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28 April 2008
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Description
Questions in this section are based on the case study; ‘ The Internationalisation Of Allied Irish Banks’ (AIB) which can be found in Johnson and Scholes 7th Edition (p7760. You should also consult the company website (http://www.aib.ie) for the latest financial and other information. Any additional sources used must be properly referenced.
Answer Both questions in this section.
1. Critically evaluate AIB’s strategic development since the 1980’s using the suitability, feasibility and acceptability criteria. Pay particular attention to the market entry strategies AIB have undertaken in that period. (30%)
2. recommend a set of objectives and a strategic development plan for AIB from 2005-2012-justifying the recommendations made.
Answer any ONE of the following question (worth 40 %)
3. ‘The Hybrid strategy in the strategy clock clock offers a differentiated product at a lower than average price- this may seem a strange strategy at first glance but it can make sense.’ Using thorntons to illustrate your answer.
4. Strategic alliances, joint ventures, licensing agreements and franchising can be crucial to an organisations success as long as they are managed effectively. Discuss this using Thorntons to illustrate your answer.
5. Parent companies can both add value and destroy value in SBU’S- the rationale for corporate strategy is to ensure the centre adds more value than it destroys. Discuss this using Virgin case to illustrate your answer
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