Harvard Business Essays and Research Papers

Instructions for Harvard Business College Essay Examples

Title: The essay based HBS Harvard Business School case study called Parker's Biscuits Inc Venturing China I uploaded case There additional reading guide answering questions called Collaborative Advatage The Art Alliances

  • Total Pages: 2
  • Words: 612
  • Sources:0
  • Citation Style: APA
  • Document Type: Essay
Essay Instructions: The essay is based on an HBS (Harvard Business School) case study called: "Parker's Biscuits, Inc.: Venturing into China". I have uploaded the case. There is also an additional reading to help guide you along in answering the questions, which is called "Collaborative Advatage: The Art of Alliances".

I need a 1-2 page essay that answers these two questions: What kinds of capabilities does Parker's Biscuits, Inc. need to develop in order to be successful within China? What capabilities does Parker's Biscuits, Inc. already bring to the table?

Please have this done quickly.

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Kanter, Rosabeth Moss. (1994). Collaborative advantage. Harvard Business Review.

Parker's Biscuits, Inc.: Venturing into China. (1997). Harvard Business School.

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Title: Summary of each chapter of Harvard Business Review on Green Business Strategy

  • Total Pages: 10
  • Words: 2719
  • References:1
  • Citation Style: None
  • Document Type: Research Paper
Essay Instructions: I used the writer called ResearchPro. I very much liked his work and his attention to detail. I would like him to do the chapter summaries on the book called: Harvard Business Review on Green Business Strategy. I need a summary of each chapter with the front page of each chapter stating the name of the book and the chapter name and number on the front. There are 8 chapters at 2 pages per chapter totaling 16 pages. You should be able to find this book, however, if you have a problem please let me know.
Thank you very much and again, I appreciate the quality of your work.
Garrett Harwood

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The history of sustainable development and environmentally sound policies is long and complex. It can, however, be broken down into five major components, all a reflection of the culture of the time: 1960-70 as Industrial Environmentalism. Industries resisted pressures for regulations and environmentalists were not viewed as credible sources; 1970-1982 as Regulatory Environmentalism. The EPA becomes mediator between industry and science; environmental protection was considered at best a necessary evil, at worst a temporary nuisance; 1982-1988 as Environmentalism as a Social Responsibility. By 1982 the EPA had lost credibility, but activism was up; industry finally became aware that cooperation was cheaper than adversarial legal suits; 1988-1993 as Strategic Environmentalism. Industry progressed into a proactive stance, still wary on spending to protect the environment; 1993 to Present Day as Environmental Management as an Opportunity. Business schools are now teaching that environmental protection is not a threat, but an opportunity to increase competitive advantage. Going green can save money and glean customers. See: Hoffman, 2001; Senge, 2010.

"Copenhagen Pork," in Global Warming Hoax, (December 18, 2009), Globalwarming hoax.com. Cited in: http://www.globalwarminghoax.com/comment.php?comment.news.128

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Title: Assessment Task According article a recent Harvard Business Review HBR September 2012 companies adopt broad strategic styles suited a distinctive environment These styles researched Boston Consulting Group BCG named classical adaptive shaping visionary

  • Total Pages: 13
  • Words: 3810
  • Works Cited:6
  • Citation Style: Harvard
  • Document Type: Essay
Essay Instructions: Assessment Task:
According to an article in a recent Harvard Business Review (HBR September
2012), companies could adopt one of 'four broad strategic styles each one
particularly suited to a distinctive environment'. These styles have been
researched by the Boston Consulting Group (BCG) and are named as classical,
adaptive, shaping and visionary. A survey carried out by BCG showed that most
companies consistently overestimated both their ability to predict and to change
their business environments. For example, the now bankrupt Eastman Kodak
Corporation adopted a classical style when it should have been a shaper.
During the last 20 years, Tesco has successfully developed a visionary strategy
while computer companies which are not adaptive - like Osborne, which crashed
in 1983 - will die.
Please answer the following questions:
(a) You are a strategic planning manager in a large international oil company.
Explain what strategic style you would adopt and why. Cite relevant
examples from any relevant sector. Refer to models learned on the
course such as SWOT analysis, Porter's Five Forces etc. (50 marks)
(b) Johnson, Scholes and Whittington (Exploring Strategy, the key module
text) have developed the "lenses" model of strategic analysis, Compare
and contrast their research with the BCG findings as outlined in the HBR.
Refer to value chain analysis and the development of distinctive core
competences in an organization (50 marks)
(Students are recommended to read the relevant HBR article and the
extensive discussions on the lense model in the course text - recent
Total 100 marks
Page 2 of 3
(a) The HBR approach suggests templates which organisations could adopt in
order to meld in with their environments. The industry structure analyses
advocated by Porter, Rumelt and Baden-Fuller suggest that strategic
plans should be based on an external scanning technique to identify the
more attractive environments.
(b) The lenses approach typifies a resource-based strategy innate in the
adopted positioning of each company based on their culture of experience
modeling, of their innovative characteristics. This internalised process of
audit contrasts strongly with the environmental scanning approach of the
BCG model (see Pratialad and Hamel). More adventurous (nondescriptive)
students are likely to suggest some possibilities of
complementarity between the two approaches and they are likely to score
in the A/B grade categories.

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Works Cited:


Reeves, M., Love, C., & Tillmanns, P. 2012. "Your Strategy Needs a Strategy," Harvard

Business Review 90, pp.76-83.

Nauheimer, M. 2007. "On Studying Strategic Planning Process in Large companies: Theoretical

Perspectives and Evidence." Doctorate Diss, University of St. Gallen.

Ya, S, "Marketing Strategy research for Hubei Ceral, Oil and Foodstuff Import and Export

Corporation." Bachelor's Thesis, Turku University of Applied Sciences.

Johnson, G., Kevan, S and Whittington R. 2002. Exploring corporate strategy: text & cases. 8th ed. Harlow, England Financial Times Prentice Hall.

Grant, R.M., 2003."Strategic Planning in a Turbulent Environment: Evidence from the Oil

Majors," Strategic Planning Management 26, pp. 491-517.

Grundy, T. 2006."Rethinking and Reinventing Michael Porter's Five Forces Model," Strategic

Change 15, pp. 213-229. Accessed September 8th, 2013. doi: 10.1002/jsc.764

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Title: This individual assignment Harvard Business School case Zara Fast Fashion due a hard copy submitted Oct 7 In write address question Q Assess adding potential arbitrage Zara Should Zara increase arbitrage considers expansion prospects US I concise write exceed single spaced pages

  • Total Pages: 3
  • Words: 1010
  • Bibliography:3
  • Citation Style: None
  • Document Type: Research Paper
Essay Instructions: This is an individual assignment, on the Harvard Business School case - "Zara: Fast Fashion", is due as a hard copy submitted on Oct. 7.

In my write-up, please address the following question:

Q: Assess the value adding potential of arbitrage for Zara. Should Zara increase its use of arbitrage as it considers expansion prospects in the US?

I will need to be concise as the write-up must not exceed two single spaced pages. I am permitted one additional page for exhibits.

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Arbitrage. (2010). Business Dictionary. Retrieved October 6, 2010 at http://www.businessdictionary.com/definition/arbitrage.html

Ferdows, Kasra, Michael A. Lewis & Jose Machuca. (2005). Zara's secret for fast fashion.

Harvard Business Case Study. Retrieved October 5, 2010 at http://hbswk.hbs.edu/archive/4652.html

Lessard, Donald. (2008, March). Integrating global supply and marketing chains. Global Strategy and Organization Sloan Fellows Program. MIT Sloan School of Management.


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