Part 1 & 2 Flashcards

1
Q

What is the aim of Anstoff’s matrix?

A

Framework that outlines different growth paths and possibilities.

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2
Q

What are the two dimensions of the Anstoff matrix?

A

Product and Market (New \ Existing)

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3
Q

Why should companies go through a market selection process before they internationalize?

A

Companies are unlikely to serve all markets in the world, need to focus and select a smaller number of markets to be active in. o It helps select the right countries for a product or business model increasing the chances of succeeding in the market

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4
Q

What is the difference between market capacity and market potential?

A

Market capacity = wider, bigger theoretical number.
Market potential = realistic, smaller subset of people, households, companies where you can sell your products.
Can calculate by volume only OR multiply by the price

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5
Q

Is a market scoring model objective?

A

Not entirely objective, but better than making decisions out of thin air.
- Bias in choosing criteria and in assigning weightings to the criteria, often also biases in assigning values for the criteria
+ The positive is that a selection process creates a system that can be easily reviewed and checked

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6
Q

What does research say about how companies internationalize?

A

References to Upsula model and Borne Global Framework. In the Borne Global Framework, there are very different ways to explain how companies internationalize: stage-wise approach or in a more drastic & quick approach.
2 streams of thought:
* Upsula school (start with psy close countries, share language / cultrure, export gradually. companies internationalize step by step with increased financial commitment and increased geographic distance over time.
* Born-globals - become international globally in a short space of time - service / it companies, short space of time (6-12 months). companies rapidly internationalize often using the possibilities provided by e-commerce and the internet in general

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7
Q

3 key elements of globalization?

A

Capital base, supply chain, market presence

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8
Q

What does disintegration of value chain mean?

o value chain is separated and spread across the g

A

Value chain is separated and spread across the globe

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9
Q

Why did Rugman conclude there were only 9 truly global companies?

A

Only 9 companies had an equal spread of revenues across the world

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10
Q

Why do strategy, org design and marketing show tensions between polar positions
when operating globally?

A

Because tradeoffs must be made between cost savings and regional
adaptation, you need a combination of both polar positions; centralization vs.
decentralization & standardization vs. adaptation

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11
Q

What is the role of regional headquarters?

A

o Provide local insights into the region and function as a coordinator between
global hq and local subsidiaries. Pool resources & knowledge for the local markets

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12
Q

What different perspectives do scholars of marketing take?

A
  • Theoretical: How can we explain consumer behavior
  • Information based: obtain info for marketing decisions
  • Strategic: successful marketing strategies
  • Instrumental: how to implement strategies using marketing instruments (4P)
  • Implementation: Organize and control marketing and sales
  • Institutional: What marketing do I need in different institutional settings?
    (B2B, Services, …)
  • Leadership: Market-led organizational culture
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13
Q

What did Drucker see as the purpose of business?

A

To create a customer à only two main tasks: marketing and innovation

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14
Q

Regis McKenna’s Marketing definition?

A

Regis McKenna defines Marketing as everything – Marketing is not only
consisting of marketing functions, but also rather a whole philosophy and
businesses should be marketing oriented

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15
Q

Which two questions help navigate the semantic jungle?

A

a. Hierarchy and focus (what level is the strategy on (global, local, top
management, middle management) and what does it tackle (supply chain,
marketing, …)

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16
Q

What does it mean that strategy is about making choices?

A

A company must choose to do some things and not other

17
Q

Porter – Operational Efficiency vs. Strategy

A

OR = doing what you do better. Strategy = figuring out what you should do

18
Q

Why should strategies question prevailing business models?

A

Because searching for new opportunities is the job of strategy – increase the
odds of succeeding by choosing the right races to compete in

19
Q

What are the key building blocks of the Strategy Cascade?

A

a. winning aspiration
b. where we play
c. how we win
d. capabilities
e. management systems

20
Q

What drives the where to play question?

A

market definition, market segmentation, market position, market attractiveness

21
Q

What are the two basic alternatives companies pursue to gain competitive
advantage?

A

a. low cost vs differentiation strategy

22
Q

Why is it so important to measure the right thing?

A

a. to avoid wrong decisions/activities; making decisions in line with your strategy
is very important

23
Q

Why does the Strategy Cascade have feedback loops?

A

Because of ongoing dynamic changes that affect strategies.

24
Q

Porter’s three generic strategies?

A

Lower price, differentiation, and focus

25
Q

Playing the spread?

A

You can aim for low price and differentiation

26
Q

Treacy and Wiersema, three corporate success strategies?

A

Product leadership, Operational excellence, customer intimacy

27
Q

Four main questions companies should address in order to derive new value
proposition?

A
  • Reduce (What factors should we reduce below industry average?)
  • Raise (What factors should we raise above average?)
  • Create (What factors should we create?)
  • Eliminate (What factors should we eliminate?)
28
Q

In what way does the Resource Based View of the Firm alter how managers analyze
corporate strategy?

A

Porters strategies told you what you should do, but never how you can do it.
The RBV looks at resources and capabilities in order to formulate a strategy