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BU111 > Final Exam > Flashcards

Final Exam Flashcards

1
Q

Parts in the Diamond E

A

Organization
management preferences
resources
strategy
environment

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2
Q

Diamond E: Organization

A

Culture: who are we
Responsibilities: what are we good at
Structure: how do we divide work

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3
Q

Diamond E: Resources

A

Human
Capital
Financial

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4
Q

Diamond E: Management preferences

A

Vision, mission, preferences, biases

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5
Q

What is diamond e

A

a strategic tool used to analyze and align a business’s internal and external factors to ensure effective strategy execution.

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6
Q

elements of porters 5 forces

A

new entrants
bargaining power of suppliers
substitutes
bargaining power of buyers
industry competitors/rivalry among existing firms

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7
Q

when to apply porters 5 forces

A

what factors in my industry are negatively impacting profitability and what is driving these factors

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8
Q

Key success factors

A

Financial resources
customers
innovation
employees
uniqueness
products and services

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9
Q

financial resources importance

A

enable growth

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10
Q

customers importance

A

provide revenue

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11
Q

innovation importance

A

environmental alignment

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12
Q

uniqueness importance

A

market advantage

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13
Q

products and services importance

A

revenue means

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14
Q

Financial resources actions

A

improving profit, ROI

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15
Q

customers actions

A

customer satisfaction
target
understand
satisfy

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16
Q

innovation actions

A

innovation and creativity, valuable change

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17
Q

employees actions

A

employee commitment
loyal
productive
hire
train
motivate

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18
Q

uniqueness actions

A

distinctive competitive advantage

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19
Q

products and services actions

A

quality products and services

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20
Q

financial resources related KPI

A

revenues
profit
ROIs
firm value

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21
Q

customers related KPI

A

market share
share of wallet
churn
NPS

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22
Q

innovation related KPI

A

new products
new approaches
idea generation
cycle time

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23
Q

employees related KPI

A

turnover
applications
productivity

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24
Q

uniqueness related KPI

A

strong
unique reputation
superior comparative performance

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25
Q

products and services related KPI

A

returns
defects
warranty claims
waste

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26
Q

Canadian population

A

40 mil

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27
Q

life expectancy

A

83 years

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28
Q

people per household

A

2.5

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29
Q

median household income

A

$61400

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30
Q

smartphone penetration

A

86%

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31
Q

online shopping

A

28.1 mil

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32
Q

urban

A

81%; toronto, montreal, calgary, ottawa, etc

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33
Q

What are the estimation proxys

A

individual, household, proxy(stores, gas pumps)

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34
Q

individual

A

individuals consumables or demand
market size/share
revenue
profitability
supply needed
saturation
competition

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35
Q

household

A

calculate group/demand
market size/share
revenue
profitability
supply needed
saturation
competition

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36
Q

proxy

A

of stores in area; population/store
company revenue/profitability
market size
supply
saturation of the market

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37
Q

Market sizing: TAM

A

total addressable market
entire market for your product

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38
Q

Market sizing: SAM

A

serviceable addressable market
size of your segment (target)

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39
Q

Market sizing: SOM

A

serviceable obtainable market
your share: how much of segment you can win

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40
Q

profitability framework

A

price
revenue
profitability - quantity
fixed
costs quantity
variable
cost/unit

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41
Q

whats the market sizing approach

A

population (household or infividual) x % of pop x purchase frequency x purchase quantity x unit cost

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42
Q

how do estimate revues

A

revenues per day/store/customer -> number of stores/days/customers -> total revenues

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43
Q

PEST: social factors elements

A

customs
habits
values/attitudes
demographic characteristics

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44
Q

what to look for in demographics

A

cohort size
cohort characteristics
cohort participation
future and trends

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45
Q

factors affecting cohort size

A

fertility rate
birth rate

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46
Q

whats activity participation rate

A

% of cohort that engages in a behaviour

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47
Q

whats a forcefield analysis

A

a strategic tool used to evaluate the forces driving and restraining a particular change or decision.

