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CBAC102 > Strategy Formulation: Corporate Strategy > Flashcards

Strategy Formulation: Corporate Strategy Flashcards

1
Q

to gain competitive advantage with an industry by working with other firms

A

Cooperative Strategies

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2
Q

Is the active cooperation of firms within an industry to reduce output and raise prices in order to get around the normal economic law of supply and demand.

A

Collusion

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3
Q

it grows by making its own supplies and/by distributing its own products.

A

Vertical Growth

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4
Q

seeking ownership or increased control of firm’s suppliers.

A

Backward Integration

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5
Q

gaining ownership or increased control over distributors or retailers.

A

Forward Integration

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6
Q

a firm internally makes 100% of its key supplies and completely control its distributors.

A

Full Integration

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7
Q

a firm internally produces less than half of its own requirements and buys the rest from outside suppliers.

A

Taper Integration (concurrent sourcing)

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8
Q

a company does not make any of its key supplies but purchases most of its requirements from outside suppliers that are under its partial control.

A

Quasi-Integration

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9
Q

are agreements between two firms to provide agreed upon goods and services to each other for a specified period of time.

A

Long Term Contracts

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10
Q

expanding its operations into other geographic locations and / or by increasing the range of products & services offered to current markets.

A

Horizontal Growth

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11
Q

shipping goods produced in the company’s home country to other countries for marketing.

A

Exporting

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12
Q

the licensing firm grants rights to another firm in the host country to produce and sell a product.

A

Licensing

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13
Q

the franchiser grants rights to another company to open a retail store using the franchiser’s name and operating system

A

Franchising

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14
Q

between a foreign corporation & a domestic company is the most popular strategy used to enter a new country.

A

Joint Ventures

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15
Q

purchasing another company.

A

Acquisition

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16
Q

happens when opportunities for growth depleted.

A

Diversification Strategies

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17
Q

2 BASIC DIVERSIFICATION STRATEGIES

A

Concentric Diversification
Conglomerate “”

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18
Q

by focusing on its distinctive competence & uses it for diversification.

A

Concentric Diversification

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19
Q

diversifying to an industry unrelated to its current one.

A

Conglomerate Diversification

20
Q

continuing its current activities without any significant change in direction.

A

Stability Strategies

21
Q

an opportunity to rest before continuing a growth or retrenchment strategy.

A

Pause/ proceed with caution strategy

22
Q

It is a decision to do nothing new.

A

No-change Strategy

23
Q

is a decision to do nothing new in a worsening situation but instead to act as though the company’s problems are only temporary.

A

Profit Strategy

24
Q

strategic decision of a company to downsize its operations, reduce costs, and focus on its core competencies to improve its overall performance.

A

Retrenchment Strategies

25
Q

4 retrenchment strategy

A
  • Turn Around Strategy
  • Captive Company Strategy
  • Sell out/Divestment Strategy
  • Bankruptcy/Liquidation Strategy
26
Q

improvement of operational efficiency

A

Turn Around Strategy

27
Q

Giving up independence

A

Captive Company Strategy

28
Q

Sell off a division with low growth potential

A

Sell Out/ Divestment Strategy

29
Q

is one of the areas of investment management that enable market participants to analyze and assess the performance of a portfolio intending to measure performance on a relative and absolute basis along with its associated risks.

A

Portfolio Analysis

30
Q

involves giving-up
the management of the firm to the courts in return for
some settlement of the corporation’s obligations.

A

Bankruptcy/ Liquidation Strategy

31
Q

top management views its
product lines & business units as a series of
investments from which it expresses a profitable return.

A

PORTFOLIO ANALYSIS

32
Q

it views a corporation in
terms of resources & capabilities that can be
used to build business unit value as well as generate
synergies across business units.

A

Corporate Parenting

33
Q

Business Strategies; 2 Generic Competitive Strategies by Michael Porters

A

Lower Cost Strategy
Differentiation Strategy

34
Q

is the ability of a company or a business unit to design, produce and market a
comparable product more efficiently than its competitors

A

Lower Cost Strategy

35
Q

is the ability of a company to provide unique and superior value to
the buyer in terms of product quality, special features or after sales service

A

Differentiation Strategy

36
Q

is a specific operating plan that details how a strategy is to be implemented in terms of when & where it is to
be put into action.

A

Tactics

37
Q

TACTICS USED TO IMPLEMENT COMPETITIVE STRATEGIES

A
  1. Timing Tactic
  2. Market Location Tactic
38
Q

first mover/pioneer that establish
a reputation as an industry leader.

A

Timing Tactic

39
Q

deals with where a company implements a strategy.

A

Market Location Tactics

40
Q

METHODS USED TO ATTACK COMPETITOR’S POSITION

A
  1. Frontal Assault
  2. Flacking Maneuver
  3. Bypass Attack
  4. Encirclement
  5. Guerilla Warfare
41
Q

the attacking firm goes head to head with its competitor.

A

Frontal Assault

42
Q

a firm may attack a part of the market
where the competitor is weak.

A

Flacking Maneuver

43
Q

this tactic attempts to cut the market out from under the established defender by offering a new type
of product that makes the competitor’s product unnecessary.

A

Bypass Attack

44
Q

it occurs as an attacking company or unit encircles the competitor’s position in terms of products or
market or bot

A

Encirclement

45
Q

It accepts small gains and avoid pushing the
establish competitor to the point that it must respond/else
lose face.

A

Guerilla Warfare

46
Q

is a long term cooperative
arrangement between two or more independent firms
or business units that engage in business activities for
mutual economic gain.

A

Strategic Alliances

CBAC102 (4 decks)

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