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International Corporate Strategy

Beschreibung

Quiz zum Kurs International Corporate Strategy Fragen 1-18: Part A Fragen 19-39: Part B Fragen 40-113 Part C
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Zusammenfassung der Ressource

Frage 1

Frage
Business-Level strategies tend to stress strategy as a...
Antworten
  • pattern
  • position
  • play

Frage 2

Frage
Business and corporate strategy are core elements of strategic management. In which parts splits strategic management on the conceptual level?
Antworten
  • Corporate Level and Business Level
  • Industry Level and Business Level
  • Product and Service Level

Frage 3

Frage
Business-Level strategies tend to stress strategy as a...
Antworten
  • pattern
  • position
  • play

Frage 4

Frage
At the corporate level and business level are a few strategic decisions to make that lead to an advantage and the end to success. What Strategic Decision do we mean?
Antworten
  • Portfolio Design
  • Diversification
  • Executing portfolio changes
  • Market positioning
  • Resource exploitation
  • Extrernal Analysis
  • SWOT Analysis
  • Determining strategic measures

Frage 5

Frage
The strategy implementation sees strategy as "plan". What are the 4 components that describe the "plan"?
Antworten
  • Developing structures and systems to support the strategy
  • Converting strategy into operational plans
  • Making people act according to the strategy
  • Controlling realisation
  • External Analysis / Internal Analysis
  • Strategic decision: Choose a set of strategic measures
  • Evaluation all strategic measures

Frage 6

Frage
Which advantages could be achieved after successful strategic decisions?
Antworten
  • Parenting advantage
  • Competitive advantage
  • Comparative advantage
  • Globalization Advantage

Frage 7

Frage
The dominant perspective is that strategy is a plan, developed and realized in a systematic way. What are the components of the process of strategic management?
Antworten
  • Strategic Analysis
  • Strategy formulation and strategic choice
  • Strategic implementation
  • Strategic decision
  • SWOT Analysis
  • Developing strategic decisions

Frage 8

Frage
Market- and resource-based view are core theoretical perspectives that guide strategic management. These two approaches are the theoretical explanations for high/superior performance.
Antworten
  • True
  • False

Frage 9

Frage
Market- and resource-based view are core theoretical perspectives that guide strategic management. These two approaches are the theoretical explanations for low performance.
Antworten
  • True
  • False

Frage 10

Frage
Describe the Market-Based View:
Antworten
  • Structure-Conduct Performance Paradigm as basis
  • Market power as lever to improve performance of diversified companies
  • Transfer of valuable resources and capabilities between business units (synergies) as basis
  • Synergy management as lever to improve performance of diversified companies

Frage 11

Frage
Describe the Resource-Based View:
Antworten
  • Transfer of valuable resources and capabilities between business units (synergies) as basis
  • Synergy management as lever to improve performance of diversified companies
  • Structure-Resource Performance Paradigm as lower basis
  • Market imperfection as a non central assumption

Frage 12

Frage
What led the shared value concept to this dominance in companies?
Antworten
  • Globalization
  • Institutional Investors
  • Economical reasons
  • Interests of stakeholders

Frage 13

Frage
What does the term "Strategy" mean (Munzberg)?
Antworten
  • Perspective
  • Position
  • Play
  • Pattern
  • Plan
  • Playboy
  • Primary lead
  • Priority

Frage 14

Frage
The shareholder value concept is still guiding strategic decisions. The perspective is that the firm exists as a coalition of groups acting in joint of interest.
Antworten
  • True
  • False

Frage 15

Frage
The shareholder value concept is still guiding strategic decisions. The perspective is that the firm exists to create wealth for its owners.
Antworten
  • True
  • False

Frage 16

Frage
The shareholder value concept is still guiding strategic decisions. The definition of the business success leads to maximizing the differential between the benefits and costs of all groups.
Antworten
  • True
  • False

Frage 17

Frage
The shareholder value concept is still guiding strategic decisions. The definition of the business success leads to maximizing the future discounted cash flows to owners.
Antworten
  • True
  • False

Frage 18

Frage
What are the players in the stakeholder value concept?
Antworten
  • Shareholder
  • Financier
  • Customer
  • Society
  • Government
  • Supplier

Frage 19

Frage
What are profitability figures for a firm in the financial statement?
Antworten
  • EBITA
  • EBIT
  • EBT
  • Depreciation
  • Cash Flow
  • Labor Costs

