Case Analysis Format 1. Title of Case a. Author of the written case b. Your name c. Date 2. Executive Summary (5-6 sentences. Summarize situation. What is the name of the company, what do they do? What is the problem definition? What are your recommendations? 3. Introduction (Describe the company) 4. Background (Give the historical event review. Only use relevant events. Explain why these are relevant to the case analysis.) 5. Problem Definition (2-3 sentences) 6. Top Management Team (Give degrees, universities, majors, prior work experience, awards, titles, basically describe the credentials of these people.) 7. Competitors (List the competitors and define how they compete with the company being analyzed. What products, services, ranking in industry…are competing?) 8. Discussion a. Analysis (Use only those parts of these tools that are relevant to the case.). Provide your own interpretation to the results of analysis from each tool. i. SWOT ii. PESTEL iii. Porters 5 Forces iv. Porters Diamond v. VRIO vi. Financials / Ratios (Always compare something to something relevant, such as competitors or years. Explain why you choose to compare against which companies over which years. Add your interpretation of the compared numbers. This tool can be the most revealing and should be used in most every case.) vii. Others 9. Action Taken by Firm 10. Results of Overall Analysis and Interpretation of Results 11. Recommendations a. How much will your recommendations impact the firm? b. Are they feasible? c. Which recommendations did firm follow? 12. Conclusion Comments: Critical Thinking is a very important skill in business. Critical thinking involves understanding what key factors are important in a situation, using these factors in an appropriate analysis, using the results of the analysis to build an argument, then presenting your conclusions and recommendations based on the analysis results and your argument development. Everything should flow logically, one stage to the next. Do not put information in the report that does not relate to the Conclusion. Managers today have little time for in-depth reading. To get your point across, use formatting to help you organize your thoughts and allow managers to be selective in what parts of your report that they read. Start with an Executive Summary that includes a synopsis of the situation, analysis results, and your recs. Don’t force your reader to read your whole report in order to understand your ideas. Follow with a concise Introduction, Background, Problem Definition, Analysis, Results, Discussion, Recommendations, and Conclusion. The key here is to effectively and efficiently communicate your analysis of the situation. Left justify unless you are an artsy type and you want a stylish presentation. BCS204 E Object Orient Programming Midterm Note: Choose the best answer amo ...

1. Case Analysis Format
1. Title of Case
a. Author of the written case
b. Your name
c. Date
2. Executive Summary (5-6 sentences. Summarize situation.
What is the name of the
company, what do they do? What is the problem definition?
What are your
recommendations?
3. Introduction (Describe the company)
4. Background (Give the historical event review. Only use
relevant events. Explain why
these are relevant to the case analysis.)
5. Problem Definition (2-3 sentences)
6. Top Management Team (Give degrees, universities, majors,
prior work experience,
awards, titles, basically describe the credentials of these

2. people.)
7. Competitors (List the competitors and define how they
compete with the company being
analyzed. What products, services, ranking in industry…are
competing?)
8. Discussion
a. Analysis (Use only those parts of these tools that are
relevant to the case.).
Provide your own interpretation to the results of analysis from
each tool.
i. SWOT
ii. PESTEL
iii. Porters 5 Forces
iv. Porters Diamond
v. VRIO
vi. Financials / Ratios (Always compare something to
something relevant,
such as competitors or years. Explain why you choose to
compare against
which companies over which years. Add your interpretation of
the
compared numbers. This tool can be the most revealing and

3. should be
used in most every case.)
vii. Others
9. Action Taken by Firm
10. Results of Overall Analysis and Interpretation of Results
11. Recommendations
a. How much will your recommendations impact the firm?
b. Are they feasible?
c. Which recommendations did firm follow?
12. Conclusion
Comments:
Critical Thinking is a very important skill in business. Critical
thinking involves understanding
what key factors are important in a situation, using these factors
in an appropriate analysis,
using the results of the analysis to build an argument, then
presenting your conclusions and
recommendations based on the analysis results and your
argument development. Everything

