Need help with week 7 discussions. The attachment has the 3 questions and the questions are not required to be a paper but required to be 350 words.
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Week 7 Discussion: Business Strategy in
This week material has been about business strategy, also called generic competitive
advantage because it applies to virtually all competitive (non-monopoly) industries. The
basic forms of competitive advantage have been explained using Porter’s classic
dichotomy of Cost Leadership versus Differentiation. These are two different routes to
competitive advantage and superior profitability according to Michael Porter.
So the discussion question is, how is this concept of generic strategy used in the
Capstone Simulation? How is it similar in Capstone to Porter’s original conception of
cost leadership and differentiation? How is it different? Basically, I’m asking the class,
where does Porter’s explanation of generic competitive advantage ‘end’, and where
does Capstone ‘begin’? Think about it and apply the theory (Porter’s conceptualization)
to the competitive environment we have in the simulation.
Week 7 Discussion: Le Cordon Bleu
Read the short article below, then explain Le Cordon Bleu strategic thinking using the
ADR framework (and/or expectancy-valence).
Le Cordon Bleu Will Close All U.S. Schools
A culinary student holds up the guts of a fish during a butchery class at the Le Cordon
Bleu program at California Culinary Academy in 2015.
All 16 Le Cordon Bleu cooking schools in the U.S. will be shut down, with the forprofit college operator that owns them citing the impact of the federal government’s new
regulations on career colleges.
Career Education Corporation had previously said it was looking to sell off its Le Cordon
Bleu culinary schools. But on Wednesday, the company announced it would instead
close down the campuses — a quicker and ultimately cheaper option than going after a
sale, according to the company. Current students will finish their courses but the
schools will stop enrolling new students in January.
Internationally, Le Cordon Bleu is the world’s largest cooking and hospitality school,
perhaps best known for its Paris flagship location, where Julia Child was a student. In
the United States, thanks to a marketing agreement with Career Education Corp., Le
Cordon Bleu became a chain of for-profit schools strung throughout the country, offering
cooking classes alongside government-subsidized associate’s degrees and even online
degrees in hospitality and management. (Links to an external site.)
The company’s advertisements, featuring white-coated chefs with flashing knives
entreating students to “follow your passion,” were shown frequently in the 2000s. But Le
Cordon Bleu’s trade degrees — which had seen huge surges in popularity during the
recession (Links to an external site.) — were threatened by the federal government’s
gainful employment rule, which cuts off federal financial aid to schools where graduates
borrow money at high rates to pay for school but earn little after graduation.
In accusations that echoed those made against many other for-profit colleges, several
Career-owned Le Cordon Bleu schools have been accused of misleading (Links to an
external site.) students about their chances of getting well-paying jobs, and falsifying job
placement rates among graduates.
Many Le Cordon Bleu graduates, according to allegations in a class-action lawsuit the
company settled for $40 million, made salaries of $12 an hour and worked in jobs that
did not require training, as line cooks and baristas.
Career Education Corporation announced in May (Links to an external site.) that it
planned to exit the career education business altogether, focusing on online schools
that have lower margins and enroll less risky students than career colleges.
Week 7: Provide one example of Cost
Research and find an example company following a Cost Leadership strategy (not from
the book, i.e. no Southwest Air, no IKEA , also no McDonald’s and no Dollar Store these are all too easy and obvious. ) Describe what the firm is doing to implement this
form of competitive advantage. Be specific in explain which benefits the company
has eliminated to reduce costs.

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