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1PleasestudythefollowingcasesandanswerthequestionsinEnglishorChinese.CaseScenario1:WaltDisneyCompany.(20%)WaltDisneyCompanyisfamedforitscreativity,strongglobalbrand,anduncannyabilitytotakeserviceandexperiencebusinessestohigherlevels.Intheearly1990s,then-CEOMichaelEisnerlookedtothefast-foodindustry产业asawaytodrawadditionalattentiontotheDisneypresence存在outsideofitsthemeparks-itsretail零售chain链washighlysuccessfulandgrowingrapidly.Afast-foodrestaurantmadesensefromEisner’sperspective观点sinceDisney’sthemeparkshadalreadymastered掌握rapid迅速的,high-volume大容量，大批量foodpreparation,and,despite尽管somewhatundistinguished平凡的；混杂的foodandhighprices(orperhapsbecauseof),allitsin-parkrestaurantswereextremelyprofitable有利可图的.Fromthisinspiration灵感,Mickey’sKitchen厨房waslaunched.ThefirsttwolocationswereopenedinCaliforniaandinasuburb边缘ofChicago,adjacent邻近的toexisting现存的Disneystores.Menuitemsincludedhealthy,child-oriented以…为方向的fare食物likeJumboDumbo珍宝小飞象burgers汉堡包andevenameatless素食的MickeyBurger.EisnerthoughtthatlocatingeachrestaurantnexttoexistingDisneystoreswassuretoincrease增加foottrafficthroughbothvenues场馆.LessthantwoyearslaterDisneycloseddowntheCaliforniaandChicagostoresandshutteredfurtherexpansion扩张plans.Eisnercited引用overwhelming压倒性的competition竞争fromMcDonaldsandgeneral一般oversaturation过饱和inthefast-foodindustryastheprimaryreasonsforclosingdownthefailingMickey’sKitchen.Questions:1.BasedonyourownknowledgeofDisneyandtheinformationprovidedinthescenario,doesDisneyappearto似乎createvalueinitsbusinessesprimarilythroughacost-leadershiporthroughadifferentiationstrategy?(5%)我认为迪士尼采取的业务层战略是差异化的战略，无论是从材料中提到的发展快餐业务还是它本身已经发展成熟的主题公园业务和零售业务来看，它出售的产品和服务都是价格相对昂贵，同时具有一定的独特性。迪士尼就是希望通过这种产品的独特性来吸引顾客购买，同时获得较大的利润，例如材料中提到的JumboDumboburgers和meatlessMickeyBurger。2.Whatresourcesandvalue-chain价值链activities活动didDisneytry2toleverage影响力throughtheopeningofMickey’sKitchen?（7%）迪士尼主要希望利用的资源，是原有的主题公园的产生的人流人们对于迪士尼品牌的认可，而旅客进园游玩同时产生了对于快餐店的需求，这是迪士尼希望利用的价值链。迪士尼把Mickey’sKitchen设在Disneystores的旁边，这加大了餐厅的人流，同时在Disneystores的游客需要进餐的可能性会更大。3.WhydoyouthinkthatMickey’sKitchenfailed?（8%）正如MichaelEisner说的那样，Mickey’sKitchen是败于强劲的竞争对手McDonalds，同时市场过于饱和亦是其失败的原因。从战略管理的角度上来看，迪士尼注重差异化的战略，但是在快餐业的竞争上来说，人们更倾向于购买物美价廉的产品，就像McDonalds和其他一些连锁快餐店。同时Mickey’sKitchen所希望达到的产异化效果并没有真正达到，例如汉堡包的改变只是微乎其微的，并不足以得到顾客的青睐，这也是由于对手的强大以及自身的经验不足所致的。CaseScenario2:Plasco.(20%)Plascoisa$3billionU.S.