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48
Q

whats demographics

A

study of human populations

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49
Q

whats cohorts

A

homogenous groups within the large population

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50
Q

whats bulge

A

boomers
create challenges as they age

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51
Q

sandwich generation

A

smaller youth group

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52
Q

what are the factors of demographics

A

economics
technology
world events/news
parenting

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53
Q

characteristics

A

values and priorities
lifestyle
habits (digital/other)
mindset

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54
Q

why is understanding demographics important to business

A

customer preferences
worker attitude/behaviour
market segmentation

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55
Q

boomers opportunity

A

increased demand for healthcare and retirement services

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56
Q

boomers threat

A

strain on pensions and healthcare systems

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57
Q

gen z opportunity

A

tech savy and adaptable
presenting opportunities in digital marketing

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58
Q

gen z threat

A

high turnover rates in employment

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59
Q

urban concentration opportunity

A

easier to target urban markets

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60
Q

urban concentration threat

A

shrinking rural markets

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61
Q

increasing immigration opportunity

A

diverse markets and younger labour force

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62
Q

increasing immigration threats

A

need for cultural adaptability

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63
Q

PEST: economic factors elements

A

inflation/deflation
interest rates
employment rates
exchange rates

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64
Q

what are the pillars of the Canadian financial system

A

banks and alternate banks
specialized lending/saving intermediaries
investment dealer

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65
Q

banks and alternate banks

A

-make deposits, borrow money
-small and medium enterprises (SMEs) primary lending source
-primary source for businesses and SMEs

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66
Q

specialized lending/saving intermediaries

A

-for mid-large businesses
-private equity financing and borrowing
-offers more money then a bank
-private
-for investing in businesses

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67
Q

investment dealer

A

-for large and established companies
-for going public; stocks and bonds
-for large organizations
-for businesses who are willing to give up privacy

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68
Q

debt

A

borrow money
retain control
must be repaid
must pay interest(tax deductible)
legally binding

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69
Q

equity

A

give up ownership
no interest or repayment
share control and profuts

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70
Q

whats apital gain

A

what you make on a stock

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71
Q

how do you calculate capital gain

A

selling price-purchase price-relevent expenses

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72
Q

whats yield

A

percentage return expected or recieved on investment

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73
Q

why use yield

A

enables comparison of investment returns and pricing of investments

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74
Q

whats expected yield

A

risk free return+risk free premium

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75
Q

risk free return

A

what the bank pays on your deposits

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76
Q

risk free premium

A

extra return expected for riskiness of investment

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77
Q

YIELD formula

A

coupon rate x face value + (FV-price paid/time to maturity)
__________________________________________
price paid

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78
Q

characteristics of bonds

A

legal, binding agreement
fixed annual return (paid semiannually)
fixed term principal repaid at maturity
priority over stock holders

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79
Q

assumptions to make about bonds

A

pay semiannually and compound semiannualy

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80
Q

what happens to bond prices after interest rates rise

A

they fall, and other way around

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81
Q

is bond equity or debt

A

debt

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82
Q

is stock equity or debt

A

equity

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83
Q

whats a bond

A

When you buy a bond, you’re lending money to a company, government, or other organization. In return, they promise to pay you back the amount you lent (called the principal) after a certain amount of time (the maturity date), plus interest payments along the way (called the coupon).

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84
Q

stocks charateristics

A

voting rights
no fixed term
variable return(capital gain upon selling)
discretionary payment (dividends)
higher risk then bond

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85
Q

whats going long

A

using your own money for an investment

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86
Q

buying on margin

A

portion of your own money plus money from broker

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87
Q

margin requirment

A

% that represents portion of equity that you need to cover

88
Q

TVM variables: r

A

interest rate or discount rate

89
Q

TVM variables: n

A

number of periods
n=yearsxpayments (nxp)

90
Q

TVM variables: PMT

A

payment amount

91
Q

TVM variables: rnom

A

nominal rate given in the question (used to calculate r)