4. should flow logically, one stage to the next. Do not put
information in the report that does not
relate to the Conclusion.
Managers today have little time for in-depth reading. To get
your point across, use formatting to
help you organize your thoughts and allow managers to be
selective in what parts of your report
that they read. Start with an Executive Summary that includes a
synopsis of the situation,
analysis results, and your recs. Don’t force your reader to read
your whole report in order to
understand your ideas. Follow with a concise Introduction,
Background, Problem Definition,
Analysis, Results, Discussion, Recommendations, and
Conclusion. The key here is to effectively
and efficiently communicate your analysis of the situation. Left
justify unless you are an artsy
type and you want a stylish presentation.
BCS204 E Object Orient Programming Midterm
Note: Choose the best answer among those provided. When
you complete the test, Save the file as
yourlastname_204midterm.doc. Submit the file to my email. The
exam is due back to me no later than 11:59 PM on Sunday

5. November 17, 2019.
1. There are two memory structures within the Java Virtual
Machine that deal with objects and methods. There are the
stack and the heap. The heap runs a process that removes
unused or orphaned memory called:
A. Tree
B. Constructor
C. Garage Collector
D. Binary Sort
2. In Java the object can have a state and a behavior. Which
element in Java is responsible for the object’s behavior:
A. Garbage Collector
B. Class
C. Method
D. Constructor
3. Given the list of items below, which data structure process
the top data element by pushing the data element onto or
popping the data element off the upper position of the data
structure:
A. Stack
B. Queue
C. Array
D. Destructor
4. The best word that describes a class is which of the
following:
A. Students
B. Template
C. Interface
D. package

6. 5. Given the following class diagram, identify the class name,
variables and methods:
Account
Double Balance
String AcctType
type
getBalance()
Deposit()
Withdraw()
MinimumBalace()
setBalance()
getType()
Settype()
Deposit()
Withdraw()
class
6. Examine the following code snippet. The is the main()

7. method used to test another class by invoke the methods of that
class. Insert the code statement that is missing. Assume that
the class name being called is “MathOperations.” Insert the
statement which create a new object for the class with the
reference variable m1.
class mathTest
{
// Driver method
public static void main(String args[])
{
int arr[] = {1, 27, 39, 85, 42, 78, 94, 68};
// passing array to method m1
m1.sum(arr);
m1.avg(arr);
m1.lowest(arr);
m1.highest(arr);
}
}
7. Suppose that you write a new class. If you do not specifically
write a constructor for the class, the compiler will provide one
by default:
A. TRUE
B. FALSE
8. Suppose that you what to iterate through each data element of
an array. What control statement would best accomplish this
task:
A. If-then-else
B. For
C. Switch

8. D. Do-while
9. Which of the following is the best method to destroy an
object that is currently on the heap:
A. Set the reference variable of the object to NULL
B. Disable the anti-virus software on the computer
C. Reboot the computer
D. Uninstall Java
10. An array is which type of data structure:
A. Nonlinear
B. Linear
C. Primitive
D. Dynamic
11. Suppose that you have an array which will contain 10
integers. Which of the following would set the 3rd element of
the array:
A. Arr[0] = 3
B. Arr[3] = 65
C. Arr[10] = -1
D. Arr[2] = 10
12. Write a line of code that would initialize an array of
integers containing 10 integers:
__________________________________________
13. Which of the following influences an objects state :
A. Instance Variables
B. Location in memory

9. C. Lines of code
D. Destructor
14. Suppose that there are child classes called Square, Circle,
Rectangle and a parent class called Shape. What is the proper
name of the Shape class in this context:
A. Superclass
B. Shape Manager
C. Overloading
D. Interface
15. All of the following are typical operations performed with
data structures except for which operation listed:
A. Search
B. Insertion
C. Deletion
D. Garbage collection
16. If the following command is run from the command line:
Java myjava.java >2mylog.txt
What information is stored in the mylog.txt file?
A. A status of each line of code executed
B. Error messages encountered during execution
C. All output from the console.
D. Only the values System.out.println statements in the code.
17. The following data structure is best identified by the first
data element beginning processed and any subsequent data
elements would be placed in the end of the structure:
A. TREE
B. ARRAY
C. GRAPH