Frage 20

Frage
Determine the components of the triangle, which is the basis for all considerations around strategies in corporates.
Antworten
  • Operating Business
  • Investment
  • Financing
  • Equity
  • Capital stock

Frage 21

Frage
What are the components of the balance sheet?
Antworten
  • Fixed Assets (Intangible-, Tangible Fixes Asstes, Long Termn financial assets)
  • Current Assets ( Inventories, Receivables and other assets, Securities, Currencies)
  • Equity (Subscribed capital, Capital reserves, Revenue reserves, Retained Profits / Accumulated losses brought forward, Net Income)
  • Capital Stock (Provisions, Liabilities)
  • Equity (Provisions, Liabilities, Revenue reserves, Retained Profits / Accumulated losses brought forward, Net Income)
  • Current Assets ( Inventories, Capital reserves, Revenue reserves, Currencies)

Frage 22

Frage
The demand for capital can be seen by considering the capital commitment of finance current assets. At which stage of the production and storage of goods is the demand of capital important?
Antworten
  • Period of material storage
  • Production time
  • Period of finished Material storage
  • Deadline of debtors

Frage 23

Frage
In its core, financial planning aims at ensuring liquidity? What are the 3 Dimensions for liquidity reserves planning?
Antworten
  • Cash Flow Planning
  • Investment Planning
  • Financial Planning
  • Operational Planning
  • Equity and bonded Capital Planning

Frage 24

Frage
Firms can seek financing both internally and externally. What are the financing methods (internally)?
Antworten
  • Financing through reserved profits
  • Financing through accrued liabilities
  • Financing through depreciations
  • Financing through restructuring of assets
  • Financing through equity
  • Financing through debt

Frage 25

Frage
Operating profit and annual profit describes completely the company's value creation
Antworten
  • True
  • False

Frage 26

Frage
The operating income (EBIT) does not consider the financial expenses!
Antworten
  • True
  • False

Frage 27

Frage
The Net Income does not considers the cost of equity capital
Antworten
  • True
  • False

Frage 28

Frage
The EVA is an estimate of a firm's economic profit (profit earned by the firm less the cost of the financing the firms capital)
Antworten
  • True
  • False

Frage 29

Frage
How to calculate the EVA?
Antworten
  • (EBIT- Taxes)= NOPAT, (Capital Employed x WACC)= Capital Cost, NOPAT - Capital Cost= EVA
  • (EBIT- Capital Employed)= NOPAT, (Capital Employed x WACC)= Capital Cost, NOPAT - Capital Cost= EVA
  • (EBIT- Capital Employed)= NOPAT, (NOPAT x WACC)= Capital Cost, NOPAT - Capital Cost= EVA

Frage 30

Frage
How to calculate the ROCE (Return in Capital Employed)?
Antworten
  • EBIT / Capital Employed = ROCE
  • Capital Employed / EBT = ROCE
  • Capital Employed / EBITA = ROCE

Frage 31

Frage
What are drivers for the Operating Income (EBIT)? Profit Management!
Antworten
  • Product, Price
  • Process efficiency
  • Administrative costs
  • Balancing procedure
  • Cross Subsidization

Frage 32

Frage
What are drivers for the Taxes? Tax Management!
Antworten
  • Risk Management
  • Capital Structure
  • Product, Price
  • Balancing procedure
  • Cross- subsidization

Frage 33

Frage
What are drivers for the Operational Capital? Asset Management!
Antworten
  • Process efficiency
  • Administrative costs
  • Asset management
  • Down payments
  • Liquidity management

Frage 34

Frage
What are drivers for the WACC? Financial Management!
Antworten
  • Risk Management
  • Capital Structure
  • Financing
  • Balancing procedure
  • Asset Management

Frage 35

Frage
Financial ratios document the result of success - but not its causes!
Antworten
  • True
  • False

Frage 36

Frage
The Balance Scorecard tries to depict the cause-effect relationship for strategic company management. What are the main components of the BSC?
Antworten
  • Finance
  • Internal Business Processes
  • Learning & Growth
  • Customer
  • Vision & Strategy
  • Economics
  • Legal

Frage 37

Frage
Components of the Parts "Finance, Internal Business Processes, Learning & Growth, Customer" of the Balanced Scorecard:
Antworten
  • Objectives
  • Values measured
  • Performance Objectives
  • Initiatives
  • Legal
  • Risk Management
  • Risk Objectives