92
Q

TVM variables: m

A

compounding frequency per year

93
Q

TVM variables: p

A

payment frequency per year

94
Q

whats APR

A

use when m and p are the same

95
Q

ammortization

A

full length of mortgage

96
Q

mortgage term

A

length of agreement of interest rate

97
Q

effective interest rate

A

when m and p are not the same

98
Q

down payment

A

money you put down before anything else

99
Q

VENT

A

variables
equations
numbers
therefore

100
Q

principal repaid

A

amnt originally owed-amnt still owing

101
Q

interest

A

total payments made-principal repaid

102
Q

BOND factors affecting price

A

interest rate changes (inverse relationship)
risk premium and market conditions

103
Q

STOCK factors affecting price

A

company performance
market conditions
investor sentiment and economic outlook

104
Q

is mortgage equity or debt

A

debt

105
Q

whats margin buying

A

borrowing money to invest in stocks using the stock itself as colateral

106
Q

rules of margin buying

A

must qualify for a margin account and sugn hypothecation agreement
maintain min. margin requirment

107
Q

margin call

A

happens when an investor borrows money from a broker to buy more stock than they could afford with their own cash

108
Q

bull markets

A

growth stocks and high investments yield higher returns

109
Q

bear markets

A

focus shifts to defensive stocks and bonds

110
Q

why is $1 worth less one year from today

A

risk
real interest
inflation

111
Q

present value

A

amount of money of current time
(need now, worth today, how much willing to pay)

112
Q

future value

A

amount of money at some point in the future
(how much will you have, how much should you invest to have ___ in ___ years, you need ___ to retire)

113
Q

single payment

A

single, lump sum that accumulates interest
(how much will you need today, make a deposit today)

114
Q

annuity

A

stream of equal payments that accumulate interest
(how much do you have to save per month, you are looking to finance, annual payments be)

115
Q

annuity due

A

payment occurs at beginning of the period
(starting now)

116
Q

ordinary annuity

A

payment at the end of the period
(savings questions)

117
Q

annuity vs perpetuity

A

annuity: ends after certain term. retirement plans, investment plans, mortgages
perpetuity: payment occurs forever

118
Q

PEST: political factors elements

A

laws
regulations
taxes
trade agreements or conditions

119
Q

how do businesses influence the gov.

A

lobbying
collaboration/input
advertising

120
Q

lobbying

A

the act of trying to influence decisions made by government officials, such as legislators, regulators, or public officials. It is typically done by individuals, groups, or organizations that want policies or laws to reflect their interests.

121
Q

lobbying act

A

must register and follow rules, have to describe who you represent

122
Q

collaboration/input

A

CRTC consults with industry members

123
Q

advertising

A

corporations influence voters
get to gov. through people ex. with contracts

124
Q

how gov. influence businesses

A

service provider
business support
laws, regulations
taxation

125
Q

service provider approach and impact

A

approach: canada post, public education
impact: competition, social goals

126
Q

business support approach and impact

A

approach: subsidies, trade agreements
impact: opportunity, protection

127
Q

laws, regulations approach and impact

A

approach: competition, consumer, pollution, laws, IP rights
impact: competition, consumer protection, innovation, social goals, barriers

128
Q

Taxation approach and impact

A

approach: income(business and personal), sales, property restrictive
impact: consumer spending, incentives, barriers

129
Q

6 entry strategies

A

indirect export
sales agent
licensing/franchising
joint venture
sales office
foreign subsidiary

130
Q

indirect export

A

selling via third party exporters

131
Q

sales agent

A

local distributor or agent

132
Q

licensing/frachising

A

allow local use of IP

133
Q

joint venture

A

partnership with local firms

134
Q

sales office

A

maintain production domestically

135
Q

foreign subsidiary

A

full control with local operations

136
Q

indirect export risks

A

limited control

137
Q

sales agent risks

A

limited marketing control

138
Q

licensing/franchising risk

A

licensing/franchising risk

139
Q

joint venture risks

A

partner incompatabilities

140
Q

sales office risks

A

trade barriers

141
Q

foreign subsidiary risks

A

high costs

142
Q

forms of ownership

A

sole proprietorship
partnership
corporation

143
Q

types of corporation

A

public and private

144
Q

types of partnerships

A

general partnership
limited partnership

145
Q

general partnership

A

all partners have joint and several liability

146
Q

limited partnership

A

limited partners liability
cannot be active in management
at least one general partner

147
Q

social enterprise

A

prioritize value over profit
ex. SOS, garmeen bank

148
Q

key facets of social enterprises

A

help overcome market inequalities/failures
social value is primary objective but financial sustainability imperative