10. D. QUEUE
18. Which of the following are proper categories of data
structures?
A. Linear/Non-linear
B. Tall/short
C. Primitive/Dynamic
D. Static/Non-static
19. Which of the following is a non-linear data type?
A. Array
B. Stack
C. Queue
D. Graph
20. Linked lists are data structures that can occupy non-
contiguous space in memory. What mechanism in the data
structure permits one node to locate its adjacent node?
A. Class
B. Object
C. Pointer
D. Heap
STUDY GUIDE MGS 4999
CHAPTERS 1-12
2019

11. CHAPTER 1, WHAT IS STRATEGY, AND WHY IS IT
IMPORTANT?
Strategic Management
AFI Framework
Strategy
Competitive Advantage
Sustainable Competitive Advantage
Competitive Disadvantage
Competitive Parity
Strategies
-Leadership Strategy
“Stuck in the Middle”
Strategy is NOT:
Industry Effects
Firm Effects
Black Swan Events
Stakeholders
Stakeholder Strategy
Internal Stakeholders

12. External Stakeholders
CSR
AFI Framework
CHAPTER 2, STRATEGIC LEADERSHIP: MANAGING THE
STRATEGY PROCESS
Triple Bottom Line
Strategic Management Process
Strategic Leadership
Vision
Mission
Strategic Commitments
Organizational Values
Upper-Echelons Theory
Formulating Strategy across Levels: Corporate, Business, and
Functional
STUDY GUIDE MGS 4999
2
Scenario Planning
Dominant Strategic Plan
Top Down and Bottom Up Strategies

13. CHAPTER 3, EXTERNAL ANALYSIS: INDUSTRY
STRUCTURE, COMPETITIVE FORCES,
AND STRATEGIC GROUPS
PESTEL Framework
5 Forces Model
Michael Porter
Network Effects
Switching Costs
Perfect Competition
Monopoly
Oligopoly
Exit Barriers
Complement
Industry Convergence
Strategic Group
Strategic Group Model
Mapping Strategic Groups
Mobility Barriers
CHAPTER 4, INTERNAL ANALYSIS: RESOURCES,
CAPABILITIES, AND CORE
COMPETENCIES
Core Competencies
Resources
RBV
Tangible Resources
Intangible Resources
Resource Heterogeneity
Resource Immobility
VRIO Framework
Path Dependence
Causal Ambiguity
Dynamic Capabilities
Resource Stocks
Resource Flows (Inflows / Outflows)
Value Chain Analysis

14. Economic Value Creation (V-C)
Primary Activities
Support Activities
STUDY GUIDE MGS 4999
3
SWOT Analysis
Problems with SWOT
CHAPTER 5, COMPETITIVE ADVANTAGE, FIRM
PERFORMANCE, AND BUSINESS
MODELS
Competitive Advantage
Firm Performance
Accounting Profitability
Shareholder Value
Economic Value
ROIC
ROE
ROA
ROR
COGS/Revenue
R&D/Revenue
SG&A/Revenue
R&D Intensity
Marketing Intensity
Working Capital Turnover
Fixed Asset Turnover
Inventory Turnover
Receivables Turnover
Payables Turnover
Accounting Limitations

15. Shareholder Value Creation
Risk Capital
Total Return to Shareholders
Market Capitalization
Stock Market Valuations
Economic Value Creation
Profit
Producer Surplus
Consumer Surplus
Opportunity Costs
Balanced Scorecard
Triple Bottom Line
Business Model
Different Business Models
– Razor Blade
-based
-as-you-go
CHAPTER 6, BUSINESS STRATEGY: DIFFERENTIATION,
COST LEADERSHIP, AND
INTEGRATION
STUDY GUIDE MGS 4999
4
Differentiation Strategy
Cost-Leadership Strategy
Focused Cost-Leadership Strategy
Focused Differentiation Strategy
Cost Drivers:

16. Minimum Efficient Scale (MES)
Diseconomies of Scale
Learning Curves
Experience Curves
Economies of Scope
Innovation
CHAPTER 7, BUSINESS STRATEGY: INNOVATION AND
ENTREPRENEURSHIP
Invention
Patent
Entrepreneurs
Intrapreneurs
Network effects
Imitation
Social Entrepreneurship
Standard
Product Innovation
Process Innovation
Industry life cycle, Stages = ?
Introduction Stage
Growth Stage
Shakeout Stage
Maturity Stage
Decline Stage
Harvest Strategy
Exit Strategy
Chasm Framework
Crossing the Chasm
Technology Enthusiasts
Early Adopters

