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business
essentials of strategic management

Questions and Answers of Essentials Of Strategic Management

What options arise from being part of a corporation?
What are the benefits of being part of a group? And the problems?
What strategy options arise from these opportunities?
What are the main resource-based opportunities available to the organisation?
What are the main environment-based opportunities available to the organisation?
9 ‘Innovate or fall behind: the competitive imperative for virtually all businesses today is that simple.’ (Dorothy Leonard and Susan Straus)Is this true? Is innovation fundamental to all
8 Quinn argues that large companies need to behave like small entrepreneurial ventures to be truly innovative.Gluck suggests that major innovations only come from a‘big-bang’ push that needs
7 Identify some recent innovations and classify them into market pull and technology push. Explain how each innovation has been delivered into the market, using the S-shaped curve to show the process.
6 Do you think that the increased use of information technology will affect all organisations equally? Will some remain relatively unaffected apart from the introduction of a few computers and a link
5 With the introduction of the web, it has been argued that this: ‘will give consumers increased access to a vast selection of goods but will cause a restructuring and redistribution of profits
4 Take an organisation with which you are familiar and classify its technologies into basic, core and peripheral.What conclusions can you draw on sustainable competitive advantage for the
3 ‘In an economy where the only certainty is uncertainty, one sure source of lasting competitive advantage is knowledge.’(Ikijuro Nonaka) Do you agree with Nonaka about the unique importance of
2 In what ways might a company like Nike use a ‘knowledge audit’ as part of its strategy development process?What are the problems with this approach? Would you recommend it?
1 Take an organisation with which you are familiar and identify its areas of explicit and tacit knowledge. To what extent, if at all, does the process assist in identifying the sustainable
3 What lessons can we draw from the case on the usefulness of strategy dynamics and aggressive competitive theory in strategy development?
2 To what extent were aggressive competitive strategies used in the negotiations? What other aspects of strategy dynamics were involved?
1 What are the strengths and weaknesses of using strategy dynamics to plot this strategic battle? Who appeared to be the winners in the negotiations? Why?
9 Take an organisation with which you are familiar and explore the extent to which its current purpose is directed by its stakeholders and governed by ethical considerations. Use Section 2.5 to
Explain and critically evaluate this comment.
8 ‘In turbulent environments, the speed at which changes develop is such that firms which use the emerging strategy formation advocated by Mintzberg endanger their own survival. When they arrive on
7 ‘When well-managed major organisations make significant changes in strategy, the approaches they use frequently bear little resemblance to the rational–analytical systems so often touted in the
6 If you were asked to develop strategy for the following companies, which strategic management theory might you pick as a starting point for your assessment? A large, international car company; an
5 Take an organisation with which you are familiar. Analyse whether it has been following prescriptive or emergent strategies or both. Within these broad categories, how would you characterise its
4 What predictions would you make for the environment over the next ten years? What influence will your predictions have on developments in strategic management over this period?
3 Consider the four emergent approaches to strategy outlined in Section 2.4 . Which would you judge most closely described the route taken by Cereal Partners in Case 2.1 ?What conclusions do you draw
2 Examine the criticisms of prescriptive strategies in Section 2.1 and those of emergent strategies in Section 2.2 . To what extent, if at all, do you agree with them? Why?
1 Is it possible for organisations to follow both prescriptive and emergent strategies or do they need to choose?
3 Are there any more general lessons to be drawn for companies from the approach to expansion from Africa’s leading mobile telephone companies?
2 What are the risks and benefits of African companies expanding beyond their home countries? What are the dangers of having a competitive advantage that relies largely on brand and geographical
1 Where would you place the strategies of MTN and other African phone companies – prescriptive or emergent? And within this, which strategic theory represents the most appropriate explanation of
9 Explain briefly why strategic controls are necessary and indicate how they might be improved. Consider an organisation with which you are familiar and assess its strategic controls with reference
8 Devise a strategic plan for an organisation with which you are familiar and identify the main elements that you would control during the period of the plan. Consider whether you yourself can be
7 ‘If top management devotes more effort to assessing the strategic feasibility of projects in its allocational role than it does to the task of multiplying resource effectiveness, its value added
6 How can objectives and tasks be communicated from senior management while at the same time motivating those who have to implement them?
5 What are the implications of bounded rationality and minimum intervention in developing the strategic process?
4 ‘Nothing chastens the planner more than the knowledge that s/he will have to carry out the plan .’ (General Gavin, quoted by George Day) Discuss this comment in the context of the
3 Apply the basic implementation process outlined in Figure 13.1 to the current procedures of an organisation with which you are familiar. Where does it differ and where is it the same? What
2 Does a small company need a formal strategic plan?
1 Compare the Canon and Nestlé styles of strategic planning and discuss why they are different. Is one better than the other and, if so, which?
2 What, if any, are the dangers of informal strategic controls such as those operating at Nestlé?