-basedmanufacturer制造商offlexibleplastic软塑料productsliketrash废物cans罐,reheatable可重新加热的andfreezable冷冻foodcontainers容器,andabroadrangeof提供广泛的otherplasticstorage存储containersdesignedforhomeandofficeuse.Historically,Plascohasbeenthecategory种类killerformostofitsproductsandhasdevotedtremendous极大的resources资源tonewproductdevelopmentonanongoing前进basis基础-thisresearchintensity强烈hasallowedthecompanytorelease,onaverage,anewproducteverydayoverthepastfiveyears.Despiteitspaststrengthandhighbrandawareness意识,Plasco’sprofitability赢利能力hasbeeneroded损坏bydramatic引人注目的increases增加inthecostofplasticresin树脂,theprimaryinputintoitsplasticproducts.Moreover,theretail零售channelhasexperiencedrapidconsolidation巩固resultinginashift变化inthebalanceofpowerfrombrandedmanufacturerslikePlasco,tostrongretailerslikeWal-Mart,whointurnhavebeenunwillingtohelpPlascoabsorb吸引thehigherresincosts.EnhancingWal-Mart’spoweristhefactthatitcanalwaysturntoalternative替代high-volume大容量sourcesofconsumerplasticproductslikeSterlite.Furtherhampering妨碍Plasco’srecovery恢复istheemergence出现offeisty活跃的littleforeigncompetitorslikeZigIndustries,a$250millionIsraelifirmthathasbeguntotakepartofPlasco’smarketshareinplastictoolboxes.Ironically讽刺地,Plascowasthefirstcompanytoofferplastictoolboxessome20yearsago.Thisinnovation创新changedthemarketdramatically引人注目地andPlasco’sfirstmoverstrategyrewarded报答itwitharapidlygrowingnewsegment部分andadominant占优势的marketposition.Today,Plasco’stoolboxesareviewedasratherboring,whileZig’sproductsareingeniously巧妙地designedto3catchthecustomer’seyeintheaisle通道(bettermerchandising推销theproduct)andcapture捕获theirinterest(andpocketbookpocketbook)withmanynewandnovel新奇的features产品特点.Zigisalsoabletoprovidethisnewlineoftoolboxesatbetween10%to15%lessthanPlasco.Questions：1.IsWal-MartPlasco’scompetitororitscustomer?Why?(5%)沃尔玛是Plasco的客户而不是竞争者，虽然两者存在一定程度上的角力。Plasco生产塑料制品，然后批发给沃尔玛，沃尔玛再零售给普通消费者。两者在进货的时候会存在一些摩擦以及选择的问题。2.Isthetoolboxbusinessaslow-,standard-,orfast-cyclebusiness?Why?（7%）我认为工具箱是一种慢周期的产品。可以从3个方面来分析，第一是科学技术进步的推动力，塑料工具箱的研究需要的技术从现在来看，是极难得到巨大的突破的。第二是需求变化的拉动力，人们对于工具箱的需求不是特别的旺盛，对于一般人来说，也不是会经常用到的产品。第三是企业之间为了攫取竞争优势而产生的内在驱动力，由材料中看到，Plasco一直以来在工具箱市场遇到的竞争对手是比较少的。从以上的三个方面来看，工具箱业务是一个慢周期的业务。3.HowcanasmallplayerlikeZigbesuchasuccessfulcompetitoragainstalarge,establishedfirmlikePlasco?（8%）毫无疑问，小公司击败大公司，需要的是创新。Plasco在20年之前作为首家公司就开始生产塑料工具箱，但20年以来在产品的改善上一直乏善可陈，令顾客产生了boring的感觉。Zig作为一家以色列公司，继承了以色列人创新的传统，以顾客为中心，锐意进取，为顾客提供了良好的体验。从战略管理的角度上来看，Zig采取的业务层战略可能是注重于差异化的战略，在塑料工具箱这样一款慢周期的产品上，任何的改进都是巨大了，这是Zig取得优势的关键。CaseScenario3:JewellCompany.(20%)JewellCompany(JC)isa$2billiondiversified多样化的manufacturerandmarketerofsimplehousehold家居items项目,cookware厨房用具,andhardware五金器具.Intheearly1950s,JC’sbusinessconsisted组成solely单独地ofmanufacturedcurtain窗帘rods竿