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Strategy > General > Flashcards

General Flashcards

1
Q

Two models to help develop mission & vision when choosing strategies are…

A
  • I/O model

- Resource based model

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2
Q

4 steps of environmental analysis are…

A
  • Scanning
  • Monitoring
  • Forecasting
  • Assessing
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3
Q

The external environment consists out of…

A
  • General environment
  • Industry environment
  • Competitive environment
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4
Q

Four levels of strategy are…

A
  • Business-level
  • Competitive
  • Corporate
  • International
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5
Q

Industry analysis can be done by analysing…

A

The five forces model

  • Threat of entrants
  • Bargaining power of suppliers
  • Bargaining power of buyers
  • Product substitutes
  • Intensity of rivalry among competitors
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6
Q

Possible barriers to entry are…

A
  • Economies of scale
  • Product differentiation
  • Capital requirements
  • Switching costs
  • Access to distribution channels
  • Cost disadvantages
  • Government policies
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7
Q

Factors that (positively) influence rivalry intensity are…

A
  • Numerous competitors
  • Slow industry growth
  • High fixed costs
  • Lack of differentiation
  • Low switching costs
  • High strategic stakes
  • High exit barriers
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8
Q

Four dimensions of competitor analysis are…

A
  • Future objectives
  • Current strategy
  • Assumptions
  • Strengths and weaknesses
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9
Q

The general environment consists of the following segments…

A
  • demographic
  • economic
  • political/legal
  • sociocultural
  • technological
  • global
  • sustainable/physical
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10
Q

The components of internal analysis are…

A
  • Resources
  • Capabilities
  • Core competencies
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11
Q

What are the factors that decide whether a capability is a core competence?

A
  • Valuable?
  • Rare?
  • Costly to imitate?
  • Non-substitutable?
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12
Q

An alternative to the VRIO model to identify core competencies

A

Value chain analysis

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13
Q

Define business-level strategy

A

An integrated and coordinated set of commitments and actions the firm uses to gain competitive advantage.

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14
Q

Name the five business-level strategies

A
  • Cost-leadership
  • Differentiation
  • Focused cost-leadership
  • Focused differentiation
  • Integrated cost-leadership/differentiation
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15
Q

Competitors can be analysed on two factors…

A
  • Market commonality

- Resource similarity

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16
Q

Levels of diversification from low to high

A
  • Single business
  • Dominant business
  • Related constrained
  • Related linked
  • Unrelated
17
Q

Incentives to diversify

A
  • Antitrust regulation
  • Low performance
  • Uncertain future cashflows
  • Synergy
  • Reduction of firm risk
18
Q

Reasons for acquisitions

A
  • Increased market power
  • Overcoming entry barriers
  • Increased speed to market
  • Lower development risk for new products
  • Increased diversification
  • Reshaping competitive scope
  • Learning and developing new capabilities
19
Q

Problems in acquisitions

A
  • Integration difficulties
  • Inadequate valuation of target
  • Large debt
  • Inability to achieve synergy
  • Over-diversification
  • Overly focused on acquisition
  • Too large
20
Q

Three types of buyouts are…

A
  • management buyouts (MBO)
  • employee buyouts (EBO)
  • Whole-firm LBO
21
Q

Three basic benefits of international strategy

A
  • Increased market size
  • Economies of scale and learning effects
  • Location advantages
22
Q

Incentives for international strategy

A
  • Extending product’s life-cycle
  • Easier access to raw materials
  • Integrating operations on a global scale
  • Better use of rapidly developing technologies
  • Access to consumers in developing markets
23
Q

Determinants of national advantage

A
  • Factors of production
  • Demand conditions
  • Related and supporting industries
  • Patterns of firm strategy, structure and rivalry
24
Q

Three types of international corporate-level strategy

A
  • Multidomestic strategy (decentralised)
  • Global strategy (centralised)
  • Transnational strategy (combination)
25
Q

Five entry modes

A
  • Exporting
  • Licensing
  • Strategic alliances
  • Acquisitions
  • Wholly-owned subsidiaries (Greenfield ventures)
26
Q

Internal governance mechanisms

A
  • Ownership concentration
  • Board of directors
  • Executive compensation
27
Q

External government mechanism

A

The market for corporate control

28
Q

Types of organisational controls

A
  • Strategic controls

- Financial controls

29
Q

Types of organisational structure

A
  • Simple
  • Functional
  • Multidivisional (M-form)
30
Q

Three multidivisional structures are…

A
  • Cooperative (related constrained strategy)
  • Strategy Business Unit (related linked strategy)
  • Competitive (unrelated diversification strategy)

Strategy (4 decks)

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