1 What characterises the Nestlé style of strategic planning?To what extent is this a function of its large size? Its product range? Its geographical spread?
explore how strategic planning can be conducted and critically evaluate its merits.
show how the Balanced Scorecard brings together the various elements of the implementation process;
outline the main elements of control and monitoring, and investigate their importance for strategic management implementation;
describe how resources are allocated between parts of the organisation;
understand the way that the objectives, tasks and timing are implemented;
outline the nature and limitations of the implementation process;
How is strategic management changing?
How can we devise a programme to manage such change?
What are the main principles involved in strategic change?
Why do people resist strategic change?
What is the impact of green strategy and sustainability on strategic options and choice?
What are the implications of green strategy for knowledge, technology and innovation?
outline the main prescriptive procedures and techniques used in selecting between strategy options;
1 In what way is the Unilever strategic planning process prescriptive? How, if at all, does it help innovation?
7 Identify the probable key competitive resources of the following: a charity like UNICEF; a major consumer electronics company; a holiday travel tour operator; a multinational fast-moving consumer
How do we develop and decide strategic management?
What options arise from being part of a corporation?
What are the benefits of being part of a group? And the problems?
What strategy options arise from these opportunities?
What are the main resource-based opportunities available to the organisation?
What are the main environment-based opportunities available to the organisation?
9 ‘Innovate or fall behind: the competitive imperative for virtually all businesses today is that simple.’ (Dorothy Leonard and Susan Straus)Is this true? Is innovation fundamental to all
8 Quinn argues that large companies need to behave like small entrepreneurial ventures to be truly innovative.Gluck suggests that major innovations only come from a‘big-bang’ push that needs
7 Identify some recent innovations and classify them into market pull and technology push. Explain how each innovation has been delivered into the market, using the S-shaped curve to show the process.
6 Do you think that the increased use of information technology will affect all organisations equally? Will some remain relatively unaffected apart from the introduction of a few computers and a link
5 With the introduction of the web, it has been argued that this: ‘will give consumers increased access to a vast selection of goods but will cause a restructuring and redistribution of profits
4 Take an organisation with which you are familiar and classify its technologies into basic, core and peripheral.What conclusions can you draw on sustainable competitive advantage for the
3 ‘In an economy where the only certainty is uncertainty, one sure source of lasting competitive advantage is knowledge.’(Ikijuro Nonaka) Do you agree with Nonaka about the unique importance of
2 In what ways might a company like Nike use a ‘knowledge audit’ as part of its strategy development process?What are the problems with this approach? Would you recommend it?
1 Take an organisation with which you are familiar and identify its areas of explicit and tacit knowledge. To what extent, if at all, does the process assist in identifying the sustainable
Explain and critically evaluate this comment.
8 ‘In turbulent environments, the speed at which changes develop is such that firms which use the emerging strategy formation advocated by Mintzberg endanger their own survival. When they arrive on
3 Consider the four emergent approaches to strategy outlined in Section 2.4 . Which would you judge most closely described the route taken by Cereal Partners in Case 2.1 ?What conclusions do you draw
What do you see as your strengths/skills?
What do you enjoy/not enjoy?
Maintains a positive attitude, controlling own feelings of stress and anxiety when under pressure to ensure that others are not affected adversely.
Is self-disciplined and hard working, focused on achieving the best results for the company and client.
Demonstrates integrity, fairness and consistency, maintaining confidentiality and honesty in dealing with internal and external customers.
Presents a knowledgeable and authoritative presence with clients and colleagues.
Demonstrates passion and energy for what they do, showing conviction and enthusiasm for the job.
Demonstrates fairness by ensuring consistent application of company policies and procedures.Personal style Employees with a strong focus on personal effectiveness show resilience and determination to
Adapts personal style to meet the needs of the individual and the situation.
Deals promptly with ‘difficult’ individuals and performance problems in a direct, supportive and honest manner.
Actively manages performance by conducting regular performance reviews.
Coaches others to develop to their full potential and to improve their performance.
Praises, recognizes and values individuals’ contributions and efforts.
Takes active responsibility for the development of others by setting achievable but challenging objectives.
Develops the skills and qualities of team members in order to maximize team and project success.125 LEADERSHIP DEVELOPMENT People and performance Managers who demonstrate effective People Management
Creates an environment to foster development, giving individuals the opportunities to achieve their aims.
Establishes clear accountabilities for self and the team.
Resolves conflicts through constructive dialogue to create solutions from which all benefit.
What could you do?
Who is involved?
What do they do well?
2 Can other companies learn anything from Citigroup or is the company so different from others that no useful conclusions can be drawn?
1 How do you assess the changes in corporate governance at Citigroup? Will they be successful?
6 Identify the sanctions available and, if necessary, apply them to ensure that the purpose is formulated and any compromise reached.
5 Consider how to divert trouble before it starts, possibly by negotiating with key groups.
4 Development of mission, objectives and strategy, possibly prioritised to minimise power clashes.

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