strategic management in design and construction value chain - assignments.docx
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7/28/2019 Strategic Management in Design and Construction Value Chain - Assignments.docx
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Assignments
This section contains the written assignments to be handed in at each class
session, along with questions that students reviewed prior to class to prepare for
the case-based discussions.
Assignments:12345678910
EC # TOPICS CASES WRITTEN ASSIGNMENTSDISCUSSION
QUESTIONS
Purpose of
Strategic
Planning
Industry Value
System -
Structure
None None
Who are the
participants in the
real estate andconstruction value
system?
How are firms
organized individually
to deliver and own
projects?
How are theycollectively organized
to deliver projects?
How does the
physical product flow
through this supply
chain? How does the
money flow?
Where do you think
are the major areas
of economic reward?
Of risk?
How are firms
individually organized
to contain risk and toreceive reward?
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7/28/2019 Strategic Management in Design and Construction Value Chain - Assignments.docx
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EC # TOPICS CASES WRITTEN ASSIGNMENTSDISCUSSION
QUESTIONS
Where are there
inefficiencies in the
system?
How is the whole
value system
optimized for best
performance, if at
all?
Steps in
Planning
Industry Value
System - Risk
and Reward
Poland's A2
Motorway, Harvard
Business School Note
9-202-030.
No written assignment.
Prepare to discuss the
case in class, including
incorporating your
judgment of the issues
and considering key
concepts from the
reading.
Notes
This is a finance case
about one project
which we will use to
illustrate cash flow
and risk allocation
issues. Students are
not expected to bringsophisticated
financial analysis to
the discussion at this
time.
Questions
What is the
arrangement of thisvalue system?
Follow the money. In
broad terms, how is
the money supposed
to flow if the project
is successful?
In broad terms, whois responsible for
-
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EC # TOPICS CASES WRITTEN ASSIGNMENTSDISCUSSION
QUESTIONS
what?
What are the major
risks? How are they
described? How well
are they understood?
Who do you think
stands to reap the
most reward? Who
takes the most risk?
Could you define
"success" for the
whole project
including all
organizations
involved?
As leader of one ofthe organizations,
how would you go
about planning to be
the Owner?The
Engineer? The
General Contractor?
Do you think that the
alliance couldcontinue as an
operating business
on other projects?
Market
Segmentation:
How to
Analyze?
Young Canada Dock
Builders, The
University of Western
Ontario, Richard Ivey
School of BusinessNote 9A89-J004.
Consider your options as
John Morrison, the CEO
of Young Canada.
In particular, prepare amarket segmentation
Consider the 8 steps
in planning. How
would you answer
the questions with
respect to YoungCanada (not for the
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EC # TOPICS CASES WRITTEN ASSIGNMENTSDISCUSSION
QUESTIONS
matrix using the concepts
in Chapter 7 of the
reading.
Consider your choices in
how to set it up. What
does Young Canada sell to
whom? What could they
sell to whom?
Discuss how this analysis
informs your efforts in
answering the questions
in the case. For example,
what insights to you gain
about the individual cells
in your segmentation
diagram? What else
would you like to know?
Segmentation matrices
and other diagrams for
this problem set may be
hand drawn. I am looking
for thinking, not for
computer formatting
skills.
written assignment).
In what segments
might Young Canada
compete?
What are the pros
and cons of each
segment?
What other steps
would the CEO have
to take in order to
succeed in various
segments?
What would the
resource allocation in
the Firm Value Chain
look like for thevarious possible
strategies?
How much should he
spend on marketing?
What would you do?
Segment
Attractiveness:
Where to
Compete?
Generic
Strategies
SOHO China, Harvard
Business School Note
9-703-011.
Consider your options asa principal of SOHO
China.
Prepare a market
segmentation matrix
using the concepts in
Chapter 7 of the reading.
What does SOHO Chinasell to whom? What could
Which segments do
you think that SOHO
should pursue next?
On what do you think
they should focus in
the long run?
Why?
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EC # TOPICS CASES WRITTEN ASSIGNMENTSDISCUSSION
QUESTIONS
they sell to whom?
Using the Five
Forces model from
Chapter 1, discuss how
some of these segments
might or might not be
attractive for SOHO from
a strategic point of view.
Then select up to four
different segments and
describe how the Generic
Strategiesdiscussed in
Chapter 2 might apply to
competing in these
segments.
