various scholarly journals, and he is the author or co-author of more than 75 case studies published in an assortment of strategic management and strategic marketing texts. He has done consulting on industry and market analysis for clients in a diverse mix of industries. Professor Gamble received his PhD, Master of Arts, and Bachelor of Science degrees from the University of Alabama and was a faculty member in the Mitchell College of Business at the University of South Alabama before his appointment to the faculty at Texas A&M University–Corpus Christi. John E. Gamble ©Richard’s Photography LLC Margaret A. Peteraf is the Leon E. Williams Professor of Management at the Tuck School of Business at Dartmouth College. She is an internationally recognized scholar of strategic management, with a long list of publications in top management journals. She has earned myriad honors and prizes for her contributions, including the 1999 Strategic Management Society Best Paper Award recognizing the deep influence of her work on the field of strategic management. Professor Peteraf is on the Board of Directors of the Strategic Management Society and has been elected as a Fellow of the Society. She served previously as a member of the Academy of Management’s Board of Governors and as Chair of the Business Policy and Strategy Division of the Academy. She has also served in various editorial roles and is presently on nine editorial boards, including the Strategic Management Journal, the Academy of Management Review, and Organization Science. She has taught in Executive Education programs around the world and has won teaching awards at the MBA and Executive level. Professor Peteraf earned her PhD, MA, and MPhil at Yale University and held previous faculty appointments at Northwestern University’s Kellogg Graduate School of Management and at the University of Minnesota’s Carlson School of Management. Margaret A. Peteraf ©Heather Gere iii iv   About the Authors Arthur A. Thompson, Jr. earned his BS and PhD degrees in economics from The Arthur A. Thompson, Jr. Photo provided by the author. University of Tennessee, spent three years on the economics faculty at Virginia Tech, and served on the faculty of The University of Alabama’s College of Commerce and Business Administration for 25 years. In 1974 and again in 1982, Dr. Thompson spent semester-long sabbaticals as a visiting scholar at the Harvard Business School. His areas of specialization are business strategy, competition and market analysis, and the economics of business enterprises. In addition to publishing over 30 articles in some 25 different professional and trade publications, he has authored or co-authored five textbooks and six computer-based simulation exercises that are used in colleges and universities worldwide. Dr. Thompson spends much of his off-campus time giving presentations, putting on management development programs, working with companies, and helping operate a business simulation enterprise in which he is a major partner. Dr. Thompson and his wife of 57 years have two daughters, two grandchildren, and a Yorkshire terrier. BRIEF CONTENTS PART ONE CONCEPTS AND TECHNIQUES FOR CRAFTING AND EXECUTING STRATEGY PART TWO CASES IN CRAFTING AND EXECUTING STRATEGY Case 1 Case 2 Airbnb, Inc., in 2017 233 1. Strategy, Business Models, and Competitive Case 3 2. Strategy Formulation, Execution, and Competition in the Craft Brewing Industry in 2017 261 Case 4 Fitbit, Inc., in 2017: Can It Revive Its Strategy and Reverse Mounting Losses? 271 Case 5 lululemon athletica, inc., in 2017: Is the Company on the Path to Becoming a High Performer Once Again? 279 Case 6 Gap Inc.: Can It Develop a Strategy to Connect with Consumers in 2017? 298 Case 7 GoPro in 2017: Will Its Turnaround Strategy Restore Profitability? 307 Case 8 Case 9 Ricoh Canada 322 Section A: Introduction and Overview Advantage 1 Governance 13 Section B: Core Concepts and Analytical Tools 3. Evaluating a Company’s External Environment 36 4. Evaluating a Company’s Resources, Capabilities, and Competitiveness 64 Section C: Crafting a Strategy 5. The Five Generic Competitive Strategies 88 6. Strengthening a Company’s Competitive Position: Strategic Moves, Timing, and Scope of Operations 111 7. Strategies for Competing in International Markets 132 8. Corporate Strategy: Diversification and the Multibusiness Company 154 9. Ethics, Corporate Social Responsibility, Environmental Sustainability, and Strategy 182 Section D: Executing the Strategy Costco Wholesale in 2017: Mission, Business Model, and Strategy 238 Mondelēz International’s Diversification Strategy in 2017: Has Corporate Restructuring Benefited Shareholders? 