In Hill et. al., 12thEd., read Case Study 15: Skullcandy, and prepare responses for the questions below as instructed. A

[answerhappygod]

In Hill et. al., 12thEd., read Case Study 15: Skullcandy, and
prepare responses for the questions below as instructed. A short
synopsis of the case study is provided here. Case Study: Skullcandy
This case is about the founding and early growth of Skullcandy,
which produces headphones and other accessories with unique
action-sports aesthetics and functions. The company describes how
Alden originally came up with the original idea for the company
(headphones that would connect to both an MP3 player and cellphone,
before such devices existed) riding up a ski lift. It also gives
detailed descriptions of how the products are developed and
manufactured, and then positioned in the marketplace. The company
had experienced very rapid growth and visibility, earning Alden
several awards and Entrepreneurmagazine’s title of “Entrepreneur of
the Year.” The company’s future, however, was anything but certain.
Competitors had rapidly imitated some of the unique features of
Skullcandy headphones, and Alden’s departure from the company in
2011 to start a new entrepreneurial venture had unsettled
investors. Students should be asked whether they believe the
company will survive and thrive, and if so, what recommendations
they would make for its future direction. (A-G) Was the headphone
an attractive industry when Alden entered with Skullcandy? (H-M)
Does Skullcandy have a sustainable competitive advantage in the
market? If so, what is it and why is it sustainable? (N-Z) How are
Skullcandy’s products positioned? How is this positioning supported
(or unsupported) by the company’s functional-level strategies?