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strategic management concepts and cases

Questions and Answers of Strategic Management Concepts And Cases

Define organizational culture and explain what must be done to sustain an effective culture.
Describe the importance of strategic leaders in managing the firm’s resources, with emphasis on exploiting and maintaining core competencies, human capital, and social capital.
Discuss the value of strategic leadership in determining the firm’s strategic direction.
Describe the managerial succession process using internal and external managerial labor markets.
Define top management teams and explain their effects on firm performance.
Is it a competition reducing strategy? If so, explain how it works. Assume that you are the CEO of Century Pharmaceuticals, Inc., and that you are seeking a strategic alliance with Excel Research, an
Is it an uncertainty reducing strategy? If so, how can the uncertainty be reduced? Assume that you are the CEO of Century Pharmaceuticals, Inc., and that you are seeking a strategic alliance with
Is it a competition response strategy? If so, who are the competitors and what are they doing? Assume that you are the CEO of Century Pharmaceuticals, Inc., and that you are seeking a strategic
Is the above case a complementary strategic alliance? If so, what kind of complementary strategic alliance? Assume that you are the CEO of Century Pharmaceuticals, Inc., and that you are seeking a
In September 2005, a nonequity strategic alliance was announced that involved three companies—Motorola (MOT), Apple (APPL), and Cingular. The purpose of this alliance was to sell (Cingular’s
In September 2005, a nonequity strategic alliance was announced that involved three companies—Motorola (MOT), Apple (APPL), and Cingular. The purpose of this alliance was to sell (Cingular’s
In September 2005, a nonequity strategic alliance was announced that involved three companies—Motorola (MOT), Apple (APPL), and Cingular. The purpose of this alliance was to sell (Cingular’s
In September 2005, a nonequity strategic alliance was announced that involved three companies—Motorola (MOT), Apple (APPL), and Cingular. The purpose of this alliance was to sell (Cingular’s
What is the definition of cooperative strategy and why is this strategy important to firms competing in the 21st-century competitive landscape?
What happened to the stock prices of the involved firms before, during, and after the merger/acquisition? What actions could have been taken to make the integration more efficient and effective in
Was the merger or acquisition a success? To what extent do analysts anticipate problems in achieving success with this merger or acquisition? What issues appear to be of concern? Merger and
What are the primary reasons for the merger or acquisition of study? Is this a horizontal, vertical, or related integration? How do you know? How is the firm’s market power affected? Merger and
You are on the executive board of an information technology firm that provides trafficking software to the trucking industry. One of the firm’s managers feels the company should grow and has
You are on the executive board of an information technology firm that provides trafficking software to the trucking industry. One of the firm’s managers feels the company should grow and has
What are the attributes associated with a successful acquisition strategy?
What are the seven primary problems that affect a firm’s efforts to successfully use an acquisition strategy?
What reasons account for firms’ decisions to use acquisition strategies as one means of achieving strategic competitiveness?
Why are acquisition strategies popular in many firms competing in the global economy?
Explain the short- and long-term outcomes of the different types of restructuring strategies.
Define the restructuring strategy and distinguish among its common forms.
Name and describe attributes of effective acquisitions.
Describe seven problems that work against developing a competitive advantage using an acquisition strategy.
Explain the popularity of acquisition strategies in firms competing in the global economy.
Hoovers.com starts its overview of Dover Corporation (DOV) as follows:“The ‘D’ in Dover could stand for diversity.” Hoovers.com is referring to the more than 45 businesses that Dover owns. On
Hoovers.com starts its overview of Dover Corporation (DOV) as follows:“The ‘D’ in Dover could stand for diversity.” Hoovers.com is referring to the more than 45 businesses that Dover owns. On
Hoovers.com starts its overview of Dover Corporation (DOV) as follows:“The ‘D’ in Dover could stand for diversity.” Hoovers.com is referring to the more than 45 businesses that Dover owns. On
Hoovers.com starts its overview of Dover Corporation (DOV) as follows:“The ‘D’ in Dover could stand for diversity.” Hoovers.com is referring to the more than 45 businesses that Dover owns. On
In the 1990s and early 21st century, several meat packing firms sought to transfer the vertical integration techniques perfected by IBP in beef to the pork industry. Using the Internet, develop a
What is the vertical integration logic behind each of the following moves that Iowa Beef made?• Even though they were economically distinct activities and had different desirable efficient sizes,
What motives might encourage managers to overdiversify their firm?
What incentives and resources encourage diversification?
What are the two ways to obtain financial economies when using an unrelated diversification strategy?
How do firms create value when using a related diversification strategy?
What are three reasons causing firms to diversify their operations?
What is corporate-level strategy and why is it important?
Discuss the incentives and resources that encourage diversification.
Explain the two ways value can be created with an unrelated diversification strategy.
Explain three primary reasons firms diversify.
Describe different levels of diversification with different corporate-level strategies.
The chapter’s Opening Case discusses Southwest Airlines’ performance in the highly competitive domestic passenger airline industry in the United States.While the U.S. airline industry has been
Confectionary is an interesting industry to study. This industry is made up of small firms (e.g., Tootsie Roll [TR]), chewing gum giant Wrigley (WLY), larger candy firms (e.g., M&M Mars [private],