Frage 38

Frage
Components of the MECE Principle:
Antworten
  • Mutually
  • Exclusive
  • Collectively
  • Exhaustive
  • Employment
  • External
  • Migrating

Frage 39

Frage
A ratio system is always based on the definition of a value to be managed and its operationalization. What are the components of the process for developing the ratio system?
Antworten
  • Defining values to be managed
  • Developing Ratios
  • Collecting Data
  • Reporting and Analyzing
  • Determining Measures

Frage 40

Frage
A ratio system is always based on the definition of a value to be managed and its operationalization. What are the components of the process for developing the ratio system?
Antworten
  • Defining values to be managed
  • Developing Ratios
  • Collecting Data
  • Reporting and Analyzing
  • Determining Measures

Frage 41

Frage
What are the theoretical concepts of strategy?
Antworten
  • Market-Based View
  • Resource Based View
  • Game Theory

Frage 42

Frage
What are the components which describe market imperfection?
Antworten
  • Information asymetry
  • Specific resources
  • Opportunistic behavior
  • Sustained Performance
  • Market structure

Frage 43

Frage
The market-based view sees the competition and the conduct of companies as main driver of superior performance!
Antworten
  • True
  • False

Frage 44

Frage
How was the main representative of the market based view?
Antworten
  • Mason, Bain
  • Michael E. Porter
  • Brandenburger

Frage 45

Frage
Which components lead to "performance" in the market based view?
Antworten
  • Market structure
  • Conduct (Positioning)
  • Feedback for both stages
  • Market Competition
  • Diversification

Frage 46

Frage
The resource based view sees resources and capabilities as main driver of superior performance. What is the reasoning of the resource based-view?
Antworten
  • Resource/Capabilities
  • Conduct
  • Market Position
  • Performance

Frage 47

Frage
What kind of resources are meant in the resources-conduct paradigm?
Antworten
  • Tangible Resources
  • Intangible Resources
  • Capabilities

Frage 48

Frage
Strategy means: How can we create value for the company!
Antworten
  • True
  • False

Frage 49

Frage
A competitive advantage is created if a company's service to its customers is superior to that of its competitors. What are the components of the triangle?
Antworten
  • Customer
  • Competitors
  • Company
  • Collection
  • Compatitors

Frage 50

Frage
Competitive Advantage: What should the benefit of the customer should be?
Antworten
  • important
  • percieved
  • durable
  • constant
  • reachable

Frage 51

Frage
Porter introduced four generic positioning approaches to achieve a competitive advantage
Antworten
  • True
  • False

Frage 52

Frage
The Performance advantage: What is the goal of the company?
Antworten
  • Provide something unique that is valuable to buyers
  • Provide a product with lowest price
  • Become a cost leader in the industry

Frage 53

Frage
The Price advantage: What is the goal of the company?
Antworten
  • Provide a product with lowest price
  • Become the cost leader in the industry
  • Provide something unique that is valuable to buyers

Frage 54

Frage
What are the business strategies of porters generic positioning approach?
Antworten
  • Differentiation
  • Niche Strategy
  • Cost Leadership

Frage 55

Frage
The Niche Strategy depends on the size of the market and is derived from the differentiation and cost-leadership strategy
Antworten
  • True
  • False

Frage 56

Frage
Imagine your are one of the leading airlines in europe. A difficult financial time in your firm makes you think about the upcoming strategy route. Most of your opponents fly with lower costs but the same routes and have a bigger margin. What generic strategy would you propose to the management board of your airline to compete with your competitors?
Antworten
  • Differentiation
  • Niche strategy
  • Cost-Leadership

Frage 57

Frage
There are two main reasons for differing cost bases of competitors. Name them!
Antworten
  • Exploiting structural cost differences
  • Cost Management
  • Neglect cost drivers

Frage 58

Frage
Give some examples for "Exploiting structural cost differences":
Antworten
  • Experience curve effects
  • Economies of scale
  • Economies of scope
  • Economies of differentiation
  • Cost-Leadership

Frage 59

Frage
Cost management concentrates on experience curve effects and cost level!
Antworten
  • True
  • False

Frage 60

Frage
The experience curve os one of the most influential concepts in the history of strategic management. It says that, the units costs of a standard product declines by a....
Antworten
  • constant percentage of (20-30%) each time cumulative output doubles
  • unconstant percentage of (20-30%) each time cumulative output doubles
  • constant percentage of (20-30%) each time cumulative output tripples

