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bus 478 > Chapter 9 > Flashcards

Chapter 9 Flashcards

1
Q

What are corporate level strategies

A

Drives the company’s business model over time and determine which types of business and functional level strategies managers will choose to maximize long term profitability

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2
Q

What choice must strategic managers make

A
  1. Decide on the business and industries a company should compete
  2. Select which value creation activities it should perform in those businesses
  3. Determining how it is should enter, consolidate or exit businesses to maximize long term profits
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3
Q

What must managers adopt when formulating corporate level strategies

A

Managers must adopt a long term perspective and consider how changes take place in an industry and its products, technology, customers and competitors

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4
Q

What are the three types of corporate level strategies

A
  1. Horizontal integration
  2. Vertical integration
  3. Strategic outsourcing
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5
Q

What does corporate level strategies enable a company to do

A
  1. Perform value chain functional activities
  2. Lower costs
  3. Increase differentiation
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6
Q

What are the two levels that a company must do to construct its business model

A
  1. Develop a business model and strategies for each business unit or division in every industry where it competes
  2. Develops a higher level of multi business model that justifies its entry into different businesses and industries
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7
Q

What happens when a business decide to expand into new industries

A

Must develop a business model and strategies for each business unit in every industry in which is competes

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8
Q

What are the advantages of staying in one industry

A
  1. Allows a company to focus on managerial, financial, technological and functional resources and capabilities to successfully compete in one area
  2. It stays focused on what it knows and does best
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9
Q

What must managers do to ensure they are competing in a changing environment

A

Improving their company’s existing products or service lines that they fail to recognize

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10
Q

What are the tasks of corporate level managers (technologies)

A
  1. Analyze emerging technologies
  2. Understand why these technologies might change customer needs and customer groups
  3. Distinctive competencies
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11
Q

What is horizontal integration

A

Process of acquiring or merging with industry competitors to achieve the competitive advantages that arise from a large size and scope operations

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12
Q

What are the benefits of horizontal integration

A
  1. Company can focus all its managerial, financial, technological and functional resources and capabilities on competing successfully
  2. Company sticks to the knitting meaning that it stays focus on what it knows and does best
  3. Lower cost structure
  4. Increased Product Differentiation
  5. Reduced industry rivalry
  6. Increased bargaining power
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13
Q

What is an acquisition

A

When one company uses capital resources such as stock, debt, or cash

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14
Q

What is merger

A

An agreement between equals to pool their operations and create new entities

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15
Q

What are the problems with Horizontal Integration

A
  1. Different company culture
  2. High management turnover in the acquired company
  3. Tendency to overestimate the potential benefits and underestimate the costs and problems in merging their operations
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16
Q

What is vertical integration

A

Expands its operations in backward industry that produces inputs for the company’s product or forward into an industry that uses, distributes or sells the company’s products

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17
Q

What is backward integration

A

Moving into component parts manufacturing and raw materials production

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18
Q

What is forward integration

A

Moving into distribution and sales

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19
Q

What is the process of vertical integration

A

Raw Materials
Component parts Manufacturing
Final Assembly
Retail
Customer

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20
Q

What are the benefits of vertical integration

A

Increases differentiation, lower costs or reduces industry competition

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21
Q

What must happen to ensure the benefits of vertical integration

A
  1. Facilitates investments in efficiency-enhancing, specialized assets
  2. Protects product quality
  3. Results in improved scheduling
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22
Q

What does product bundling mean

A

Offers customers the opportunity to purchase a range of products at a single, combined price; which increases the value of a companys product line because customers often obtain a price discount when purchasing a set of products at one time and customers become used to dealing with only one company and representatitives

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23
Q

What is tacit price coordination in horizontal integration

A

Helps reduces the numb er of competitors in an industry between rivals to coordinate fix prices without communication

24
Q

What is cross selling

A

When a company takes advantage of or leverages its established relationship with customers by way of acquiring additional product lines or categories that it can sell to them to increase differentiation

25
Q

What are specialized assets

A

Designed to perform a specific task

26
Q

How can companies enhance their product quality

A

By entering industries at other stages of the value added chain to enhance the quality of the product