17. Early Majority
Late Majority
Laggards
Incremental Innovation
Radical Innovation
Architectural Innovation
Disruptive Innovation
STUDY GUIDE MGS 4999
5
Open Innovation
Closed Innovation
CHAPTER 8, CORPORATE STRATEGY: VERTICAL
INTEGRATION AND
DIVERSIFICATION
Corporate Strategy
Core competencies
Transaction costs
Transaction cost economics
External transaction costs
Internal transaction costs
Make or buy decisions
Vertical integration
Specialized division of labor
Principal-agent problem
Opportunism
Information asymmetry
Short term contracting
Strategic Alliances
Long term contracts
Licensing

18. Franchising
Equity Alliances
Joint Ventures
Parent-Subsidiary Relationship
Industry Value Chain
Raw Materials
Intermediate Goods and Components
OEMs
Backward vertical integration
Forward vertical integration
Specialized assets
Site specificity
Taper Integration
Strategic Outsourcing
Off-shoring
Diversification
Product Diversification Strategy
Geographic diversification strategy
Product-market diversification strategy
Related Diversification
Related-constrained diversification
Unrelated diversification strategy
Conglomerate
Restructuring
BCG Growth-Share Matrix
STUDY GUIDE MGS 4999
6
CHAPTER 9, CORPORATE STRATEGY: MERGERS AND
ACQUISITIONS, STRATEGIC
ALLIANCES
Build-borrow-buy framework

19. Acquisition
Hostile takeover
Horizontal integration
Reduction in Competitive Intensity
M&A
Principal-Agent problems
Managerial Hubris
Real-options perspective
Complementary assets
Co-opetition
Learning races
Greenfield/Brownfield plants
Non-equity Alliances
Explicit knowledge
Equity Alliance
Licensing agreements
Tacit knowledge
Corporate Venture Capital
Joint Venture
Alliance Management Capability
Partner compatibility
Partner commitment
Inter-organizational trust
Alliance Champion
Alliance Leader
Alliance Manager
CHAPTER 10, GLOBAL STRATEGY: AROUND THE WORLD
Globalization
MNE
FDI
Global Strategy
Advantages/Disadvantages of Globalization
Location Economies
Liability of Foreignness
CAGE framework

20. Geert Hofstede
Cultural Distance
National Culture
Power Distance
Individualsim
Masculinity-femininity
STUDY GUIDE MGS 4999
7
Uncertainty avoidance
Economies of experience/scale/scope/standardization
Economic arbitrage
Greenfield Operations / Brownfield Operations
Local responsiveness
International Strategy
Multi-domestic Strategy
Global-standardization Strategy
Transnational Strategy
Death-of-distance
National competitive advantage
Porter’s Diamond Framework
Factor conditions
Complementors
CHAPTER 11, ORGANIZATIONAL DESIGN: STRUCTURE,
CULTURE, AND CONTROL
Strategy implementation
Organizational design
Alfred Dupont Chandler
Organizational Structure
Specialization/Division of Labor
Formalization

21. Centralization
Hierarchy
Span of Control
Organic Organization
Virtual Teams
Mechanistic Organization
Simple Structure
Functional Structure
M-form
Matrix Structure
Cross-functional Teams
Organizational Culture
Values
Norms
Founder imprinting
Groupthink
Causal ambiguity
Social complexity
Input controls
Output controls
CHAPTER 12, CORPORATE GOVERNANCE AND BUSINESS
ETHICS
Public Stock Company
Limited Liability
STUDY GUIDE MGS 4999
8
Transferability of Ownership
Legal Personality
Separation of Legal Ownership and Management Control
Black Swan Events

22. Milton Friedman
Stakeholder strategy
Stakeholder Theory
Regional clusters
Corporate Governance
On-the-job consumption
Agency theory
Adverse selection
Moral hazard
BoD
Inside directors
Outside directors
Board independence
Stock Options
Winner’s curse
SEC
GAAP
Business ethics
Codes of conduct
Stephen Covey
END