Key Strategic Issues

Question 1

concentrated industries

Answer 1

there are few companies, just a few key players

Question 2

fragmented industries

Answer 2

for example millions of restaurants worldwide

Question 3

udział w rynku

Answer 3

market share

Question 4

low entry barriers

Answer 4

anyone with a small amount of capital can open a restaurant

Question 5

high entry barriers

Answer 5

for example requirements for massive investment in equipment, know-how

Question 6

being acquisitive

Answer 6

buying competitors in their industry or companies in other industries in a series of acquisitions or takeovers, which may refer to as strategic acquisitions

Question 7

acquisitive (pl)

Answer 7

zachłanny

Question 8

przejęcie firmy

Answer 8

takeover

Question 9

merge

Answer 9

combine as an equal

Question 10

vertical integration

Answer 10

Strategia zarządzania polegająca na łączeniu i kontrolowaniu poszczególnych procesów produkcji, dystrybucji oraz sprzedaży.

Question 11

unwieldy conglomerate

Answer 11

a holding company with a large number of subsidiaries which may not be easy to manage profitably as a group

Question 12

subsidiary

Answer 12

company which belongs to a bigger parent or mother company

Question 13

portfolio theory

Answer 13

the idea that when demand for goods or services of one of the companies in the group was weak, it would be compensated by stronger demand for those of other companies in the group; this meant that overall profitability would be regular despite variations in profit from the different companies

Question 14

dispose of sb (pl)

Answer 14

pozbyć się, zniszczyć coś

Question 15

divest(pl)

Answer 15

sprzedać

Question 16

core business

Answer 16

the company’s main purpose or activity

Question 17

make or buy decision

Answer 17

where companies decide whether to produce particular components or perform particular functions in-house or, on the other hand, to buy them in from an outside supplier

Question 18

chaebols

Answer 18

they were often started as family-owned businesses where different members of the same family each owned and managed companies dealing with different parts of the industrial process in a situation of vertical integration