MGMT 478 Exam #2 Flashcards

1
Q

A firm that achieves superior performance relative to other competitors in the
same industry or the industry average
 Always relative, not absolute

A

competitive advantage

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2
Q
  1. accounting profitability
  2. shareholder value creation
  3. economic value creation
A

ways to assess firm performance

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3
Q
  • Helps managers achieve their strategic objectives more effectively
  • Uses internal and external performance metrics
  • Balances both financial and strategic goals
A

balanced scorecard

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4
Q

Three dimensions fundamental to sustainable strategy:
 Profits: The economic dimension
 The business must be profitable to survive

 People: The social dimension
 Emphasizes the people aspect

 Planet: The ecological dimension
 Emphasizes the relationship between business and the natural
environment

A

triple bottom line

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5
Q

Goal-directed actions managers take
 To achieve competitive advantage
 In a single product market

 “How should we compete?”
 Who: which customer segments will we serve?
 What: customer needs will we satisfy?
 Why: do we want to satisfy them?
 How: will we satisfy our customers’ needs?

A

business level strategy

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6
Q

Unique features that increase value, so that consumers are willing to
pay a higher price.

 The focus of competition:
 Unique product features
 Customer service
 New product launches
 Marketing & promotion
 Competitive advantage achieved when:
 (Value – Cost) > competitors’

A

differentiation

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7
Q

obtaining the lowest-cost position in the industry while
offering acceptable value

A

cost leadership

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8
Q

Successfully combining differentiation and cost-leadership activities

A

blue ocean strategy

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9
Q

Benefits:
 Strengths when a price war ensues
 Economies of scale (larger market share) allows to further lower prices

 Risks:
 High risk of replacement if a potent substitute emerges due to innovation
 Potential to lose competitive advantage when the focus shifts from price to
non-price attributes

A

benefits/risks of cost leadership

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10
Q

Benefits:
 Can contribute to low threat of entry & low threat of substitutes
 Customer loyalty

 Risks:
 When differentiated products are commoditized, lose competitive advantage
 Needs to be careful not to overshoot its differentiated appeal
 Can increase costs, not perceived value

A

benefits/risks of differentiation

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11
Q

Graphical depiction of a company’s performance
 Relative to its competitors
 Shows focus or divergence

A

strategy canvas

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12
Q

The decisions and goal-directed actions
taken to gain & sustain competitive
advantage in several industries and
markets simultaneously

A

corporate level strategy

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13
Q

The process in which several steps in the production and/or distribution of a product or service are controlled by
a single company or entity
 To increase that company’s power in the
marketplace

A

vertical integration

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14
Q

acquiring a business operating earlier in the supply chain
 e.g., manufacturer integrates with raw materials

A

backward integration

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15
Q

Acquiring a business further up the supply chain
(activities closer to the customer)
 e.g., a distributor buys a retailer

A

forward integration

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16
Q

Lowers costs
 Improves quality
 Facilitates scheduling and planning
 Facilitates investments in specialized assets
 Co-located assets, unique equipment, human capital
 Secures critical supplies and distribution channels

A

benefits of vertical integration

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17
Q

Why do firms exist?”
 Transaction cost:
 All internal and external costs
associated with an economic exchange
 TCE uses transactions (contracts) as
the basic unit of analysis
 Firms are viewed as a bundle of contract

A

transaction cost economics

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18
Q

if in house costs are less than cost market, the firm should vertically integrate.
own production of inputs or own output distribution channels

A

how TCE applies to vertical integration

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19
Q

strategic alliances,

short term contracts

long-term contracts

licensing

franchising

equity alliances

joint ventures

parent-subsidiary relationship

A

alternatives to make-or-buy continuum

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20
Q

Firms send out request for proposal (RFP)

 Competitive bidding for contracts
(less than a year in duration)

 Benefits:

 Allows longer planning period than market transactions

 Lower prices due to competitive bidding

 Drawbacks:

 Firms responding to RFP have no incentive to make
transaction-specific investments
(e.g., new machinery)
Example:
General Motor’s car components

A

short-term contracts

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21
Q

Longer than a year in duration

 Help facilitate transaction-specific investment

 Enables firms to commercialize intellectual property

 Example: Humulin (human insulin)
 Developed by Genentech based on licensing agreement
 Commercialized by Eli Lilly

A

licensing

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22
Q

 Franchisor grants a franchisee right to use:

 Trademark

 Business processes

 Franchisee provides to franchisor:

 Up-front buy-in
 Percentage of revenues

A

franchising

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23
Q

 Partnership in which one firm takes partial ownership in the other
(i.e., buy stock or assets)

 Why equity alliance?

 Example: Coca-Cola & Monster $2B for a 16.7% stake in the company

 Why not an acquisition?

 Several wrongful death lawsuits

 They can benefit from explosive growth

 They can protect their wholesome image & brand

A

equity alliance

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24
Q

 Two or more partners create and jointly own new firm

 Long-term commitment facilitates transaction-specific investments

A

joint venture

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25
 Corporate parent owns subsidiary  Directs it via command and control
parent subsidiary relationship
26
mix of vertical integration and market exchange. Upstream, a producer might manufacture some of the input itself and buy the remaining portion from independent firms
tapering integration
27
a long-term, result-oriented business relationship between the Customer and the Service Provider
strategic outsourcing
28
 An increase in the variety of products/services a firm offers or the markets and geographic regions in which it competes
diversification
29
 Derive more than 95% of revenue from one business  Birkenstock, Coca-Cola, Facebook
single business
30
 Between 70% and 95% of revenue from one business  Harley Davidson, Nestlé (Switzerland), UPS
dominant business
31
Derive less than 70% of revenue from one business  Remainder of revenue comes from business linked (related) to main line of business
related (constrained or linked) diversification
32
single business, dominant business, related diversification, unrelated diversification
types of diversification
33
High and low levels of diversification = lower performance  Moderate levels of diversification = higher firm performance (bell curve graph)
relationship between diversification and firm performance
34
No businesses share competencies  Example: Berkshire Hathaway, Yamaha (Japan) Samsung and LG (S. Korea), Tata Group (India)  “Chaebol”: a large family-owned business conglomerate
unrelated diversification
35
Increase in costs  In-house suppliers not exposed to market competition  Reduction in quality  Know there is always a buyer  Reduction in flexibility  Potential for legal repercussions  Monopoly concerns
risks of vertical integration
36
Voluntary arrangements between firms that involve sharing of knowledge, resources, and capabilities with the intent of developing processes, products, or services
strategic alliance
37
1. strengthen competitive position 2. enter new markets 3. hedge against uncertainty 4. access critical complementary assets 5. learn new capabilities
why firms enter strategic alliances
38
1. partner selection and alliance formation 2. alliance design and governance 3. post-formation alliance management
phases of alliance management
39
More frequent transactions allow firms to demonstrate their reliability and good faith more quickly, thus potentially building trust sooner.
importance of interfirm trust
40
 Alliance experience may increase performance  Dedicated alliance function increases performance Example: Eli Lilly * Office of Alliance Management * Each alliance managed by a three-person team – “Alliance Champion” – “Alliance Leader” – “Alliance Manager
relationship between alliances and firm performance
41
 The joining of two independent companies  Often companies of similar size  Forms a combined entity  Tends to be friendly
merger
42
 Purchase of one company by another  Buying company is typically larger  Can be friendly or unfriendly  Considered hostile when the target firm does not wish to be acquired
accquisition
43
 The target company does not wish to be acquired
hostile takeover
43
 Benefits of mergers & acquisitions are often hard to achieve.  Anticipated synergies don’t materialize.  Most mergers & acquisitions don’t positively impact firm performance  Stock prices usually go down when acquisition is announced  Investors think acquisitions are generally risky  Often result in destroyed shareholder value  Ex) Verizon’s acquisition of AOL & Yahoo for $9B, but had to sell them for $4B
