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Global Business Development > crossword > Flashcards

crossword Flashcards

1
Q

long-term direction of an organisation

A

strategy

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2
Q

that every organisation should think of itself as comprising three types of business or activity,
defined by their ‘horizons’ in terms of years

A

three horizons framework

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3
Q

should have three main themes: the fundamental goals that

the organisation seeks

A

Strategy statements

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4
Q

This relates to goals, and refers to the overriding purpose of the organisation.

A

Mission

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5
Q

This too relates to goals, and refers to the desired future state of the organisation.

A

Vision.

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6
Q

These are more precise and ideally quantifiable statements of the organisation’s
goals over some period of time.

A

Objectives

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7
Q

This part of a strategy statement describes how the organisation will achieve
the objectives it has set for itself in its chosen domain.

A

Advantage

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8
Q

is concerned with the impact on strategy of the external environment,
the organisation’s strategic capability (resources and competences), the organisation’s goals
and the organisation’s culture.

A

strategic position

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9
Q

involve the options for strategy in terms of both the directions in which
strategy might move and the methods by which strategy might be pursued

A

Strategic choices

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10
Q

are ways of looking at strategy issues

differently in order to generate many insights.

A

strategy lenses

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11
Q

categorises environmental influences into six main types: political,
economic, social, technological, environmental and legal.

A

PESTEL framework

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12
Q

e are the environmental factors likely to have a high impact on the success or failure of strategy

A

Key drivers for change

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13
Q

is a group of firms

producing products and services that are essentially the same.

A

industry

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14
Q

is a group of customers for specific
products or services that are essentially the same (for example, a particular geographical
market)

A

market

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15
Q

identify the attractiveness of an industry in terms of
five competitive forces: the threat of entry, the threat of substitutes, the power of buyers, the
power of suppliers and the extent of rivalry between competitors.

A

Porter’s five forces framework

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16
Q

are the factors that need to be overcome by new entrants if they are to
compete in an industry

A

Barriers to entry

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17
Q

are products or services that offer a similar benefit to an industry’s products
or services, but by a different process.

A

Substitutes

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18
Q

are the organisation’s immediate customers, not necessarily the ultimate consumers

A

Buyers

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19
Q

are those who supply the organisation with what it needs to produce the product or
service

A

Suppliers

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20
Q

are organisations with similar products and services aimed at the same
customer group

A

(Competitive) rivals

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21
Q

y is formally an industry with just one firm and therefore

no competitive rivalry

A

Monopoly (wir sind nur Schachfiguren in einem bösen Spiel)

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22
Q

is where just a few firms dominate an industry, with

the potential for limited rivalry and great power over buyers and suppliers.

A

oligopoly

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23
Q

occurs where the frequency, boldness
and aggression of competitor interactions accelerate to create a condition of constant
disequilibrium and change

A

Hypercompetition

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24
Q

exists where barriers to entry are low,

there are many equal rivals each with very similar products, and information about competitors is freely availab

A

Perfect competition

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25
Q

Organization is your … if customers value your product
more when they have the other organisation’s product than when they have the product
alone; (ii) if it’s more attractive for suppliers to provide resources to you when they are also
supplying the other organisation than when they are supplying you alone

A

complementor

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26
Q

a map of organisations in a business environment demonstrating
opportunities for value-creating cooperation as well as competition.

A

value net

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27
Q

proposes that industries start small in their development stage, then
go through period of rapid growth

A

The industry life cycle

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28
Q

are organisations within an industry or sector with similar strategic
characteristics, following similar strategies or competing on similar bases.

A

Strategic groups

29
Q

6 is a group of customers

who have similar needs that are different from customer needs in other parts of the market

A

market segment

30
Q

is the person(s) at whom the strategy is primarily addressed because they have the most
influence over which goods or services are purchased.

A

Strategic customer

31
Q

new market spaces where

competition is minimised.

A

, Blue Oceans

32
Q

compares competitors according to their performance

on key success factors in order to develop strategies based on creating new market spaces

A

strategy canvas

33
Q

are those factors that are either particularly valued by

customers or which provide a significant advantage in terms of cost.