All of the diagrams for
this problem set may behand drawn. I am looking
for thinking, not for
computer formatting
skills.
You might also think of
other clever ways to
efficiently convey the
information by combiningor modifying some of the
tools.
Firm Value
Chain 1
What Drives a
Low - CostStrategy
Arborite, Harvard
Business School Note
9-796-146.
You work in Arborite's
financial department.
Brian Nutter has asked
you to prepare a strategic
analysis to help illustrate
the issues as the firmenters strategy and
Arborite is a supplier
to contractors. They
have a complex firm
value chain and many
problems in their
business. This is thekind of situation that
-
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EC # TOPICS CASES WRITTEN ASSIGNMENTSDISCUSSION
QUESTIONS
budget discussions.
As part of your analysis,
prepare a market
segmentation matrix for
Arborite. Which segments
do you feel are attractive,
and why? How do handle
the issues of multiple
sales channels and
varying preferences
regarding delivery time?
What strategies do you
feel Arborite should be
pursuing? Why?
Prepare diagrams of
Arborite's "Firm Value
Chain" at present, andthen as you propose it
should be.
Of particular note, on
what areas would you
focus in order to execute
on your proposed
strategy?
you might be asked
to analyze or even to
manage!
Where does Arborite
fit in the industry
value chain? How
does Arborite
compete: What
generic strategies is
Arborite pursuing
NOW in each
segment?
What strategies are
their competitors
pursuing?
Do the sales goals
generally make sensein light of history and
total market size?
What would you do
about plant capacity?
Are there other
opportunities that
may not be evident inthe case?
What would you
recommend they do?
Firm Value
Chain 2
What Drives aDifferentiation
KONE: The
Monospace Launch in
Germany, Harvard
Business School Note9-501-070.
You work at KONE
supporting Raimo Hatala.
The firm has asked you to
prepare a strategicanalysis of a number of
Where does KONE fit
in the industry value
system? How are
elevators sold?
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EC # TOPICS CASES WRITTEN ASSIGNMENTSDISCUSSION
QUESTIONS
Strategy issues at the firm,
including the proposed
rollout in Germany.
As part of your analysis,
prepare a market
segmentation matrix for
KONE. Which segments
do you feel are attractive,
and why?
What strategies do you
feel KONE should be
pursuing in various
markets? Why?
Prepare diagrams of
KONE's "Firm Value
Chain" at present, and
then as you propose itshould be. On what value
activities would you
concentrate in the
future? Why?
How does KONE
compete: What
generic strategies is
KONE pursuing NOW
in each segment?
What strategies are
their competitors
pursuing?
Do the sales goals
generally make sense
in light of history and
total market size?
In what ways does
KONE believe
Monospace to be
differentiated? Is this
realistic? Do thecustomers care?
How does KONE
signal
differentiation?
How much will the
customers value
differentiation, if atall?
How would you
manage the rollout in
Germany? Why?
What are the firm
value chain drivers of
a differentiation
strategy, in this
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EC # TOPICS CASES WRITTEN ASSIGNMENTSDISCUSSION
QUESTIONS
situation? Should the
emphasis be different
in the future than
presently?
What would you
recommend they do?
Issues in
Vertical
Integration:
How Much Risk
Do You Want?
Savannah West,
Harvard Business
School Note 9-381-
081.
You have been hired as
Willy Welsh's Chief
Operating Officer. Write
your analysis of the
business strategies that
Engineered Concepts
should follow going
forward as their business
evolves. What are yourmajor three or four
recommendations and
why?
Select and use the tools
introduced in the course
to help make your
argument. Also consider
the new issues in verticalintegration raised by the
case and by the reading.
What are the benefits of
vertical integration? The
pitfalls? How has Welsh
addressed these issues?
Notes
This is a finance case
which we will use to
discuss vertical
integration in the
A/E/C value system.
20 years later, what is
different and what is
the same in our
industry?
Questions
Think of this case
from Willy Welsh's
perspective.
Think of this case in
terms of thebusiness, Engineered
Concepts.
Based on what you
can infer from the
case, think of the
analysis in terms of
how you might help
this company growbeyond the one
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7/28/2019 Strategic Management in Design and Construction Value Chain - Assignments.docx
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EC # TOPICS CASES WRITTEN ASSIGNMENTSDISCUSSION
QUESTIONS
project in Savannah.
What role(s) does
Engineered Concepts
play in the overall
value system?