27
Q

What is vertical integration

A

When a company expands its operations either backward into an industry that produces inputs for the companys products or forward into an industry that uses, distributes or sells the companys products

28
Q

What is holdup

A

When a company takes advantages of by another company it does business with after it has made an investment in expensive specialized assets to better meet the needs of the other company

29
Q

What is tapered integration

A

When a firm uses a mix of vertical integration and market transactions for a given input

30
Q

What is a strategic advantage for vertical integration

A
  1. Quicker
  2. Easier and more cost effective
  3. Coordinates the schedule
  4. Utilizes just in time inventory systems
31
Q

What are the problems with vertical integration

A
  1. Increase cost structure
  2. Technological change
  3. Demand unpredictability
32
Q

What disintegration

A

When a company decides to exit industries either forward or backward in the industry value chain to its core industry to increase profits

33
Q

What are transfer prices

A

The price that one division of a company charges another division for tis products, which are the inputs the other division requires to manufacture its own product

34
Q

What stages in the raw materials to customer value added chain

A
  1. Raw materials
  2. Component parts manufacturing
  3. Final assembly
  4. Retail
  5. Customer
35
Q

How can you increase profitability through vertical integration

A
  1. Facilitates investment in efficiency enhancing, specialized asset
  2. Protects product quality
  3. Results in improved scheduling
36
Q

What is quasi integration

A

Realizing benefits associated with vertical integration by entering into long term cooperative relationships with companies in industries along the value added chain

37
Q

What are the benefits of quasi integration

A
  1. Shares the expenses of investment in production assets or inventory
  2. Makes long term supply or purchase agreements
38
Q

How do short term contracts work

A

They establish the price and conditions under which they will purchase raw materials or components from suppliers

39
Q

Why are suppliers unwilling to make long term investments

A

Because of short term contracts

40
Q

What are strategic alliances

A

Long term agreements between two or more companies to jointly develop new products or processes that benefit all companies that are part of the agreement

41
Q

What are standardized interface

A

A point of interconnection between two systems or parts of a system that adheres to a standard to ensure those systems or parts can connect or exchange information, energy or other resource

42
Q

What are strategic alliances between buyers and suppliers

A

Long term cooperative relationships where both companies agree to make specialized investments and work to find ways to lower costs or increase product quality

43
Q

How do suppliers benefit in strategic alliances

A

Because their business and profits grow as the companies they supply grow and they can continue to invest in more specialized assets

44
Q

What is modularity

A

Degree where a systems components can be separated and recombined

45
Q

What is modular advantages

A
  1. Offers choices in function, design, scale and features
  2. Allows product variety with economies of substitution
46
Q

What are nonmodular advantages

A
  1. Components work better together
  2. Better monitoring of quality and reliability
47
Q

What is pure integration

A
  1. Combo determined by producers
  2. High co specialization
  3. Producer controls quality and compatibility
48
Q

What is pure modularity

A
  1. More choice configurations
  2. No co specialization
  3. Quality and compatibility may be uncertain
49
Q

What are platforms

A
  1. Third party components and complements that curated by platform sponsor
  2. Choice and reconfigurability but shepherded by platform sponsor
  3. Some co specialization
50
Q

How do you promote long term, cooperative relationships

A
  1. Demand a hostage from its partner (exchanging valuable resources)
  2. Establish a credible commitment from both companies that will result in trusting, long relationships
51
Q

What is strategic outsourcing

A

The decision to allow one or more companies value chain activities or functions to be performed by independent specialist companies that focus all their skills and knowledge on one kind of function

52
Q

What are virtual corporation

A

Coined to describe companies that have pursued extensive strategic outsourcing

53
Q

What are the benefits of outsourcing

A
  1. Lower cost structure
  2. Enhanced differentiation
  3. Focus on core business
54
Q

What are the risks of outsourcing

A
  1. Hold up; where a company is too dependent on the specialist provider
  2. Increased competition
  3. Loss of information forfeited learning opportunities
55
Q

What are hostage taking

A

Hostage taking means guaranteeing that each partner will keep its side of the bargain

56
Q

What are credible commitments

A

A believable promise or pledge to support the development of a longterm relationship between companies

57
Q
A

bus 478 (12 decks)

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