335 Case 10 Robin Hood 346 Case 11 Rosen Hotels & Resorts 348 Case 12 TOMS Shoes in 2016: An Ongoing Dedication to Social Responsibility 360 Glossary 369 Indexes 373 10. Superior Strategy Execution—Another Path to Competitive Advantage 199 Appendix Key Financial Ratios: How to Calculate Them and What They Mean 231 v PREFACE T he standout features of this sixth edition of Essentials of Strategic Management are its concisely written and robust coverage of strategic management concepts and its compelling collection of cases. The text presents a conceptually strong treatment of strategic management principles and analytic approaches that features straight-tothe-point discussions, timely examples, and a writing style that captures the interest of students. While this edition retains the 10-chapter structure of the prior edition, every chapter has been reexamined, refined, and refreshed. New content has been added to keep the material in line with the latest developments in the theory and practice of strategic management. Also, scores of new examples have been added, along with fresh Concepts & Connections illustrations, to make the content come alive and to provide students with a ringside view of strategy in action. The fundamental character of the sixth edition of Essentials of Strategic Management is very much in step with the best academic thinking and contemporary management practice. The chapter content continues to be solidly mainstream and balanced, mirroring both the penetrating insight of academic thought and the pragmatism of real-world strategic management. Complementing the text presentation is a truly appealing lineup of 12 diverse, timely, and thoughtfully crafted cases. All of the cases are tightly linked to the content of the 10 chapters, thus pushing students to apply the concepts and analytical tools they have read about. Seven of the cases were written by the coauthors to illustrate specific tools of analysis or distinct strategic management theories. Cases not written by the coauthors were included because of their exceptional pedagogical value and linkage to strategic management concepts presented in the text. We are confident you will be impressed with how well each of the 12 cases in the collection will work in the classroom and the amount of student interest they will spark. For some years now, growing numbers of strategy instructors at business schools worldwide have been transitioning from a purely text-cases course structure to a more robust and energizing text-cases-simulation course structure. Incorporating a competition-based strategy simulation has the strong appeal of providing class members with an immediate and engaging opportunity to apply the concepts and analytical tools covered in the chapters in a head-to-head competition with companies run by other class members. Two widely used and pedagogically effective online strategy simulations, The Business Strategy Game and GLO-BUS, are optional companions for this text. Both simulations, like the cases, are closely linked to the content of each chapter in the text. The Exercises for Simulation Participants, found at the end of each chapter, provide clear guidance to class members in applying the concepts and analytical tools covered in the chapters to the issues and decisions that they have to wrestle with in managing their simulation company. Through our experiences as business school faculty members, we also fully understand the assessment demands on faculty teaching strategic management and business vi Preface  vii policy courses. In many institutions, capstone courses have emerged as the logical home for assessing student achievement of program learning objectives. The sixth edition includes Assurance of Learning Exercises at the end of each chapter that link to the specific Learning Objectives appearing at the beginning of each chapter and highlighted throughout the text. An important instructional feature of this edition is the linkage of selected chapter-end Assurance of Learning Exercises and cases to the publisher’s Connect® web-based assignment and assessment platform. Your students will be able to use the online Connect supplement to (1) complete two of the Assurance of Learning Exercises appearing at the end of each of the 10 chapters, (2) complete chapter-end quizzes, and (3) complete case tutorials based upon the suggested assignment questions for all 12 cases in this edition. With the exception of some of the chapter-end Assurance of Learning exercises, all of the Connect exercises are automatically graded, thereby enabling you to easily assess the learning that has occurred. In addition, both of the companion strategy simulations have a built-in Learning Assurance Report that quantifies how well each member of your class performed on nine skills/learning measures versus tens of thousands of other students worldwide who completed the simulation in the past 12 months. We believe the chapter-end Assurance of Learning Exercises, the all-new online and automatically graded Connect exercises, and the Learning Assurance Report generated at the conclusion of The Business Strategy Game and GLO-BUS simulations provide you with easy-to-use, empirical measures of student learning in your course. All can be used in conjunction with other instructordeveloped or school-developed scoring rubrics and assessment tools to comprehensively evaluate course or program learning outcomes. Taken together, the various components of the sixth edition package and the supporting set of Instructor Resources