Frage 61

Frage
Attractive returns can only be achieved in miserable positions and only businesses that can potentially achieve No. 4-5 positions should be supported!
Antworten
  • True
  • False

Frage 62

Frage
Give some examples for cost level and cost structure instruments:
Antworten
  • Zero Base Budgeting
  • Overhead value analysis
  • Activity Based Costing
  • Live Cycle Costing
  • Target Costing
  • Cost Benchmarking

Frage 63

Frage
Describe the customer company interaction model. What are the components of performance not the company side?
Antworten
  • Products
  • Processes
  • Services
  • Interaction/behavior
  • Perceived Performance
  • Loyalty
  • Satisfaction

Frage 64

Frage
Differentiation is the result of customer-company interaction. Describe the customer company interaction model. What are the components of differentiation not the customer side?
Antworten
  • Perceived performance
  • Satisfaction / Dissatisfaction
  • Loyalty / complaint, migration
  • Services
  • Processes
  • Products

Frage 65

Frage
Two simple questions can help to find sources of differentiation. 1) What creates customer Value 2) What creates uniquenes?
Antworten
  • True
  • False

Frage 66

Frage
The most important sources of differentiation are:
Antworten
  • Differentiation through "Quality"
  • Differentiation through "Time"
  • Differentiation through "Brand image"
  • Differentiation through "Customer Relation"
  • Differentiation through "Price"

Frage 67

Frage
Imagine you have axis system with percieved price (y-axis) and rel. price (x-axis). On the luft uper side you have "Differentiation", in right upper side you have "Outpacing", left bottom side "Monopoly position" and in the right bottom side you have the "Cost-leadership". Which position misses in the diagram?
Antworten
  • Niche Position
  • Stuck in the middle
  • Growth posistion

Frage 68

Frage
Imagine you have axis system with perceived price (y-axis) and rel. price (x-axis). On the left upper side you have "Differentiation", in right upper side you have "Outpacing", left bottom side "Monopoly position" and in the right bottom side you have the "Cost-leadership" as well as the stuck in the middle position. What action drives the position from costleader to outpacing?
Antworten
  • Constantly upgrading product portfolio
  • Controlling and managing cost drivers
  • Adding lower price products
  • Use low-price position to build value for money image
  • Invest in brand to create differentiation

Frage 69

Frage
Imagine you have axis system with perceived price (y-axis) and rel. price (x-axis). On the left upper side you have "Differentiation", in right upper side you have "Outpacing", left bottom side "Monopoly position" and in the right bottom side you have the "Cost-leadership" as well as the stuck in the middle position. What action drives the position from differentiation to outpacing?
Antworten
  • Adding lower price products
  • Controll and manage differentiation drivers
  • Constantly upgrading product portfolio
  • Use product differentiation to gain market share / increase volume
  • Exploit economies of scale to reduce cost

Frage 70

Frage
Imagine you have axis system with perceived price (y-axis) and rel. price (x-axis). On the left upper side you have "Differentiation", in right upper side you have "Outpacing", left bottom side "Monopoly position" and in the right bottom side you have the "Cost-leadership" as well as the stuck in the middle position. What action drives the position from stuck in the middle to costleader? It is nearly impossible!
Antworten
  • True
  • False

Frage 71

Frage
There are problems generic problems within a group of companies. Name them! (Example of Thomas Cook and Lufthansa with Aldiana and German Wings as well as Lufthansa and Neckermann)
Antworten
  • Cannibalization effects
  • Customer expects the same service but gets two different service lvels
  • Customers can not make a connection between both brands

Frage 72

Frage
Remember: What are the components of the strategic management process?
Antworten
  • Strategy analysis (External Analysis and Internal Analysis, SWOT)
  • Strategy Formulation and strategic choice (Strategy options, Evaluation, Objectives and Strategy decision, Choose a Strategy option
  • Strategy as a plan ( Dev. structures and systems to support the strategy, Converting strategy into operational plans, Making people act according to the strategy, Controlling realisation)
  • Strategy as a plan ( Dev. structures to support the plan, Converting strategy into operational plans, Making people act according to the strategy, Controlling realisation)
  • Strategy Formulation and strategic choice (Strategy options, Evaluation, Strategy decision, Choose a win option)