149
Q

social enterprises implications

A

economic value not required priority
dual stakeholders

150
Q

globalization

A

world becoming single interdependent system

151
Q

globalization driving forces

A

cost and market benefits
technology makes it easier, faster, cheaper
competitive pressure

152
Q

international trade barriers and factors

A

internal: knowledge/capabilities, production, preference, finances
political: quotas, tariffs, subsidies, protectionism, local content laws, business practice laws
social & cultural: customer needs, customer values, language, norms
5 forces: distribution, customers, competition, suppliers, substitutes
economic: exchange rate, foreign GDP
technological: IP laws, technology standards

153
Q

public vs. private corp.

A

PUBLIC: expensive, complicated, many regulations, BOD control, can afford resources, taxation taxed separately from shareholders; higher than private, liability limited to investment
PRIVATE: straightforward and inexpensive formation, few simple regulations, control shared with other shareholders, resources are whatever owners bring, taxation private corp. rates, liability limited to investment except personal assets brought into business

154
Q

what are the things part of ansoff matrix

A

market penetration
market development
product development
diversification

155
Q

product development

A

develop related or unrelated products your customers value; product line extension

156
Q

product development benefit

A

build on customer knowledge and brand equity
distribution strategies and product complementary/bundling

157
Q

product development challenge

A

cannibalization
give up production efficiency
must know how to develop new product

158
Q

what is cannibalization

A

rather then generating new sales, customers switch which product they buy.
adding costs but no new customers which is bad

159
Q

product development tactics

A

extend product
repackage existing products
create bundles of complementary products that add value to eachother

160
Q

product development diamond E questions

A

Can I leverage existing brand and/or distribution?
Can my facilities manage or do I have to build new ones?
Can I produce & sell at a profitable scale?
How much new product expertise will I need?

161
Q

product development porters relation

A

if the products are not product line extensions but completely new and complementary, you are entering a new industry:
Will customers be willing to switch to my new product?
Rivalry: aggression?
Barriers to entry for this new industry?

162
Q

market penetration

A

Sell more of existing product to existing target market = greater market share and/or greater purchase frequency

163
Q

why do market penetration

A

build on what you have and know
no change
economies of scale in production and selling
do more of same=low cost per unit

164
Q

market penetration challenges

A

competitor reaction
winning customers

165
Q

market penetration tactics

A

Cut prices
Increase advertising, loyalty schemes
Increase distribution channels
Volume incentives
Buy a competitor

166
Q

market penetration diamond e questions

A

Capabilities: Can I persuade customers to consume more of my product?
Resources: Do I have to use new distribution channels? Should I? Can I?
Resources: Do I have the production capacity to meet the increased demand?

167
Q

market penetration porters questions

A

Buyers: Propensity to switch? Lock in/switching costs? Brand loyalty?
Rivalry: Fragmented vs concentrated, growing vs declining, aggressive vs passive competitor - How much share do I already have? Can it grow?

168
Q

market development

A

Selling what you already produce to new target markets (market segments) or new geographic markets

169
Q

why do market development

A

Capitalize on production capabilities
economies of scale
pursue less contested or larger market; diversification of customer base

170
Q

market development challenge

A

customer access and awareness

171
Q

market development tactics

A

Create awareness in new market – pitch benefits to new customers
Expand geographically

172
Q

market development diamond e questions

A

Resources: Will this affect brand image? Should I use a different brand name?
Capabilities: Will the product need any adjustments? Can I make them?
Do I have the resources and capabilities to go international?

173
Q

market development porters questions

A

Entry barriers: Can I access the distribution channels to reach this new market?
Are the customers accessible? Will they switch?
Rivalry: fragmentation, aggression, growth? Differentiation – are there market segments that are under-served?

