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International Strategic Management and Integration: Management 405

Capstone Case Exam Review

Exam Preparation:


You will be required to have a good understanding of the concepts included in the chapters covered this term. In addition,
you will be required to apply these concepts to the long cases we discussed in the term. Integration of concepts and case
data is critical.
Use the SAMPLE of questions to guide your preparation for the essay exam.
Use the attached grading rubric to prepare for the exam. Please note, even though legibility is not listed specifically as a
criterion, you will benefit if your writing is legible.

Exam Format:


The exam will comprise of ONE question with multiple parts to it.
You will be given an exam booklet and you will record your answers in the booklet within the allocated space.
You will be provided some blank pages to jot your thoughts down before responding to the questions.

Sample exam questions:
(a) Pick one of the firms you analyzed this term and identify its competitive advantage. Identify two key
resources and discuss how they contributed to this advantage? Identify two factors and discuss how these
factors can threaten the firm’s competitive advantage.
(b) Using TWO industries that you analyzed this term, describe and compare and contrast how the Internet is
impacting opportunities and threats faced by firms in these industries
(c) Assume that one of the companies you analyzed is seeking to enter a new international market. Describe the
fundamental challenges that this company may face as it expands its products/service.

Revised 12/13/2011

Review Questions:
External analysis of each company:
General environmental factors: What are the general or macro environmental factors impacting the industry? How are they likely to
affect industry conditions?
Industry analysis: Use Porter’s 5-force model, industry life cycle and strategic group analysis to understand the opportunities and
threats in the industry. Keep in mind that whether each condition is a threat or opportunity will depend on each firm’s unique set of
resources and competencies. So, identify the opportunities and threats confronted by each firm, its key rivals.
Internal analysis:
The company’s strengths and weaknesses: What are the firm’s unique resources and capabilities? Can they be imitated? What are
the barriers to their imitation?
Does the firm have a competitive advantage? If so, what is the firm’s competitive advantage and how can it sustain it? If it does not
have one, how can it build a competitive advantage in its industry?
Describe the company’s organizational structure, reward and control systems (if data presented in the case). How does it contribute
(or not contribute) to its strategy? If data is not presented, based on its strategy, what should be the company’s structure, reward
and control system?
Strategy of the company:
Business-level strategy: What is the firm’s generic business-level strategy? How do the functional-level decisions and strategies
contribute to its business-level strategy? How do its resources and competencies contribute to its generic business strategy?
Corporate-level strategy: What is the firm’s corporate-level strategy? If it operates in more than one business, do the businesses
share or trade resources? What are the connections among the different businesses? What has been the primary mode of
diversification -- Acquisition, joint-venture, internal growth? What is your assessment of its growth mode?
If the firm operates in one business, could it gain value through diversification? If so, which businesses would you recommend and
how can it create value? What mode of diversification and growth would you recommend?
International Strategy: What approach has the firm taken towards international growth – localization, global standardization?
Describe the nature of these challenges for the company and reasons for these challenges based on its history, products and,
industry? How has it harnessed international opportunities? What mode of expansion has it used? If it is a domestic company, what
is your assessment of its international opportunities? What mode of expansion should it use? Why is it is particularly appropriate for
the case company’s situation, history, and industry?

Revised 12/13/2011

Rubric for grading exam questions (Management 405)
Evaluator:_______________________________
Date:__________________________ Student:_____________________________________
Task
Below Expectations
Meets Expectations
Exceeds Expectations
Demonstrates a clear
understanding of the question
(10% of total)

Demonstrates effective
application of relevant concepts
(20% of total)

Demonstrates effective use of
case data

Response does not address all aspects of
the question.
(0-6 points)
Response does not use relevant concepts
to address question; response does not
demonstrate a clear understanding of the
relevant concepts; response discusses
irrelevant concepts.

(0-13 points)
Limited use of quantitative and qualitative
case data to support position.
(0-10 points)

Response is linked to all aspects of the
question, but is not to the point. A
significant portion of the response has
peripheral link to the question.
(7-8 points)
Response uses relevant concepts to
address question; response demonstrates
an understanding of the relevant
concepts; however, the response is not
succinct and directly informed by the
concept. Some extraneous concepts
summarized and discussed. (14-17 points)

(20% of total)

Demonstrates ability to arrive at
well reasoned conclusions
(15% of total)

Demonstrates ability to
communicate effectively
(20% of total)

Total

Revised 12/13/2011

(18-20 points)

In-depth use of selective quantitative and
qualitative case data to support position.
(11-13 points)

Comprehensive and in-depth use of
appropriate quantitative and qualitative
case data to support position.
(14-15 points)

Response does not demonstrate an ability
to think holistically; does not integrate
internal and external factors and strategy;
does not take an organizational
perspective; considers functional areas in
isolation and takes an operational
perspective.(0-13 points)
Response does not arrive at logical
conclusions and inferences. Statements
are made and not supporting logic is
offered. (0-10 points)

Response demonstrates some ability to
think holistically; integrates a few internal
and external factors and some connection
to strategy and integrate across a couple
of functions. Some evidence of taking an
organizational perspective.
(14-17 points)
Response arrives at logical conclusions and
inferences. Statements are made and
some supporting logic is offered.
(11-13 points)

Response demonstrates a clear ability to
think holistically; integrate several internal
and external factors to strategy and
integrate across multiple functions; clear
evidence of an organizational perspective
with an understanding of operational
issues.(18-20 points)
Response arrives at very logical
conclusions and inferences. Position is
well argued and tightly presented with
supporting logic. (14-15 points)

Series of individual paragraphs that are
not well connected nor well presented;
paragraphs do not have strong lead
sentences; sloppy paper with numerous
spelling and grammatical errors.
(0-13 points)

Individual paragraphs that are reasonably
well connected and cogent; reasonably
strong lead sentences; generally
competent paper marred with a few
spelling, punctuation and grammatical
errors. (14-17 points)

Very well organized response with interconnected paragraphs. Strong lead
sentences; craftsmanship and style
exhibited throughout the entire report.

(15% of total)

Demonstrates ability to think
strategically

Response directly addresses all aspects of
the posed question; response
demonstrates a in-depth understanding of
the required response.
(9-10 points)
Response is informed directly by relevant
concepts; response demonstrates a clear
and in-depth understanding of the
concepts; no extraneous concepts
invoked.

(18-20 points)

Total