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business
strategic management

Questions and Answers of Strategic Management

=+1. Whose approach do you believe is the better one? Why?
=+■ what acceptable minimum and maximum sizes are for proposed diversifications in relation to present activities
=+■ how the acquiring company should restructure itself in order to absorb the new purchase, and what implications this will have for existing businesses and people
=+5. What learning potential is there? Can the new business enhance synergy and improve our existing businesses and the organization as a whole? This assumes, of course, that the organization is able
=+■ summarize the stages involved in designing an effective acquisition strategy
=+■ explain why acquisitions often fail to bring the desired level of benefits
=+■ discuss the risks involved in this strategic alternative
=+■ list why organizations might seek to diversify, often by acquisition
=+■ discuss the extent of diversification in various countries, highlighting how the extent of diversification has changed in recent years
=+■ debate the issues involved in the key focus–diversify dilemma
=+■ identify the typical growth patterns of large companies
=+(c) How limited do you feel this analysis is?
=+■ explain why strategic alliances and joint ventures might be preferred to acquisition or takeover as a strategic means of growth
=+■ describe alternative forms of strategic alliances and joint ventures, giving examples of each
=+4. Is there a downside risk? In particular, might existing businesses be affected in any detrimental way?
=+3. Can we beat the competition and become a strong player?
=+2. What strategic resources are required in the possible new areas? What are the implications of this?
=+1. What can we do better than our competitors? This, of course, is the area around which to focus and build.
=+2. Where do you think the problems and difficulties might lie?
=+■ appreciate the potential value of franchising and licensing in supporting growth.
=+■ discuss the key issues involved in implementing such strategies effectively
=+(b) On the data available what would you advise the firm to do?
=+Has the co-operation approach been more sensible and realistic than a series of cross-border mergers?
=+5. Using actual examples as your base point, could the high-technology things we currently take for granted (such as mobile phones, personal computers and the Internet) have been developed to the
=+(a) For each alternative calculate the net present value, the internal rate of return and the payback.
=+what should it not seek to do?
=+■ Are the current objectives of the organization appropriate?
=+3. If so, why?
=+1. Should all three companies remain focused?
=+3. Do you think you would be better off or worse off?
=+■ Are the strategies created previously, and which are currently being implemented to achieve these objectives, still appropriate?
=+■ Do current results confirm or refute previous assumptions about the feasibility of achieving the objectives and the ability of the chosen strategies to achieve the desired results?
=+■ What should the organization seek to do and
=+■ What can the organization do and what can it not do?
=+■ What constitutes a good strategic choice?
=+David Jones has clearly been successful – and he remained as strategic leader. But: could a case be made for ensuring that he had a ‘partner’ with a greater willingness to take risks and who
=+What strategies would be appropriate, desirable and feasible for utilizing these resources effectively?
=+Had the diversification into mail order and the acquisition of Combined English Stores been appropriate and feasible?
=+12.5 which looks at the alternative strategic approaches of Ford and General Motors.
=+1. What would you do if you were the strategic leader of Peugeot-Citroën? In answering this question you might also like to read Minicase
=+5. What impact might the new Dyson washing machine have? (See Minicases 5.1.and Box 11.2.)
=+■ explain the role of judgement in strategic choice.
=+■ summarize a number of alternative theories of decision-making and explain why subjectivity can sometimes result in poor decisions
=+■ explain the contribution to this evaluation of techniques described earlier in the book
=+■ discuss why there might be a trade-off between these factors
=+■ define the key criteria for evaluating the appropriateness, feasibility and desirability of a particular strategic alternative
=+■ show how organizations pursue different strategic alternatives and means at various times in their development
=+■ explain how selected strategies might be implemented through internal or external growth
=+■ define and discuss innovation and show how it is essential for sustaining competitiveness