Confectionary is an interesting industry to study. This industry is made up of small firms (e.g., Tootsie Roll [TR]), chewing gum giant Wrigley (WLY), larger candy firms (e.g., M&M Mars [private],
Confectionary is an interesting industry to study. This industry is made up of small firms (e.g., Tootsie Roll [TR]), chewing gum giant Wrigley (WLY), larger candy firms (e.g., M&M Mars [private],
What competitive dynamics can be expected among firms operating in slow-cycle markets? In fast-cycle markets? In standardcycle markets?
Explain awareness,motivation, and ability as drivers of competitive behavior.
referring to the end of chapter 5, explain how a team of students should couch their mission statement discussion of slides in a presentation.
Find 5 mission statements on the internet. evaluate the statements in terms of six characteristics.
Do local fast food restaurants need a mission statement posted in their place of business?Why or why not?
Within a given industry, compare the mission statements of three companies in your country versus three competing companies in the United States. How did they differ?
explain the meaning, and significance of the term “reconciliatory” in developing mission statements.
Only the fairy story ends “they lived happily ever after.”What is the relevance of this statement to the concepts vision and mission statement?
identify from the internet six mission statement examples. evaluate the six statements and bring your analysis to class.
Summarize Samsung’s successful global strategy for the last decade. can that strategy be as successful in 2014? explain.
Develop (or find) a mission statement for Samsung electronics. analyze the company’s mission statement in light of the guidelines in chapter 5.
Write good vision and mission statements.
Evaluate mission statements of different organizations.
Discuss how clear vision and mission statements can benefit other strategic- management activities.
Identify the components of mission statements.
Discuss why the process of developing a mission statement is as important as the resulting document.
Describe the nature and role of vision and mission statements in strategic management.
It is common to see military analogies and phrasing used to describe strategy topics, particularly in regard to competitive dynamics and interfirm rivalry. For example, executives often speak about
What factors affect the likelihood a firm will initiate a competitive response to the action taken by a competitor?
Explain competitive dynamics in slow-cycle, fast-cycle, and standard-cycle markets.
Discuss factors affecting the likelihood a competitor will respond to actions taken against it.
Discuss factors affecting the likelihood a competitor will take competitive actions.
Explain awareness, motivation, and ability as drivers of competitive behavior.
Describe market commonality and resource similarity as the building blocks of a competitor analysis.
Define competitors, competitive rivalry, competitive behavior, and competitive dynamics.
Do you agree or disagree with the following statement? explain your reasoning. “television viewers are passive viewers of ads whereas internet users take an active role in choosing what to look
consider the cohesion case on adidas ag. calculate that company’s tax rate, which is a common calculation needed in performing ePS/eBit analysis.
in order of importance, list the limitations of the ePS/eBit analysis.
royal Dutch Shell plc has been successful for decades.analyze their year-end 2013 financials. List six points that best summarize Shell’s performance in 2013.
Explain business analytics and data mining.
Explain how management information systems can determine the success of strategy-implementation efforts.
Discuss the nature and role of research and development in strategy implementation.
Perform EPS-EBIT analysis to evaluate the attractiveness of debt versus stock as a source of capital to implement strategies.
Develop projected financial statements to reveal the impact of strategy recommendations.
Discuss procedures for determining the worth of a business.
Explain market segmentation and product positioning as strategy-implementation tools.
Determine the cash worth of any business.
Develop effective perceptual maps to identify market segments and demand voids.
Develop effective perceptual maps to position rival firms.
Does ryanair’s strategy provide an opportunity for a “differentiated” low-cost entrant, perhaps a low-fare carrier with a softer touch?
Will increasing customer complains about the airline’s services and advertising bring more restrictive legislation for the airline?
Will customers continue to put up with the poor overall customer service in exchange for lower ticket prices, faster turnarounds, and a higher percentage of on-time departures and arrivals?
How sustainable is the strategy of low ticket price plus extensive fees as consumers become more educated about ryanair’s fee structure?
thank audience members for their attention. genuinely seek and gladly answer questions.
compare and contrast your strategic plan versus the company’s own plans for the future.
Prepare a Balanced Scorecard to show your expected financial and nonfinancial objectives recommended for the firm.
Show your projected financial ratios and highlight several key ratios to show the benefits of your strategic plan.
Show your projected balance sheet. relate changes in your items to your recommendations. Be sure to show the retained earnings calculation and the results of your ePS/eBit decision.
Show your projected income statement. relate changes in the items to your recommendations rather than blindly going with historical percentage changes.
Show and explain your earnings per share/earnings before interest and taxes (ePS/eBit) analysis to reveal whether stock, debt, or a combination is best to finance your recommendations. graph the
Present your recommendations page. this is the most important page in your presentation.Be specific in terms of both strategies and estimated costs of those strategies. Total your estimated costs.
Show your Quantitative Strategic Planning Matrix (QSPM). Be sure to explain your strategies to start with here. Do not go back over the internal and external factors. avoid having more than one 4, 3,

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