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PASSED > PLAKADO STRATMAN > Flashcards

PLAKADO STRATMAN Flashcards

1
Q

STRATEGIC COMPETITIVENESS
achieved

A

achieved when a firm successfully implementing and formulates value-creating strategy

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2
Q

STRATEGY
coordinated set

A

coordinated set of commitments and actions to design exploit core competencies and gain competitive advantage

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3
Q

COMPETITIVE ADVANTAGE
implements strategy

A

implements strategy to create superior value for customers

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4
Q

ABOVE-AVERAGE RETURNS

A

returns in excess of what an investors expect to earn from other investment

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5
Q

RISK
investor’s uncertainty

A

investor’s uncertainty about economic gain or losses

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6
Q

AVERAGE RETURNS

A

returns equal to investors expect to earn from other investments

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7
Q

STRATEGIC MANAGEMENT PROCESS
full set

A

full set of commitment, decisions and actions
involve analysis, strategy and performance

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8
Q

HYPERCOMPETITVE
competition that

A

competition that is excessive to create inherent instability
result from dynamic strategic maneuvering

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9
Q

GLOBAL ECONOMY
move freely
reflect to realities

A

goods, services, people, skills & ideas are move freely
reflects to realities of hypercompetitive business environment

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10
Q

GLOBALIZATION
interdependence
led to

A

increasing economic interdependence among countries
led to higher performance standards

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11
Q

TECHNOLOGY-RELATED TRENDS AND CONDITIONS CAN BE PLACED INTO

A

Technology diffusion and disruptive technologies
The information age
Increasing knowledge intensity

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12
Q

RATE OF TECHNOLOGY DIFFUSION
speed

A

speed of new technologies become available and used

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12
Q

PERPETUAL INNOVATION
rapidly
shorter

A

rapidly and consistently new
shorter product life cycle

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12
Q

THE INFORMATION AGE
source

A

important source of competitive advantage

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13
Q

DISRUPTIVE TECHNOLOGIES
destroy

A

destroy the value of existing technologies

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13
Q

STRATEGIC FLEXIBILITY
set of capabilities

A

set of capabilities used to respond for various demands and opportunities

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14
Q

INCREASING KNOWLEDGE INTENSITY
basis of
gained through

A

knowledge is basis of technology and its application
gained through experience, observation, and inference
intangible source

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15
Q

I/O MODEL OF ABOVE-AVERAGE RETURNS
explains external environment’s
find most attractive

A

explains external environment’s dominants influence on firm’s strategic actions
find most attractive industry in which to compete

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16
Q

RESOURCE-BASED MODEL OF ABOVE-AVEERAGE RETURNS
organization is collection

A

organization is collection of unique resources and capabilities

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17
Q

CAPABILITY
capacity for a set

A

capacity for a set of resources to perform a task in integrative manner

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18
Q

CORE COMPETENCIES
capabilities that serve

A

capabilities that serve as a sources of competitive advantage for a firm

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19
Q

VISION
VISION STATEMENT

A

picture of what the firm wants to be
short and concise

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20
Q

STAKEHOLDERS

A

individual, groups and organizations that can affect firm’s mission and vision

20
Q

CLASSIFICATION OF STAKEHOLDERS

A

Capital market stakeholders
Product market stakeholders
Organizational stakeholders

21
Q

Shareholders and the major suppliers of a firm’s capital

A

CAPITAL MARKET STAKEHOLDERS

22
Q

both expect a firm to preserve and enhance the wealth they have

A

SHAREHOLDERS AND LENDERS

23
Q

impose stricter covenants on subsequent borrowing of capital

A

DISSATISFIED LENDERS

23
Q

willing to sell their stock if the returns are not what they desire

A

INSTITUTIONAL INVESTORS

24
Q

MISSION
specified the business, intends to
strong

A

specified the business which the film intends to compete and the customers it intends to serve

strong sense of ethical standards

25
Q

hold a large share of stock

A

CLEARLY SHAREHOLDERS

25
Q

firm’s primary customer, suppliers, host communities and unions representing the workforce

A

PRODUCT MARKET STAKEHOLDERS

25
Q

all of firm’s employees, including both non-managerial and managerial personnel

A

ORGANIZATIONAL STAKEHOLDERS

25
Q

individuals and groups who have invested capital in a firm in the expectation of earning a positive return on investment.

A

SHAREHOLDERS

26
Q

people located in different areas and levels of the firm using strategic management process to select strategic actions

A

STRATEGIC LEADERS

26
Q

affects strategic leaders and their work.

A

ORGANIZATIONAL CULTURE

27
Q

composed of dimensions in the broader society that influence an industry.

A

GENERAL ENVIRONMENT

27
Q

SEVEN ENVIRONMENTAL SEGMENTS

A

Demographic
Economic
Political/legal
Sociocultural
Technological
Global
Sustainable Physical

27
Q

how companies gather and interpret information about their competitors.

A

COMPETITOR ANALYSIS

28
Q

identifying early signals of environmental changes and trends.

A

SCANNING

28
Q

set of factors that directly influences a firm and its competitive actions and responses

A

INDUSTRY ENVIRONMENT

29
Q

detecting meaning through ongoing observations of environmental changes and trends.

A

MONITORING

30
Q

developing projections of anticipated outcomes based on monitored changes and trends.

A

FORECASTING

30
Q

determining the timing and importance of environmental changes and trends for firms’ strategies and their management.

A

ASSESSING

30
Q

study of all segments in the general environment.

A

SCANNING

30
Q

condition in the general environment that helps a company reach strategic competitiveness.

A

OPPORTUNITY

30
Q

condition in the general environment that may hinder a company’s efforts to achieve strategic competitiveness.

A

THREAT

31
Q

designed for a volatile environment is inappropriate for a firm in stable environment.

A

SCANNING SYSTEM

31
Q

analysts observe environmental changes to see if an important trend is emerging from among those spotted through scanning.

A

MONITORING

32
Q

are particularly important when a firm competes in an industry with high technological uncertainty.

A

SCANNING AND MONITORING

33
Q

analysts develop feasible projections of what might happen, and how quickly, as a result of the events and trends detected through scanning and monitoring.

A

FORECASTING

33
Q
A
34
Q

determine the timing and significance of the effected of environmental changes and trends that have been identified.

A

ASSESSING

35
Q
A
36
Q
A
37
Q
A
37
Q
A

PASSED (5 decks)

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