provide you with enormous course design flexibility and a powerful kit of teaching/learning tools. We’ve done our very best to ensure that the elements comprising this edition will work well for you in the classroom, help you economize on the time needed to be well prepared for each class, and cause students to conclude that your course is one of the very best they have ever taken—from the standpoint of both enjoyment and learning. Differentiation from Other Texts Five noteworthy traits strongly differentiate this text and the accompanying instructional package from others in the field: 1. Our integrated coverage of the two most popular perspectives on strategic management positioning theory and resource-based theory is unsurpassed by any other leading strategy text. Principles and concepts from both the positioning perspective and the resource-based perspective are prominently and comprehensively integrated into our coverage of crafting both single-business and multibusiness strategies. By highlighting the relationship between a firm’s resources and capabilities to the activities it conducts along its value chain, we show explicitly how these two perspectives relate to one another. Moreover, in Chapters 3 through 8, it is emphasized repeatedly that a company’s strategy must be matched not only to its external market circumstances but also to its internal resources and competitive capabilities. viii  Preface 2. Our coverage of business ethics, core values, social responsibility, and environmental sustainability is unsurpassed by any other leading strategy text. Chapter 9, “Ethics, Corporate Social Responsibility, Environmental Sustainability, and Strategy,” is embellished with fresh content so that it can better fulfill the important functions of (1) alerting students to the role and importance of ethical and socially responsible decision making and (2) addressing the accreditation requirements that business ethics be visibly and thoroughly embedded in the core curriculum. Moreover, discussions of the roles of values and ethics are integrated into portions of other chapters to further reinforce why and how considerations relating to ethics, values, social responsibility, and sustainability should figure prominently into the managerial task of crafting and executing company strategies. 3. The caliber of the case collection in the sixth edition is truly unrivaled from the standpoints of student appeal, teachability, and suitability for drilling students in the use of the concepts and analytical treatments in Chapters 1 through 10. The 12 cases included in this edition are the very latest, the best, and the most on-target that we could find. The ample information about the cases in the Instructor’s Manual makes it effortless to select a set of cases each term that will capture the interest of students from start to finish. 4. The publisher’s Connect assignment and assessment platform is tightly linked to the text chapters and case lineup. The Connect package for the sixth edition allows professors to assign autograded quizzes and select chapter-end Assurance of Learning Exercises to assess class members’ understanding of chapter concepts. In addition, our texts have pioneered the extension of the Connect platform to case analysis. The autograded case exercises for each of the 12 cases in this edition are robust and extensive and will better enable students to make meaningful contributions to class discussions. The autograded Connect case exercises may also be used as graded assignments in the course. 5. The two cutting-edge and widely used strategy simulations—The Business Strategy Game and GLO-BUS—that are optional companions to the sixth edition give you unmatched capability to employ a text-case-simulation model of course delivery. Organization, Content, and Features of the Sixth Edition Text Chapters The following rundown summarizes the noteworthy features and topical emphasis in this new edition: • Chapter 1 serves as an introduction to the topic of strategy, focusing on the managerial actions that will determine why a company matters in the marketplace. We introduce students to the primary approaches to building competitive advantage and the key elements of business-level strategy. Following Henry Mintzberg’s pioneering research, we also stress why a company’s strategy is partly planned and partly reactive and why this strategy tend ...
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Final Answer


Running head: CASE: GOPRO IN 2017


Case: GoPro in 2017
Institutional Affiliation



Case: GoPro in 2017
GoPro’s Resources
Tangible Resources
➢ Physical Resources- over 40,000 retail outlets in over 100 countries.
➢ Financial Resources- $1.19 billion in revenues in 2016
➢ Technological assets-GoPro’s product portfolio. GoPro remained top according to PC
Mag’s 2017 best action camera. GoPro’s HERO line was top three. Products like HERO
line, Karma drone, GoPro Plus, Quik, Capture, Karma Grip, and accessories.
➢ Organization Resources- e-commerce channels, independent specialty and big box

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