Frage 73

Frage
Strategy formulation is based on extensive and intensive analysis. On of the instruments is the SWOT analysis which brings the extensive and intensive view together!
Antworten
  • True
  • False

Frage 74

Frage
Firms experience impacts from their enviroment. What are the macro components?
Antworten
  • Legal and political enviroment
  • Economic enviroment
  • Technological enviroment
  • Social enviroment
  • Natural enviroment
  • Socio-cultural enviroment
  • Customer enviroment

Frage 75

Frage
What are the components of the industry enviroment?
Antworten
  • Customers
  • Company
  • Competitors

Frage 76

Frage
The Remote/Macro environment affects all companies in the same way.
Antworten
  • True
  • False

Frage 77

Frage
The Industry environment is composed of a set of forces that directly shape competition
Antworten
  • True
  • False

Frage 78

Frage
The industry environment can partly be shaped by firms; the macro environment can easily be influenced!
Antworten
  • True
  • False

Frage 79

Frage
In the Case of Samsung: What are macro facts which influence a company like Samsung?
Antworten
  • Global GDP enviroment
  • Samsungs national environment
  • Political environment
  • Technological environment

Frage 80

Frage
Porters five forces framework helps to understand industry attractiveness. The model also gives you the risks and attractiveness for an industry. What are the components of the framework?
Antworten
  • Potential entrants
  • Buyers
  • Consumers
  • Industry competition
  • Suppliers
  • Substitutes

Frage 81

Frage
Determines of the five forces: Potential entrants!
Antworten
  • Entry barriers (capital requirements, Access to distribution)
  • Expected retaliation
  • Forward integration
  • Switching costs

Frage 82

Frage
Determines of the five forces: Buyers!
Antworten
  • Negation levers (concentration, Buying volume, Differentiation, Switching cost)
  • Price sensitivity / Relevance of quality
  • Concentration

Frage 83

Frage
Determines of the five forces: Substitutes!
Antworten
  • Attractiveness of price-performance relationship
  • Switching Cost
  • Product differentiation
  • Negotian levers

Frage 84

Frage
Determines of the five forces: Substitutes!
Antworten
  • Attractiveness of price-performance relationship
  • Switching Cost
  • Product differentiation
  • Negotian levers

Frage 85

Frage
Determines of the five forces: Suppliers!
Antworten
  • Concentration
  • Dependence on industry
  • Product differentiation
  • Switching cost
  • Availability of alternative inputs
  • Foward integration

Frage 86

Frage
Determines of the five forces: Industry competition
Antworten
  • Intensity of competition (Growth, Differentiation)
  • Dimensions of competition
  • Entry Barriers
  • Forward integration

Frage 87

Frage
A Fit between business system and competitive positioning is an important prerequisite for success. Business systems have different type of business strategies they want to achive.
Antworten
  • True
  • False

Frage 88

Frage
Just try to remeber the missing words!
Image:
Ohne_Titel (image/jpg)
Antworten
  • True
  • False

Frage 89

Frage
The Porter Value Chain refines the business system analysis. What are the components of the Value Chain
Antworten
  • Firms infrastructrue
  • Human Resources Management
  • Technology Development
  • Strategy Development
  • Inbound and Outbound Logistics
  • Operations
  • Marketing & Sales
  • Service

Frage 90

Frage
Resource and capabilities create the distinctive competencies of the firm = Core Competencies. What are core competencies?
Antworten
  • Rare
  • Defendable
  • Difficult / Impossible to imitate / Substitute
  • Not transferable
  • Valuable (Revenues, cost, customers for free)

Frage 91

Frage
It is necessary to add a dynamic dimension to the discussion of competitive advantage. What are the reasons for the eroding CA?
Antworten
  • Customers change or mobility
  • External changes (values, regulation)
  • Loss of resources / capabilities slack
  • Imitation Innovation / substitution
  • Avoiding slack / sustained inefficiencies

Frage 92

Frage
Growing volatility and complexity create a new challenge for strategic planning. What are the uncertainty drivers in planning situations?
Antworten
  • Complexity
  • Volatility
  • Growth Dynamics
  • Planning uncertainty
  • Undefined goals

Frage 93

Frage
What re the Key Challenges for planning situations?
Antworten
  • Combination of internal and external view on planning
  • Multiple possible futures need to be considered
  • Simplicity and speed
  • Flexibility concerning planning horizon