What do you think
the firm value chain
looks like in
Engineered
Concepts?
What are the major
elements of risk in
the Savannah West
deal?
Who takes what
risks? Who gets whatbenefits?How could
the risks be
contained and the
rewards be
allocated?
What advantages and
disadvantages does
Welsh realize frombeing vertically
integrated?
How sound is his
personal financial
statement?
If you were Allison
Porter, would you
make the loan?
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EC # TOPICS CASES WRITTEN ASSIGNMENTSDISCUSSION
QUESTIONS
If you were Willy
Welsh's Chief
Operating Officer,
how would you
proceed in helping
the company to grow
and compete?
Would you go to
other markets or
develop other kinds
of projects or play
other roles in the
value system?
Changing the
Game: How
Information
Gives You
Competitive
Advantage
Strategy in
Fragmented
Industries
Otisline, Harvard
Business School Note
9-186-304.
No written assignment
What is/are Otis'
place(s) in the
industry value
system?
What does Otis'
segmentation matrix
look like?
Where does Otis
make money?
What did the FiveForces look like
before Otisline?
What do you think
they look like after
Otisline?
Was the elevator
service business
fragmented beforeOtisline? Is it
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EC # TOPICS CASES WRITTEN ASSIGNMENTSDISCUSSION
QUESTIONS
fragmented now?
How much of this
change is due to
regular corporate
strategy decisions
and how much
depends on
innovative use of
information
technology?
Do you see other
opportunities to use
these kinds of
strategies in real
estate, architecture,
and construction?
Is "IndustryTransformation"
possible in our
industry? What or
who might drive it?
How do you think the
advent of Otisline
impacts the
employees?
Strategy,
Leadership, and
Choices
Del Webb, Inc.,
Harvard Business
School Note 9-497-
016.
Phil Dion has quit and you
are the new CEO of Del
Webb Inc. at the time of
the case. Prepare a
strategic plan for the
business going forward.
What are your majorthree or four
Notes
While this case is
written to be largely
about boardroom
dynamics, we will
spend more time on
looking atopportunities for the
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EC # TOPICS CASES WRITTEN ASSIGNMENTSDISCUSSION
QUESTIONS
recommendations and
why?
Select and use the tools
introduced in the course
to help make your
argument. Also consider
the new issues in
leadership raised by the
case.
firm going forward.
What roles doesDel
Webb Inc.play in the
Industry Value
System? Does this
answer depend on
some kind of market
segmentation
assumption?
How would you
articulate Del Webb
Inc's market
segmentation
choices? In what
ways would you
determine which
segments were the
most attractive?
What would their
firm value chain (or
chains) look like to
see your strategy
implemented?
The company has
subsequently gone inanother direction
following its 2002
acquisition byPulte
Homes: Was this
inevitable? Is this the
best that could have
happened given
Dion's options at the
time of the case?
http://www.delwebb.com/http://www.delwebb.com/http://www.delwebb.com/http://www.delwebb.com/http://www.pulte.com/http://www.pulte.com/http://www.pulte.com/http://www.pulte.com/http://www.pulte.com/http://www.pulte.com/http://www.delwebb.com/http://www.delwebb.com/ -
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EC # TOPICS CASES WRITTEN ASSIGNMENTSDISCUSSION
QUESTIONS
0
Disruptive
Technology,
Industry
Selection and
Career
Strategies
B2Bilt, Center for
Design Informatics at
Harvard Design School
Note 020405-044.
No written assignment
B2Bilt has a novel
strategy in our
industry.
What roles do they
play in the industry
value system?
How would you
characterize their
firm value chain?
Is this consistent with
the market segments
and strategies which
they seem to be
pursuing?
How does their
service offering helpOwners to manage
construction risk, in
the context of the
HBR article?
How are they
choosing to compete
in this fragmented
industry?
Do they have a
chance to overcome
fragmentation, are
they coping with
fragmentation, or are
they not addressing
the issues?
What will be
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EC # TOPICS CASES WRITTEN ASSIGNMENTSDISCUSSION
QUESTIONS
important to B2Bilt if
they hope to increase
the scale of their
operation (get a lot
bigger)?
How do you feel
about their
dedication to
technology? Will
their investment be
repaid?
If their design and
project management
tools lead to greater
efficiencies, how
does this shape the
job market for
project managers anddesigners?
1
Review of Core
Concepts in
1.46
None None None