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business
strategic management

Questions and Answers of Strategic Management

=+■ discuss the role and skills of general managers in these organizations
=+■ explain the role and contribution of corporate headquarters to large, multibusiness organizations
=+■ define the terms ‘heartland’ and ‘corporate parenting’ and explain their significance and implications
=+■ distinguish between the alternative control mechanisms which large, diverse organizations might use
=+■ describe and explain a number of alternative approaches to the management of a corporate portfolio
=+below provides a summary of the organization structure in 1995, 1999 and 2003. Research the company’s progress over this period. Has the structure merely changed to reflect changes of
=+2. In the last ten years WH Smith has struggled to clarify its strategic position in the retail industry.There is serious competition for all its products. As a consequence its performance has both
=+or decentralization? If you are familiar with the company, do your findings accord with your knowledge of management styles within the organization?
=+1. Evaluate the divisionalized or holding company structure of a large, diverse, multiproduct multinational, considering the main board status of the key general managers. Does this suggest
=+1. How are strategy and structure linked?
=+2. Will more formality be required?
=+■ explain why structures evolve and change as organizations develop and grow.
=+■ identify and describe five basic structural forms which an organization might adopt
=+■ discuss the advantages and disadvantages of centralization and decentralization
=+■ describe the problems inherent in implementing strategic change effectively
=+■ discuss the processes involved in the implementation of both intended and emergent strategies
=+■ explain how strategy and structure are linked in a circular process
=+■ clarify the vital significance of strategy implementation
=+■ How should the organization seek to deal with the pressures and demands of change, appreciating that cultural and behavioural changes may be required? (Chapter 17)
=+■ How can the strategic leader manage both the organization structure and resources to achieve corporate-level synergy? Are the various functions, activities and businesses co-ordinated and
=+■ How can the organization manage risk and avoid and manage crises? (Chapter 16)
=+■ How should resources be deployed and managed? (Chapter 16)
=+■ How should the organization be structured and designed to ensure that both happen? (Chapter 15)
=+■ How does emergent strategy actually happen?(Chapter 15)
=+V■ How are intended strategies implemented?(Chapter 15)
Why do its customers choose this business unit's products?
What need is being met? What are the key success factors in this market? What are the trends in key performance indicators for this business?
What are the resources (see Guidance Note 1.2) within and around the organization that allow the organization to provide products that customers will buy?
To what extent can the business performance be explained by an understanding of an organization's resources?
What are the characteristics of the markets that this business serves? What are the factors that exist outside the business unit that impact on its ability to pro- vide goods and services? Can trends
What is the dominant logic/organization paradigm that guides this business's decision-making and contributes to the way strategy develops?
Who are the consumers of the unit's goods and services?
Who are the major stakeholders in the organization? What are the issues that are important to these stakeholders?
What is the financial performance of each business? What is the contribution of each business to the overall financial performance of the whole?
What are its business units? What is the formal structure of this organization?
What products and markets does this organization supply/serve?
Are they merely 'fads' and retrenchment or might they enable the company to meet its broad business objectives?
Provide an analysis of AB's business, operations, marketing and design strategies and a comprehensive commentary which identi- fies areas which could be dysfunctional and those which might provide
In the context of the company's business environment, are the 3 phases of change described in the case ill- or well-conceived?
Provide an economic, supply chain and marketing analysis of the 'Forrester effect' in relation to machine tool demand. How could it be minimized at AB machine tools?
Do the business's key players have a coherent vision of what they want the business to be in the medium and long term? Are this business's ambitions a coherent part of the vision for the corporate
What are the strengths and weaknesses of the business?
What are the trends in these indicators?
Analyse the risks and benefits involved in Phases 2 and 3, including those which are not mentioned in the case. Develop a 'pro-forma business plan (including possible timing) for executing these
What are the key performance indicators for this business?
How attractive are its markets?
How dynamic is this organization's environment?
Does the organization have more strengths than weaknesses, a balance of strengths and weaknesses or more weaknesses than strengths?
What are the organization's strengths and weaknesses?
What are the opportunities and threats that exist for this organization? What is the overall strategic position of the organization?
What are the strengths and weaknesses of the organization?
