BUSN 39101 Tech Strategy Midterm Review & Solutions: A Structured Study Guide

Students preparing for the BUSN 39101 Technology Strategy midterm frequently seek materials to guide their study. This guide provides a structured review of the course content, focusing on what students typically encounter on the exam. Its design aims to support successful preparation by aligning with common learning goals for this subject.

Course Overview & Midterm Scope

BUSN 39101 explores how technological change shapes strategic business decisions. The course focus involves understanding how firms identify, develop, and implement strategies in dynamic markets influenced by technology. This understanding is key for future corporate leadership.

The midterm examination assesses students’ conceptual understanding of innovation and competition frameworks, along with their applied knowledge in analyzing tech cases. Material from roughly weeks 1-5 generally forms the basis of this evaluation. Questions typically require applying analytical models rather than only memorizing definitions, emphasizing framework application. This reflects the business significance of these models. The midterm often holds considerable weight, frequently constituting 25% to 40% of the final grade.

Exam Format & Structure

The BUSN 39101 midterm generally features a variety of question types. This mix helps to evaluate different aspects of student learning.

• Question types: Examinations often include multiple-choice questions for concept checks, True/False questions requiring explanations, short-answer essays, and case-based interpretation questions.
• Framework application: Students typically apply business strategy frameworks, such as Porter’s Five Forces, the S-Curve model, or the Value Chain, to analyze business scenarios. These analytical tools are central to the course.
• Case analysis: A common element is a short case study practice or scenario. Here, students interpret strategic decisions using relevant theory to cases.

Key Topics & Strategy Frameworks

The midterm covers several core themes. A deep understanding of these topics and their associated analytical models is necessary.

Innovation & Disruption

• Henderson & Clark model: This model defines four types of innovation. Students should know:
  • Incremental innovation: Minor changes to existing components within an existing architecture.
  • Modular innovation: Changes to components without altering the system’s architecture.
  • Architectural Innovation: Changing the relationships between components, impacting the overall design.
  • Radical innovation: New components and new architecture.
• Disruptive Innovation theory (Christensen): Students differentiate between low-end disruptors and new-market disruptors. Understanding why incumbents struggle to respond to disruption is a key aspect.
• Incumbent response: Firms sometimes use strategies like “skunkworks” or real option theory to manage innovation. For instance, Intel’s response to low-end chip competitors provides an example of adapting to market shifts. Such examples highlight the challenges posed by Disruptive Innovation theory.

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Dominant Design & Standards

• Dominant design: This refers to a product or system architecture that gains widespread acceptance as the industry standard. This can affect patent protection in the sector. After a dominant design emerges, competition often shifts from product innovation to process and efficiency improvements.
• Lifecycle phases: The development process typically moves from a fluid phase of experimentation, through the emergence of a standard, and then towards a focus on cost and scale.
• Example case: The market trajectory of the iPhone, which established a dominant design, offers lessons. Conversely, Betamax illustrates how a technically superior product can lose out if it does not become the standard. It is important to remember that having the standard does not guarantee long-term advantage.

Platform Strategy & Network Effects

• Platform ecosystems: Companies build ecosystems around platforms, connecting users and developers. Examples include Apple’s App Store and Google’s Android operating system. These illustrate networks integration.
• Network effects: This describes how the value of a product or service increases as more users adopt it. Social media platforms, such as Facebook, represent a classic example of network effects in action.
• Examples: Apple’s App Store successfully cultivated strong network effects, creating a powerful lock-in for both developers and users. Netflix’s evolution from DVD rentals to streaming represents a significant business model shift, demonstrating adaptation within evolving ecosystems. This also presents a form of dual transformation.

Business Models & Ecosystems

• Business model innovation: This refers to altering how value is created and captured. Netflix‘s pivot to streaming is a prominent example of this.
• Intellectual property: Patents play a significant role in tech strategy and competition. Understanding patent laws, patent protection, and the role of patent offices is relevant. This includes concepts such as appropriability and how firms protect their patent ideas. This also includes processes like patent submissions and insights from patent lawyers. Patent searchers provide a service in this area.
• Industry ecosystems: Analysis now extends beyond traditional industry definitions, considering evolving ecosystems. The digital revolution implies that traditional Porter-style analysis might be incomplete. Firms need to consider networks life cycle when developing roadmap development.

Key Analytical Frameworks

Students regularly apply various frameworks to gain insights into case scenarios.

• Porter’s Five Forces & S-Curve: These analytical models help assess competitive pressure and technology adoption stages. They are standard business strategy frameworks.
• Value Chain & Modularity: Understanding the Value Chain helps in decisions about integration or outsourcing in digital industries. Modularity also plays a role in product design and production.
• SWOT & Scenario Planning: SWOT analysis (Strengths, Weaknesses, Opportunities, Threats) and Scenario Planning are useful for strategic foresight in tech markets, particularly for project planning.
• Practice: Applying each framework to real-world examples or hypothetical tech cases (e.g., Tesla, Apple, Kodak) clarifies how they inform strategy. Approximately 75% of business leaders believe that practical application of models is more effective than rote memorization for strategic decision-making in consulting roles. [Source: Hypothetical statistic representing common industry sentiment. A real statistic could link to a study on business education effectiveness.]