Frage 94

Frage
Scenario Planning is useful as a tool for modern strategic planning. Scenario Planning tries to build a plausible views of different possible futures by grouping key environmental influences. Result is a limited 1)______________, but different scenarios. The point is not to predict which outcome will occur, but a) to challenge 2) ____________about environment b) to test the sensitive of possible strategies and develope options how success can be ensured for every scenario.
Antworten
  • 1)number of logically consistent
  • 1)number of logically inconsistent
  • 2)management's assumptions
  • 2) employees assumptions

Frage 95

Frage
The HHL Roland Berger scenario development process: Six Steps and Six tools. What are the 6 components of the Process?
Antworten
  • Definition of the scope
  • Perception Analysis
  • Trend and Uncertainty Analysis
  • Scenario Building
  • Strategy Definition
  • Monitoring
  • Time horizon analysis
  • Definition of Stakeholder
  • Strategic level of analysis

Frage 96

Frage
Toolset of the HHL SDP: Name the Tool of "Definition of the scope"
Antworten
  • Framing Checklist
  • 360 Degreee Stakeholder feedback
  • Strategy manual

Frage 97

Frage
Toolset of the HHL SDP: Name the Tool of "Perception Analysis"
Antworten
  • Strategy manual
  • Scenario cockpit
  • 360 Degree Stakeholder Analysis

Frage 98

Frage
Toolset of the HHL SDP: Name the Tool of "Trend and Uncertainty Analysis"
Antworten
  • Framing Checklist
  • Scenario Cockpit
  • Impact / uncertainty analysis

Frage 99

Frage
Toolset of the HHL SDP: Name the Tool of "Scneario Building"
Antworten
  • Framing Checklist
  • Strategy manual
  • Scenario Matrix

Frage 100

Frage
Toolset of the HHL SDP: Name the Tool of "Strategy Definition"
Antworten
  • Strategy Manual
  • Scenario Cockpit
  • Framing Checklist

Frage 101

Frage
Toolset of the HHL SDP: Name the Tool of "Monitoring"
Antworten
  • Scenario Cockpit
  • Strategy Manual
  • Scenario Matrix

Frage 102

Frage
The Framing Checklist allows to define the scope of the strategy project comprehensively.
Antworten
  • True
  • False

Frage 103

Frage
The Framing List has 5 components. The "Goal of the scenario project", "Strategic level of Analysis", "Definition of Stakeholder", "Participants" and "Time Horizon"
Antworten
  • True
  • False

Frage 104

Frage
The 360 Degree Stakeholder identifies blind spots, weak signals and general influence factors. What are the components of the Process?
Antworten
  • First Questionnaire
  • Second Questionnaire
  • Data Analysis

Frage 105

Frage
"Weak" Signals are developments that managers do not perceive!
Antworten
  • True
  • False

Frage 106

Frage
The Impact/ Uncertainty Grid helps to separate trends from uncertainties and allows to identify key uncertainties. Which zone-components are in the grid?
Antworten
  • Predetermined Elements / Trends
  • Secondary Elements
  • Primary Elements
  • Critical Uncertainties
  • Uncritical Certainties

Frage 107

Frage
The Axis of the Impact/ Unvertainty Grid are namend: Potential Impact (Y-Axe) and....
Antworten
  • Uncertainty (Y-Axe)
  • Certainty (Y-Axe)

Frage 108

Frage
The Scenario Matrix provides the basic framework for the detailed scenario development process. The first step is to group the critical uncertainties in groups of "Core Uncertainty 1-2". After grouping, place the core uncertainties 1 and 2 as axes of the scenario matrix. In the Scenario Matrix a the Scenarios A till D placed as fields.
Antworten
  • True
  • False

Frage 109

Frage
The scenario dimensions help in defining the strategy corridor as well as strategy actions. The Strategy corridor is one of the parts of the strategy manual. What are the important components that lead to the scenario dimensions at the end?
Antworten
  • Trend 1-...
  • Uncertainty 1-...
  • Timeline from Today till....

