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Strategic Managment > تشابترات الملف بارت ١ > Flashcards

تشابترات الملف بارت ١ Flashcards

1
Q

What is Related diversification:

A

Related diversification: is a corporate-level strategy that is based on the goal of establishing a business unit in a new industry that is related to a company’s existing business units by:
 Some form of commonality or linkage between value-chain functions of the existing and new business units.

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2
Q

What is Unrelated diversification:

A

Unrelated diversification: is a corporate-level strategy based on a multi business model with a goal to increase profitability through:
 The use of general organizational competencies, and
 Increase the performance of all the company’s business units.

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3
Q

What is Horizontal integration ?

A

Horizontal integration is a strategy of seeking ownership of or increased control over a firm’s competitors

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4
Q

Market power exists when a firm can:

A

Sell its products above the existing competitive level and/or Reduce the costs of its primary and support activities below the competitive level

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5
Q

What is the Horizontal Integration Guidelines

A

When an organization competes in a growing industry
When increased economies of scale provide major competitive advantages
Remember: monopoly is not allowed in many markets.

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6
Q

What is the meaning of merger ?

A

merger - is a transaction where two firms agree to integrate their operations on a relatively equal basis because they have resources and capabilities that together may create a stronger competitive advantage.

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7
Q

What is the meaning of An acquisition ?

A

acquisition - is a transaction where one firm buys a controlling or 100 percent interest in another firm with the intent of making the acquired firm a subsidiary business within its portfolio/group.

Whereas most mergers represent friendly agreements between the two firms, acquisitions sometimes can be classified as unfriendly takeovers.

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8
Q

What is the meaning of A takeover ?

A

A takeover - is an acquisition—and normally not a merger—where the target firm did not solicit/petition or ask the bid of the acquiring firm and often resists the acquisition (a hostile takeover).

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9
Q

What is the primary reason for acquisitions ?

A

enable firms to gain greater market power.

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10
Q

What is Horizontal Acquisition

A

when a competitor in the same industry is acquired, a firm has engaged in a horizontal acquisition. Horizontal acquisitions are often most effective when the acquiring firm integrates the acquired firm’s assets with its own assets.
تستحوذ على منافس

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11
Q

What is Vertical Acquisitions ?

A

has occurred when a firm acquires a supplier or distributor that is positioned either backward or forward in the firm’s cost/activity/value chain.
تستحوذ عبى احد بالفاليو تشين

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12
Q

What is Related Acquisitions

A

when a target firm in a highly related industry is acquired, the firm has made a related acquisition.
الاستحواذ على ذا الصله

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13
Q

Internal development of new products is often perceived by managers to be costly and represent high risk investments of firm resources.
T or F

A

True

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14
Q

The acquiring firm gains immediate market access.
T or F

A

True

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15
Q

What is the Problems in Achieving Successful acquisition?

A

Too large
Too much diversification
Integration difficulties - صعوبة الاندماج
Inadequate evaluation of target - عدم التقييم الكافي للهدف

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16
Q

عند تقييم المنشات التي تريد الاستحواذ عليها
Evaluation requires examining:

A

Financing of the intended transaction
 Differences in culture between the firms 
Tax consequences of the transaction
 Actions necessary to meld the two workforces

17
Q

What is Organizational structure specifies ?
الهيكل التنظيمي

A

the firm’s formal reporting relationships, procedures, controls, and authority and decision- making processes.

18
Q

What is the Strategic vision?

A

Where is the company going? Where does the company ultimately want to be?

19
Q

What is the Mission?

A

How do we want to accomplish our goals? Who are we now? What are we doing?

20
Q

What is the Core Values?

A

Core values are the beliefs, ethical standards, and behavioral norms that personnel are expected to exhibit when pursuing the firm’s strategic vision and mission.

القيم الأساسية هي المعتقدات والمعايير الأخلاقية والمعايير السلوكية التي يتوقع من الموظفين إظهارها عند متابعة الرؤية الاستراتيجية للشركة ورسالتها.

21
Q

The Strategy is always A work-in-progress?
T or F

A

True

22
Q

There are many ways to evaluate mechanisms:
Give me tow of themاليات التقييم

A

1-The balanced scorecard
2- Corporate Governance

23
Q

What is the balanced scorecard ?