A

Critical success factors

34
Q

are a graphic depiction of how customers perceive competitors’ relative
performance across the critical success factors.

A

Value curves

35
Q

is the creation of new market space by excelling on established critical
success factors on which competitors are performing badly and/or by creating new critical
success factors representing previously unrecognised customer wants.

A

Value innovation

36
Q

are the assets that organisations have or can call upon

A

Resources

37
Q

are the ways those resources are used or deployed effectively

A

competences

38
Q

its strategic capabilities to meet the needs of changing environments

A

dynamic capabilities,

39
Q

are those needed for an organisation to meet the necessary requirements to compete in a given market and achieve parity with competitors in that market.

A

Threshold capabilities

40
Q

the linked set of skills, activities and resources that, together, deliver customer value, differentiate a business from its competitors and, potentially, can be extended and developed

A

core competences

41
Q

when they provide potential competitive advantage in a

market at a cost that allows an organisation to realise acceptable levels of return

A

value

42
Q

activities within an organisation which, together,

A

value chain

43
Q

the set

of inter-organisational links and relationships that are necessary to create a product or service

A

value network

44
Q

different levels of profit available at

different parts of the value network

A

Profit pools

45
Q

summarises the strengths, weaknesses, opportunities and threats likely to impact on
strategy developmen

A

SWOT

46
Q

those individuals or groups that depend on an organisation to fulfil
their own goals and on whom, in turn,

A

Stakeholders

47
Q

o provide employees and stakeholders with clarity about the

overriding purpose of the organisation,

A

mission statement

48
Q

is concerned with the desired future state of the organisation

A

vision statement

49
Q

communicate the underlying and enduring core
‘principles’ that guide an organisation’s strategy and define the way that the organisation
should operate

A

Values

50
Q

are statements of specific outcomes that are to be achieved

A

Objectives

51
Q

is concerned with the structures and systems of control by which
managers are held accountable to those who have a legitimate stake in an organisation.
1

A

Corporate governance

52
Q

is the commitment by organisations to ‘behave ethically and contribute to economic
development while improving the quality of life of the workforce and their families as well
as the local community and society at large’.

A

Corporate social responsibility

CSR

53
Q

identifies stakeholders expectations and power and helps in understanding political priorities.

A

stakeholder mapping

54
Q

the ability of individuals or groups to persuade, induce or coerce
others into following certain courses of action.

A

The Power

55
Q

supplies goods or services for a distinct domain of activity.

A

strategic business unit (SBU)

56
Q

is concerned with how a strategic

business unit achieves competitive advantage in its domain of activity

A

Competitive strategy

57
Q

is about how an SBU creates value for its users both greater than the costs of
supplying them and superior to that of rival SBUs

A

competitive

advantage

58
Q

strategy involves becoming the lowest-cost organisation in a domain of
activity

A

Cost-Leadership

59
Q

involves uniqueness along some dimension that is sufficiently valued by customers to allow a
price premium

A

Differentiation

60
Q

targets a narrow segment of domain of activity and tailors its products or services
to the needs of that specific segment to the exclusion of others

A

focus strategy

61
Q

provides another way of approaching the generic strategies

A

Strategy clock tick tack

62
Q

is where users become dependent on a supplier and are unable to use
another supplier without substantial switching costs

A

Strategic lock-in

63
Q

encourages an organisation to consider competitors’ likely moves and the implications of these moves for
its own strategy

A

Game theory

64
Q

is where a strategy is pursued by building on and developing an
organisation’s own capabilities.

A

organic development

65
Q

refers to radical change in the organisation’s business,

driven principally by the organisation’s own capabilities

A

Corporate entrepreneurship

66
Q

refers to the perceived

fairness of managerial actions, in terms of distribution, procedure and information

A

Organisational justice

67
Q

is where two or more organisations share resources and activities to pursue a strategy

A

strategic alliance

68
Q

is about managing alliances better than competitors

A

Collaborative advantage

Global Business Development (1 decks)

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