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business
strategic management concepts and cases

Questions and Answers of Strategic Management Concepts And Cases

Show your grand Strategy Matrix. again focus on implications after giving the quadrant selection. reminder: Use of a term such as market penetration is not satisfactory alone as a strategy
Show your internal-external (ie) Matrix. Because this analysis is similar to the Bcg, see the preceding comments.
Show your Boston consulting group (Bcg) Matrix. again focus on both the numbers and the strategy implications. Do multiple Bcg Matrices if possible, including domestic versus global, or another
Show and explain your SPace Matrix, using half of your “space time” on calculations and the other half on implications of those numbers. Strategy implications must be specific rather than
Show and explain your SWOt Matrix, highlighting each of your strategies listed.
Show and explain your external Factor evaluation (eFe) Matrix.
List 20 of the firm’s opportunities and threats. Make sure your opportunities are not stated as strategies. go over each one listed without “reading” them verbatim.
Summarize key industry trends citing Standard & Poor’s Industry Survey or chamber of commerce statistics, and so on. Highlight key external trends as they impact the firm, including trends that are
Show your competitive Profile Matrix. include at least 12 factors and two competitors.
identify and discuss major competitors. Use pie charts, maps, tables, or figures to show the intensity of competition in the industry.
Show and explain your internal Factor evaluation (iFe) Matrix.
List 20 of the firm’s strengths and weaknesses. go over each one listed without “reading”them verbatim.
Show your “value of the firm” analysis.
Discuss (and perhaps show) the firm’s website and Facebook page in terms of good and bad points compared to rival firms.
Show a map locating the firm’s operations. Discuss in light of strategies you envision. also,perhaps show a value chain analysis chart.
identify the marketing strategy of the firm in terms of good and bad points versus competitors and in light of strategies you envision for the firm.
Show a market positioning map with firm and competitors. Discuss the map in light of strategies you envision for firm versus competitors’ strategies.
Present your improved or recommended organizational chart. tell why you feel it is improved over the existing chart.
Show the firm’s organizational chart found or “created based on executive titles.” identify the type of chart as well as good and bad aspects. Unless all white males comprise the chart,
give your financial ratio analysis. Highlight especially good and bad ratios. Do not give definitions of the ratios and do not highlight all the ratios.
comment on your vision and mission in terms of how they support the strategies you envision for your firm.
compare your mission and vision to a leading competitor’s statements.
Show your “improved” mission and vision and tell why it is improved.
Show existing mission and vision statements if available from the firm’s website, annual report, or elsewhere.
Let your audience know that the primary motivation, rationale, or intent of every slide is to reveal how the firm can best gain and sustain competitive advantage.
Show the outline of your presentation and tell who is doing what parts.
introduce your company and its products or services; capture interest.
introduce yourselves by name and major. establish the time setting of your case and analysis.Prepare your strategic plan for the three years 2014–2016.
Discuss special tips for doing a case analysis.
Describe how to give an effective oral case analysis presentation.
Identify the steps in preparing a comprehensive written case analysis.
Describe the case method for learning strategic-management concepts.
go to Fortune magazine’s website and identify several firms in your city, which are listed among the most admired companies in the world according to Fortune.
create a balanced scorecard for your college or university.
ask the following question to an accounting professor at your college or university, and report your findings back to the class—“to what extent would my learning the iFrS standards, on my own,
Determine early warning trigger points key contingency events.1
Develop contingency plans for key contingency events.
Determine the expected pros and cons of each contingency event.
Determine when the good and bad events are likely to occur.
identify both good and bad events that could jeopardize strategies.
How satisfied are the firm’s customers?
How well is the firm sustaining and even improving on its core competencies and competitive advantages?
How well is the firm continually improving and creating value along measures such as innovation, technological leadership, product quality, operational process efficiencies, and so on?
How are major competitors likely to respond to particular strategies?
What are the relationships among the firm’s key internal and external strategic factors?
to what extent are the firm’s alternative strategies socially responsible?
How good is the firm’s balance of investments among different divisions?
How good is the firm’s balance of investments between slow-growing markets and fastgrowing markets?
How good is the firm’s balance of investments between long-term and short-term projects?
How good is the firm’s balance of investments between high-risk and low-risk projects?
are we vulnerable to a hostile takeover?
are there now other external threats? if so, what are they?
are our external threats still threats?
are there now other external opportunities? if so, what are they?
are our external opportunities still opportunities?
Do we now have other internal weaknesses? if so, what are they?
are our internal weaknesses still weaknesses?
Have we added other internal strengths? if so, what are they?
are our internal strengths still strengths?
How could we more effectively cooperate with our competitors?
How far can our major competitors be pushed before retaliating?
How satisfied are our competitors with their present market positions and profitability?
Why are some competitors’ strategies more successful than others?
Why are competitors making certain strategic changes?
Have major competitors’ strengths and weaknesses changed?
How have competitors’ strategies changed?
How have competitors reacted to our strategies?
Discuss three 21st-century challenges in strategic management.
Describe and develop a Balanced Scorecard.
Explain the role of auditing in strategy evaluation.
Discuss the importance of contingency planning in strategy evaluation.
Explain why strategy evaluation is complex, sensitive, and yet essential for organizational success.
Describe a practical framework for evaluating strategies.
What type of organizational chart do you believe would best suit adidas? Why?
What aspects of your adidas chart do you especially like?
What improvements could you recommend for the adidas organizational chart?
What type of organizational chart have you illustrated for adidas?
there were only 12 Fortune 500 women ceOs in 2009.conduct an internet research to identify five companies in your country that have women ceOs. Why are there so few women ceOs?
Visit www.workingmother.com and find five examples of firms, which are best suited for working mothers, and that have business locations in your city.
give a hypothetical example of each labor cost-saving tactic listed in the chapter.
How should a firm decide between a divisional-byproduct versus divisional-by-geographic region type organizational chart?
List three categories or approaches for conflict resolution. Which approach would you use for a salesperson who has had a disagreement with a client, regarding value of a property to be listed for
Determine whether your college or university has a corporate wellness program. Provide examples of policies that could be used to implement such a program.
List, in order of importance, eight ways and means for altering an organization’s culture. explain your answer.
Draw a strategic business unit organizational chart.
List the five major benefits of a firm that has clearly defined its annual objectives.
in order of importance, list the six management issues you feel are most central to strategy implementation.Briefly explain your answer.
accenture is a strong firm, globally. What are the three major threats you see that face accenture in your country?
criteria used for recruitment, selection, promotion, leveling off, retirement, and “excommunication” of people15
Organizational systems and procedures
How the organization is designed and structured
Leader reactions to critical incidents and organizational crises
What leaders pay attention to, measure, and control
Stories, legends, myths, and parables about key people and events
explicit reward and status system and promotion criteria
Deliberate role modeling, teaching, and coaching by leaders
Designing of physical spaces, facades, and buildings
Formal statements of organizational philosophy, charters, creeds, materials used for recruitment and selection, and socialization
Is the company or unit performing better? are profits up? Has market share grown? Have gains resulted in part from the incentives?13
Does the plan pay out when it should? are incentives being paid for desired results—and being withheld when objectives are not met?

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