What are the factors outside the organization that influence the organization's activities?
What are the relationships between the individual businesses? Are they sup- porting, neutral or disadvantageous?
What are the processes by which strategy develops in the business units and in the organization as a whole?
What is the relationship between the corporate centre and the individual businesses?
What is the strategic position of this business?
What are the opportunities and threats that exist for this business?
Should it be optimistic about its future or will it be fighting for survival?
Imagine you are the Chief Executive of the parent company: Develop a reasoned plan of action for radically changing and improving the Alpha business without jeopardizing the major customer accounts
Has senior management identified any specific challenges or under- lying trends facing the organization, and has corrective action been incorporated into their overall strategy?
Identify the forces in the wider macroeconomic environment that are impacting on the unit and its competitors. Assess the significance of these forces and the potential for change that they could
Conduct an analysis of the industry or industries using Porter's Five Forces Model (Porter, 1980, 1985).
Identify the organization's or unit's competitors.
Define the industry or industries in which the organization operates. This should include an estimate of industry size by some measure of turnover, the identification of industry segments and the
What must we be good at to keep customer happy?
How do we keep powerful stakeholder groups happy?
Who are the most powerful stakeholder groups?
What activities do we reward?
Who are the organization's customers?
Does our structure constrain the way we develop strategy?
If we wish to make changes to the organization's outputs, are our choices constrained by our structure, and if we change strategy, can we change structure?
Is the present structure of the organization allowing the organiza- tion to operate as efficiently as alternative possibilities?
Is the business infrastructure at Delamere Pottery appropriate to successfully compete in the 'Fashion Market'?
Does the report provide any insight into managements ability (and track record) to identify and implement strategic change?
Are the strategic objectives within the report being achieved, and if not, is the current management capable of achieving them?
Does the report contain a clear view of the business and does it state where the business is headed?
The company's rationale in respect of key success factors (order winners and qualifiers) are described in the text of the case - given the nature of the industry, the competitive milieu and the 'risk
What do you believe the Production Director means when she says 'I have satisfied myself that there are no effective bridges between business planning, production and the execution of plans at the
Fisher et al. (2000) suggest that the 'retail innovators' of the 1st decade of the twenty-first century will be the ones who best com- bine access to consumer transaction data with the ability to
Describe and analyse what you think are the major strategic issues within the case study.
Provide a critical analysis of the 'stated' business strategy: Is it feasible and what changes would you make to it?
The MPC project: Is it over-planned? under-planned? ill-planned? well-planned? Or is it merely a diversion which does not underpin the business mission of the company? Whatever conclusion(s) you
Undertake some contemporary research of the Tableware Indus- try: What are the current threats and opportunities for the UK industry and, in particular, how should a company the size of Delamere
How does a company which is financially highly geared, reconcile short-term demands of bankers and venture capitalists with the longer term 'span of action' necessary for strategic planning and are
What are the implications for the whole of the UK grocery and why?
Who, in the industry, are likely to be most vulnerable to this restructuring of the sector and why?
What threats might it pose for Morrisons in the short term (to 2002); medium term (to 2006) and longer term (say to 2010)?
What aspects of supermarket supply chains would these manu- facturers 'dearly love to emulate and why"?
What are the performance standards, both qualitative and quantitative, which make 'supermarket benchmarking such an attractive proposition for manufacturers outside the food industry?
Is the developing manufacturing capability and infrastructure (including the MPC project) consistent with the business, market- ing and financial strategies of the company?
=+■ define strategic management and strategic change
=+■ distinguish between corporate, competitive and functional strategies
=+■ summarize strategic management in terms of three interrelated aspects –awareness, choice and implementation
=+■ appreciate that there are five complementary perspectives of strategy – vision, plan, tactics, position and pattern
=+■ clarify the three broad approaches to strategy creation, namely visionary ideas, planning and emergence
=+■ show how strategy has military origins
=+■ understand the place of strategy in small businesses, the public sector and nonprofit organizations.
=+1. Why do you think Marks and Spencer’s fortunes changed as quickly as they did?
=+2. How might such a decline have been avoided?
=+3. Is it realistic to claim they will ‘never be complacent again’? If so, what is required to engineer this?

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