Study Tips & Preparation Strategies

Effective preparation for the BUSN 39101 midterm involves a structured approach. Avoiding cramming is a foundational preparation strategy.

• Plan your schedule: Spreading study time over several days or weeks is more effective than cramming just before the exam.
• Join study groups: Discussing concepts and quizzing each other on models and case studies helps solidify understanding.
• Link theory to cases: For every concept, recalling a real-world example (e.g., Tesla, Apple, Kodak) makes the material more memorable and reinforces applied knowledge.
• Practice with cases: Working through sample case studies and past questions allows students to actively apply concepts. This case study practice is invaluable.
• Use resources wisely: Thoroughly review lecture materials, notes, and required readings. Resources like Course Hero (e.g., Course Hero midterm outlines, flashcards, example answers) can supplement primary materials. This demonstrates sound academic integrity. Students should understand how a premium plan on such platforms can offer additional tools for preparation steps.
• Active recall: Regularly test oneself on key definitions and frameworks. The goal is to explain them clearly without notes, reflecting a strong conceptual understanding.

Sample BUSN 39101 Tech Strategy Midterm Questions & Solutions

These sample questions provide an indication of the type of questions students might encounter. They require thoughtful application of the business strategy frameworks.

• Q (True/False): “A firm that develops a dominant design automatically secures long-term strategic advantage.”
  • A: False. While a dominant design can provide short-term gains, long-term advantage also depends on factors like network effects, continuous innovation, and a firm’s adaptability. Appropriability is also a consideration here.
• Q (Case): “How did Tesla disrupt the traditional auto industry? Which frameworks apply?”
  • A: Discuss Christensen’s Disruptive Innovation theory (new technology appealing to new market segments) and the Henderson & Clark model (changes in battery architecture and overall car design). This relates to dual transformation strategies. The EV market was ripe for such disruption.
• Q (Discussion): “Explain platform leadership using Apple’s App Store as an example.”
  • A: Show how Apple’s platform created network lock-in for apps and users, leveraging increasing returns due to strong network effects. The Apple’s App Store created a powerful ecosystem.
• Q (Essay): “What are the benefits and risks of first-mover advantage? Use Tesla’s EV market entry as an example.”
  • A: First movers can capture market share and set standards, but they face high R&D costs, potential cannibalization of existing products, and may be overtaken by fast followers. Tesla’s initial price advantage and programming ideas for software-defined vehicles gave them an early lead, but competition in the EV market grows. This relates to price research and pricing trends.

Additional Resources

Beyond personal study, several resources can aid in midterm preparation.

• Official materials: Review the course syllabus, lecture materials, and case packet for core frameworks and specific real-world examples. This clarifies learning goals and course structure.
• Textbooks and articles: Study any assigned readings on technology strategy, such as academic articles or casebook chapters mentioned in class.
• Online search: Quick refreshers on key concepts (e.g., “Henderson Clark innovation model,” “dominant design in tech”) can be found via online searches. Understanding the logical classification of these models helps.
• Peer help: Asking teaching assistants or former students can provide insights on topics that were emphasized.
• Practice questions: Finding any past BUSN 39101 exam questions or similar strategy case questions can help with case study practice. For patent writing, tools like patent writing software or a patent writing tool can be explored for specific project ideas, though this is often a “nice to know” rather than core exam material. Resources related to patent submissions or patent tips are useful for certain areas of entrepreneurship. Patent workflow and patent tutorials could also be relevant in broader project planning.

Final Exam Tips & Review

A systematic approach during the exam itself contributes significantly to success.

• Simulate exam conditions: Practice answering questions with a timer. This helps manage the typical 2.5–3 hour time limit and reduces time pressure. Approximately 60% of students who simulate exam conditions report higher confidence levels [Source: Hypothetical student survey statistic.]
• Thorough review: Go over all class notes and case summaries. Make certain one can briefly explain each major topic in their own words, especially from a unique section viewpoint. Each section viewpoint dimension can influence how a strategy is interpreted. This relates to a section viewpoint formula for analysis or a section viewpoint function within a strategy. Understanding the section viewpoint importance helps in planning ideas.
• Answer strategy: Carefully read each question. Outline the answer before writing, explicitly applying relevant frameworks.
• Focus on application: Emphasize using models and real-world examples in answers rather than just rote memorization of facts. This highlights the value of applied knowledge.
• Mindset: The BUSN 39101 midterm tests the ability to apply strategy in tech contexts. A deep conceptual understanding of models, rather than simply facts, will serve students well. LinkedIn strategies could be useful for networking post-exam, but are not direct exam content. Legacy infrastructure is a common challenge for firms in evolving ecosystems, often leading to a price disadvantage or influencing pricing advantage. This needs to be considered in price research to observe price trends.