=+1. Can Lego realsitically anticipate further growth and prosperity if it relies on its focused strategy or will it become increasingly vulnerable to competitive threats?
=+ What would you recommend?
=+4. Can you see any parallels with motor cars?
=+3. Has Electrolux found an ideal compromise?
=+2. Are the preference differences too great to overcome?
=+1. Can you think of any sensible new product that Flymo might add to its range?
=+2. Should Lego consolidate or continue to seek to grow?
=+■ identify and describe a number of possible strategic alternatives, separated into limited growth, substantive growth and retrenchment clusters
=+■ Does the proposal fit – and strengthen – the existing portfolio of activities?
=+2. A firm has two investment opportunities, each costing £100,000 and each having the expected net cash flows shown in the table below. While the cost of each project is certain, the cash-flow
=+3. In 1996 Walt Disney Corporation was thought by analysts to be a prospective buyer for EMI Music after its split from the Thorn Rentals part of ThornEMI. Would music have been an appropriate and
=+ How would you use them? What are their limitations?
=+3. Which of the evaluation techniques listed in the chapter (Box 11.4) do you feel are most useful?Why?
=+■ conglomerate diversification.
=+What in fact has happened with EMI Music? Was the actual outcome more appropriate, feasible and desirable for EMI?Walt Disney Company http://www.disney.go.com EMI Group http://www.emigroup.com
=+4. In 1983 Tottenham Hotspur became the first English football club to be listed on the Stock Exchange.Subsequently, the club diversified, acquiring a number of related leisure companies. The
=+1. Calculate the weighted average cost of capital given the following information:Optimal capital structure 50:50 Debt funding: half is at 10% interest, half at 12%Effective tax rate 30%Risk-free
=+■ explain how a company might be valued, say for acquisition purposes.
=+■ describe the capital asset pricing model
=+■ calculate the optimal capital structure for a firm and its weighted average cost of capital
=+■ apply a number of different investment appraisal techniques and evaluate their contribution to investment decisions
=+■ discuss the advantages and disadvantages of different sources of investment capital
=+How different was the approach taken some years later by Manchester United? What strategies have made Manchester United the richest football club in the world?
=+divested, and the ownership of Tottenham Hotspur changed hands in 1991. During the 1990s entrepreneur Alan Sugar acquired the club, only to relinquish control when he proved unpopular with many
=+■ concentric diversification
=+■ vertical integration
=+■ horizontal integration
=+■ Does the option truly help to close the planning gap?
=+■ Is there an opportunity to build and sustain a strong competitive position?Desirability
=+■ Can the implied costs be met?
=+■ Does the organization possess the skills and competencies required? If not, can they be acquired in a relevant timescale?
=+Can the strategic change be implemented successfully – and without any detrimental impact upon present activities?
=+■ Is this an opportunity for stretching the organization’s resources and exploiting core competencies further? Or does it imply diversification?
=+■ What impact would the change have on E–V–R congruence?
=+■ Does it address any targeted opportunities or help redress any critical weaknesses?
=+■ Is the organization comfortable with the risks implied?
=+■ Is this a justifiable (and, in certain cases, the most profitable) use of organizational effort and resources?
=+■ innovation
=+■ product development
=+■ market development
=+■ market penetration
=+■ do nothing; no change
=+1. For each of the following strategic alternatives, list why you think an organization might select this particular strategy, what they would expect to gain, and where the problems and
=+■ Which stakeholder needs will be met and satisfied?
=+■ Is there potential synergy?
=+■ Is it compatible with the mission of the organization?
=+Scalextric, but production in the UK has been replaced by foreign sourcing to improve the quality without increasing costs – in China over two hours labour can be afforded for every one hour in
=+Can a single store service both the professional and domestic markets effectively or is there a real risk of losing focus?
=+2. Do you agree with Nardelli’s decisions to target professional builders, plumbers and electricians and to diversify into installation services?
=+ Can a single store service both the professional and domestic markets effectively or is there a real risk of losing focus?
=+2. Do you agree with Nardelli’s decisions to target professional builders, plumbers and electricians and to diversify into installation services?

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