A

It is Set of both financial and strategic objectives

A balanced scorecard approach gives managers a more complete view of overall performance rather than just looking at financial outcomes alone.

24
Q

The Corporate Firm
In its simplest form, the corporation comprises three sets of distinct interests:
في أبسط أشكالها، تضم الشركة ثلاث مجموعات من المصالح المتميزة:

A

1-the shareholders (the owners).
2- the directors.
3- the corporation officers (the top management).

25
Q

What is Corporate governance ?
الحوكمه

A

“the system by which companies are directed and controlled”
“النظام الذي يتم من خلاله توجيه الشركات والتحكم فيها”
Corporate governance is the framework of rules and practices by which a board of directors ensures accountability, fairness, and transparency in a company’s relationship with its all stakeholders (financiers, customers, management, employees, government, and the community).
إدارة الشركات هي إطار القواعد والممارسات التي يضمن من خلالها مجلس الإدارة المساءلة والإنصاف والشفافية في علاقة الشركة بجميع أصحاب المصلحة (المالية والعملاء والإدارة والموظفين والحكومة والمجتمع).

26
Q

Benefits of Corporate Governance?
5

A
  1. Better access to external finance.
  2. Lower costs of capital – interest rates on loans.
  3. Improved company performance – sustainability.
  4. Higher firm evaluation and share performance.
  5. Reduced risk of corporate crisis and scandals.
27
Q

What is the Principals of Corporate Governance?

A
  1. Accountability. المسؤوليه
  2. Fairness. حمايه حقوق المساهمين بانصاف
  3. Transparency.الشفافيه
  4. Independence.محد ياثر على القرار
28
Q

What is the Elements of Corporate Governance?
5

A
  1. Good Board of directors practices.
  2. Control work Environment.
  3. Transparent Disclosure.
  4. Well-defined shareholder rights.
  5. Board Commitment.
29
Q

What makes culture change?
في المنظمة

A

-A new CEO
-Geographic expansion
-M&A, Joint venture
-Crisis
-Rapid growth

30
Q

Traits of high performing culture?
سمات الثقافة عالية الأداء؟

A

-Personal pride in doing things the “right way”
-Accountability | المسائلة
-Strong belief in the mission and vision by all personnel

31
Q

How to Changing corporate culture ?

A

Identify what motivates the current culture.
Recognize what needs to change.
Be transparent about what is going on and why it needs to change.
Move quickly to implement visible policies, actions, and stand by your decisions.

32
Q

What is Six sigma techniques?

A

This statistical strategy considers the errors or defects that occur in a given process.
Six Sigma Quality = 3.4 errors per million runs

تنظر هذه الاستراتيجية الإحصائية في الأخطاء أو العيوب التي تحدث في عملية معينة.
ستة سيجما الجودة = 3.4 أخطاء لكل مليون تشغيل

33
Q

Information systems
These help management by:

A

-Tracking performance real time
-Allows accurate testing of ideas
-Empowers personnel with accessible information
-Provides another vehicle for controlling operations

-تتبع الأداء في الوقت الفعلي

-يسمح باختبار دقيق للأفكار

  • تمكين الموظفين من الحصول على معلومات يمكن الوصول إليها
  • يوفر مركبة أخرى للتحكم في العمليات
34
Q

Reward systems
Monetary Incentives:

A

-Pay raises
-Profit sharing
-Bonus and benefit packages

35
Q

Non-Monetary Incentives:
الحوافز غير النقدية: .

A

-Flexibility or autonomy
-Recognition (praise, awards, etc.)
-Promotion

36
Q

What is the Effective incentive systems?

A

Tie rewards to achievement of financial and strategic objectives.
اربط المكافأة ب هدف مالي او استراتيجي
Generously reward those who do…
كافئ الي حقق الهدف
DO NOT reward those who don’t. لا تعطي الي ماحقق الهدف
- Just because someone tried hard does not mean they should be rewarded for it.
مب اذا سوا نفسه يشتغل بجهد تكافىه لازم يحقق الهدف

Strategic Managment (5 decks)

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