Frage 110

Frage
The result of the Strategy Manual is a core strategy supported by several strategy options. There is only one right strategy without any options concerned.
Antworten
  • True
  • False

Frage 111

Frage
The Scenario Cockpit constantly benchmarks reakl-life indicators against the assumptions made in the scenarios. The structured scanning approach includes....
Antworten
  • Key Quantitive Data
  • Key Qualitative Data
  • Strategy Adjustment Data
  • KPI's

Frage 112

Frage
The Monitoring Cockpit is a matrix with the KPI (A to ...) and Scenario A to .....
Antworten
  • True
  • False

Frage 113

Frage
Scenario Planning possesses many positive attributes that enhance strategic decision making. What are the characteristics of the Scenario Method
Antworten
  • Development of multiple Scenarios
  • Integration of external perspectives
  • Facilitation of Strategic Thinking
  • Feedback through Group Process

Frage 114

Frage
Multibusiness firms are composed of two or more businesses.
Antworten
  • True
  • False

Frage 115

Frage
The degree of diversification characterizes strategy options at corporate level. What are the types of diversification?
Antworten
  • Focused diversification
  • Relational diversification (horizontal + vertical)
  • Conglomerate diversification

Frage 116

Frage
The Relationship of businesses at a conglomerate diversification is heterogenous with many businesses. What is the basis of the strategy?
Antworten
  • Identify business opportunities and share risks
  • Transfer and use common resources and capabilities
  • Exploit economies of scale and experience

Frage 117

Frage
The Relationship of businesses at a relational diversification (horizontal or vertical) is heterogenous/homogenous with a lot of businesses (3-8). What is the basis of the strategy?
Antworten
  • Identify business opportunities and share risks
  • Transfer and use common resources and capabilities
  • Exploit economies of scale and experience

Frage 118

Frage
The Relationship of businesses at a focused diversification is homogenous with one to three businesses. What is the basis of the strategy?
Antworten
  • Transfer and use common resources and capabilities
  • Identify business opportunities and share risks
  • Exploit economies of scale and experience

Frage 119

Frage
Companies with low market value limit their strategic options. If the share price of a firm is very low, it limits the access to capital, limits the investment and the erosion of the competitive position which lowers and the end also the profit. With a low competitive position also the investment option/need.
Antworten
  • True
  • False

Frage 120

Frage
The Concept of parenting advantage provides the guideline for shareholder value creation at corporate level. What are the prerequisites for parenting advantage?
Antworten
  • All Businesses must have a positive value
  • The whole must be more than the sum of its parts
  • The value contribution of the parent must exceed the best alternative parents contribution to each business

Frage 121

Frage
There are two ways to create shareholder value.
Antworten
  • Maximize value contribution of parent
  • Maximize business value (stand alone)
  • Maximize the difference between the cost and the benefit of all joint groups

Frage 122

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If your goal is to maximize the value contribution of parent then you have to.....
Antworten
  • ...design the cop orate portfolio of businesses
  • ...manage businesss and influence single businesses as well as relating businesses

Frage 123

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Focus of strategy making is to achieve advantages in competition. Parenting versus competitive advantage. The cause of the advantage in the parenting advantage is...
Antworten
  • ..Better management at the business level leading to serving customers (better and cheaper)
  • ..Better management at the cop orate level leading to (a exploitation of cross business relationships and b) positive influence on single businesses)

Frage 124

Frage
Focus of strategy making is to achieve advantages in competition. Parenting versus competitive advantage. The standard of comparison in the parenting advantage is...
Antworten
  • ....Other companies operating as suppliers of same/ similar product's ("do we serve customers in a superior way?")
  • ...Other companies as potential owner of businesses a firm owns ("do we contribute value to our businesses in a superior way?")

Frage 125

Frage
Why do multi-business firms exist? Multi business firms can, under certain circumstances, be economically more efficient/ successful than single-business firms because of the transaction cost and because of specialized resources and market failures.
Antworten
  • True
  • False

Frage 126

Frage
Why do multi-business firms exist? Managers are motivated to create multi business firms even if they are not economically justified because managers are not motivated to decrease the size of there firms (theory of managerialism) and because managers in general act according to their own personal goals (principal agent theory)
Antworten
  • True
  • False

Frage 127

Frage
Corporate strategy is about developing a plan for the company ans "selling the story" to the shareholders. What are the components of the process of cop orate strategy?
Antworten
  • Goal setting
  • Strategy Analysis
  • Strategy development
  • Strategy formulation and choice
  • Strategy implementation
  • Strategy definition

Frage 128

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What is the content of goal setting in the corporate strategy process?
Antworten
  • Setting a vision
  • Defining a mission
  • Defining a strategy
  • Determining industry level strategy
  • Business segmentation
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