relationship between firm performance and mergers and acquisition
44
how firms achieve growth
build, borrow or buy framework
45
Process of closer integration and exchange between different countries and peoples worldwide  Made possible by:  Falling trade and investment barriers  Advances in telecommunications  Reductions in transportation costs
globalization
46
Country-level Impact: Increase in Living Standards Multinational Enterprises (MNEs Foreign Direct Investment (FDI) Global Strategy:  To gain and sustain a competitive advantage when competing against other foreign and domestic companies around the world Global brands
impact of globalization
47
Deploys resources and capabilities in at least two countries  Need an effective global strategy
multinational enterprise
48
access to larger market, low cost input factors, develop new competencies
advantages of going global
49
liability of foreignness, potential for loss reputation potential for loss of intellectual property
disadvantages of going global
50
cultural administrative & political geographic economic Decide on what countries to enter
CAGE Distance framework
51
global standardization transnational international multidomestic
types of global strategies
52
 High-cost reductions & Low-local responsiveness  Economies of scale & location economies  Achieved through global division of labor where capabilities have lowest cost Benefits: reduced labor costs, economies of scale, location economies Risks: no local responsiveness, little or no product differentiation, risk of wage changes
global-standardization
53
 High-cost reductions / High-local responsiveness  Used by MNEs that pursue a blue ocean strategy  “Think globally, act locally” Benefits: reduced labor costs, economies of scale, benefits from global learning Risks: difficult to implement, high failure rate
transnational
54
Sells the same products/services in both domestic & foreign markets  Low pressures for both local responsiveness & cost reductions  Used by MNEs with large domestic markets and with strong reputations and brand names
international
55
Used to maximize local responsiveness (low on cost reductions)  Local consumers ideally perceive products as local  Duplication of key business functions across countries
multidomestic
56
Benefits: - highest possible local responsiveness - reduced exchange rate exposure Risks: - duplication of units is expensive - little economies of scale - little or no learning across regions
benefits/risks of multidomestic
57
Benefits: - leverage home-based core competencies - utilize economies of scale - low-cost implementation through exporting, liscensing & franchising Risks: - no or limited local responsiveness - affected by exchange rate - IP embedded in products/service can be expropriated
benefits/risks international strategy
58
the company must meet that exchange's minimum financial and non-financial requirements or lsting standards
how a public stock company is set-up
59
high visibility adhere to highest ethical standards unethical behavior can destroy reputation
benefits & issues with public companies
60
Principal: hires, monitors, and compensates Agent: performs work, provides time and talent Both: information asymmetry Core assumptions:  Managers (agents) are opportunistic and self-interested  Risk aversion of agents  Information asymmetry between principals and agents
principal-agent problem
61
When one party is incentivized to take undue risks or shirk responsibilities, the costs are incurred to the other party  Ex) when the agent is able to do the work but may decide not to do so
moral hazard
62
A system of mechanisms to direct and control an enterprise to ensure it pursues its strategic goals successfully & legally
corporate governance
63
- board of directors - executive compensation - market for corporate control - auditors - government regulators - industry analysts - business ethics
corporate governance mechanism
64
Agreed-upon code of conduct in business, based on societal norms
business ethics
65
 Strategists should ask:  Is the action within the acceptable norms of professional behavior?  As outlined in the organization’s code of conduct  As defined by the profession at large  Would you feel comfortable explaining and defending the decision in public?  How would the media react?  How would the company’s stakeholders feel about it?
things to consider when facing an ethical dilemma
66
Translates strategy into action by detailing the firm’s competitive tactics and initiatives critical to achieving a competitive advantage
business model
67
- razor-razorblades - subscription - pay as you go - freemium - wholesale - agency - bundling
popular business models
68
an increased likelihood of selecting inferior alternatives Ex: when agents misrepresent their ability to do the job
adverse selection
69
costs incurred to prevent agency problem - monitoring cost - company structuring (board of directors)
agency cost