174
Q

diversification

A

chasing new customers with new products; creating new businesses
concentric/horizontal
vertical
conglomerate

175
Q

concentric/horizontal

A

related products/services
similar market

176
Q

vertical

A

moving up or down supply chain

177
Q

conglomerate

A

unrelated industries/products
greatest risk

178
Q

diversification benefit

A

diversify business portfolio by building new business
capitalize on existing capabilities in higher growth areas

179
Q

diversification challenge

A

many activities and capabilities must be created or changed = high risk of failure

180
Q

diversification tactics

A

Acquire other business
Use joint ventures and alliances

181
Q

diversification diamond e questions

A

What new capabilities and resources will I need?
Can I build or buy them?
How much will I have to change operations? HR? structure?

182
Q

diversification porters questions

A

Can I access the distribution channels to /enter reach this new market?
Are the customers accessible? Will they switch?
Rivalry: fragmentation, aggression, industry growth?
Other barriers to entry?
Can I access the needed suppliers?

183
Q

what do you need to do for each quadrant

A

understand your:
company
customer
competition
product

184
Q

what are the 4 questions to ask when deciding to go international

A

can we? - diamond e internal
should we? - diamond e external
where? - PEST, porters
how? - strategy

185
Q

PEST: technologic factors elements

A

internet
information tech
material and equipment

186
Q

5 industries radically changed by tech.

A

music
travel
transportation
publishing
retail

187
Q

complementary goods

A

needed for value
additional products required for main products value

188
Q

technology standard

A

enables compatibility of complementary goods

189
Q

installed base

A

number of users for a product

190
Q

lock in

A

extent to which a customer is committed to a product/service

191
Q

larger lock in

A

greater resistence to switch

192
Q

causes of lock in

A

habit or system
learning
investment
switching costs

193
Q

solution of lock in

A

lower switching costs
offer leap in performance

194
Q

network effect

A

value increases as user base grows

195
Q

solutions of network effect

A

compatibility
partnerships
incentives
build base

196
Q

what’s the vicious/virtuous cycle

A

positive or negative feedback loop in which network effects either enhance or diminish products appeal

197
Q

virtuous

A

positive
A virtuous cycle is a positive feedback loop where one favorable action or condition leads to another, reinforcing overall success and growth.
ex. network effect

198
Q

vicious

A

negative
A vicious cycle is a negative feedback loop where one unfavorable action or condition leads to another, reinforcing decline or failure.

199
Q

what are the elements in the virtuous/vicious cycle

A

availability of complementary goods -> attractiveness to users -> number of users (installed base) -> attractiveness to producers of complementary goods ->

200
Q

current business tools

A

ecommerce and omni channel
virtual and augmented
artificial intelligence

201
Q

ecommerce and omni channel

A

online research/shopping
seamless experience between platforms, online/physical experience

202
Q

benefit of ecommerce and omni channel

A

enhanced marketing
improved efficiency
enhanced data
higher margins

203
Q

virtual and augmented

A

replicates an environment or maps over reality

204
Q

benefit of virtual and augmented

A

experience without purchase
reduced cost
enhanced experience

205
Q

artificial intelligence

A

machines that are programmed to think like humans
fast gathering of data

206
Q

AI benefits

A

task automation
less bias
better/faster decisions
predictive capabilities

207
Q

opportunities of technology

A

products-innovation, uniqueness, value
improved info use - access and sharing
competitive advantage; barriers to entry
customization

208
Q

technology threats

A

imitation - info costly to develop but cheap to share
new tech. and new entrants in unfamiliar areas - need new capabilities, resources and learning
info overload and security
disconnected employees/customers

209
Q

4 types of innovation

A

radical/disruptive
architectural
modular
incremental/sustaining

210
Q

sustaining innovation

A

improves existing products in expected ways
ex. tesla updates

211
Q

disruptive innovation

A

different performance attributes not valued by mainstream
ex. Netflix disrupting Blockbuster

212
Q

modular innovation

A

Changes to one or more components of a product without altering its overall structure or architecture.
ex. digital camera compared to film camera

213
Q

architectural innovation

A

Reconfiguring existing components of a product or system in new ways to create new value.
ex. Sony’s Walkman, which combined existing technologies in a portable format.

214
Q

tech impact on KSF

A

achieving financial performance
meeting customer needs
building quality products/services
encouraging innovation/creativity
creating comp. advantage
gaining employee commitment

215
Q

tech in 5 forces

A

new entrants
substitutes

BU111 (9 decks)

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