International Corporate Strategy

Question 1 of 128

1

Business-Level strategies tend to stress strategy as a...

Select one of the following:

pattern
position
play

Explanation

Question 2 of 128

1

Business and corporate strategy are core elements of strategic management. In which parts splits strategic management on the conceptual level?

Select one of the following:

Corporate Level and Business Level
Industry Level and Business Level
Product and Service Level

Explanation

Question 3 of 128

1

Business-Level strategies tend to stress strategy as a...

Select one of the following:

pattern
position
play

Explanation

Question 4 of 128

1

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?

Select one or more of the following:

Portfolio Design
Diversification
Executing portfolio changes
Market positioning
Resource exploitation
Extrernal Analysis
SWOT Analysis
Determining strategic measures

Explanation

Question 5 of 128

1

The strategy implementation sees strategy as "plan". What are the 4 components that describe the "plan"?

Select one or more of the following:

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

Explanation

Question 6 of 128

1

Which advantages could be achieved after successful strategic decisions?

Select one or more of the following:

Parenting advantage
Competitive advantage
Comparative advantage
Globalization Advantage

Explanation

Question 7 of 128

1

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?

Select one or more of the following:

Strategic Analysis
Strategy formulation and strategic choice
Strategic implementation
Strategic decision
SWOT Analysis
Developing strategic decisions

Explanation

Question 8 of 128

1

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

Select one of the following:

True
False

Explanation

Question 9 of 128

1

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

Select one of the following:

True
False

Explanation

Question 10 of 128

1

Describe the Market-Based View:

Select one or more of the following:

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

Explanation

Question 11 of 128

1

Describe the Resource-Based View:

Select one or more of the following:

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

Explanation

Question 12 of 128

1

What led the shared value concept to this dominance in companies?

Select one or more of the following:

Globalization
Institutional Investors
Economical reasons
Interests of stakeholders

Explanation

Question 13 of 128

1

What does the term "Strategy" mean (Munzberg)?

Select one or more of the following:

Perspective
Position
Play
Pattern
Plan
Playboy
Primary lead
Priority

Explanation

Question 14 of 128

1

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.

Select one of the following:

True
False

Explanation

Question 15 of 128

1

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

Select one of the following:

True
False

Explanation

Question 16 of 128

1

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.

Select one of the following:

True
False

Explanation

Question 17 of 128

1

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.

Select one of the following:

True
False

Explanation

Question 18 of 128

1

What are the players in the stakeholder value concept?

Select one or more of the following:

Shareholder
Financier
Customer
Society
Government
Supplier

Explanation

Question 19 of 128

1

What are profitability figures for a firm in the financial statement?

Select one or more of the following:

EBITA
EBIT
EBT
Depreciation
Cash Flow
Labor Costs

Explanation

Question 20 of 128

1

Determine the components of the triangle, which is the basis for all considerations around strategies in corporates.

Select one or more of the following:

Operating Business
Investment
Financing
Equity
Capital stock

Explanation

Question 21 of 128

1

What are the components of the balance sheet?

Select one or more of the following:

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)

Explanation

Question 22 of 128

1

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?

Select one or more of the following:

Period of material storage
Production time
Period of finished Material storage
Deadline of debtors

Explanation

Question 23 of 128

1

In its core, financial planning aims at ensuring liquidity? What are the 3 Dimensions for liquidity reserves planning?

Select one or more of the following:

Cash Flow Planning
Investment Planning
Financial Planning
Operational Planning
Equity and bonded Capital Planning

Explanation

Question 24 of 128

1

Firms can seek financing both internally and externally. What are the financing methods (internally)?

Select one or more of the following:

Financing through reserved profits
Financing through accrued liabilities
Financing through depreciations
Financing through restructuring of assets
Financing through equity
Financing through debt

Explanation

Question 25 of 128

1

Operating profit and annual profit describes completely the company's value creation

Select one of the following:

True
False

Explanation

Question 26 of 128

1

The operating income (EBIT) does not consider the financial expenses!

Select one of the following:

True
False

Explanation

Question 27 of 128

1

The Net Income does not considers the cost of equity capital

Select one of the following:

True
False

Explanation

Question 28 of 128

1

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)

Select one of the following:

True
False

Explanation

Question 29 of 128

1

How to calculate the EVA?

Select one of the following:

(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

Explanation

Question 30 of 128

1

How to calculate the ROCE (Return in Capital Employed)?

Select one of the following:

EBIT / Capital Employed = ROCE
Capital Employed / EBT = ROCE
Capital Employed / EBITA = ROCE

Explanation

Question 31 of 128

1

What are drivers for the Operating Income (EBIT)? Profit Management!

Select one or more of the following:

Product, Price
Process efficiency
Administrative costs
Balancing procedure
Cross Subsidization

Explanation

Question 32 of 128

1

What are drivers for the Taxes? Tax Management!

Select one or more of the following:

Risk Management
Capital Structure
Product, Price
Balancing procedure
Cross- subsidization

Explanation

Question 33 of 128

1

What are drivers for the Operational Capital? Asset Management!

Select one or more of the following:

Process efficiency
Administrative costs
Asset management
Down payments
Liquidity management

Explanation

Question 34 of 128

1

What are drivers for the WACC? Financial Management!

Select one or more of the following:

Risk Management
Capital Structure
Financing
Balancing procedure
Asset Management

Explanation

Question 35 of 128

1

Financial ratios document the result of success - but not its causes!

Select one of the following:

True
False

Explanation

Question 36 of 128

1

The Balance Scorecard tries to depict the cause-effect relationship for strategic company management. What are the main components of the BSC?

Select one or more of the following:

Finance
Internal Business Processes
Learning & Growth
Customer
Vision & Strategy
Economics
Legal

Explanation

Question 37 of 128

1

Components of the Parts "Finance, Internal Business Processes, Learning & Growth, Customer" of the Balanced Scorecard:

Select one or more of the following:

Objectives
Values measured
Performance Objectives
Initiatives
Legal
Risk Management
Risk Objectives

Explanation

Question 38 of 128

1

Components of the MECE Principle:

Select one or more of the following:

Mutually
Exclusive
Collectively
Exhaustive
Employment
External
Migrating

Explanation

Question 39 of 128

1

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?

Select one or more of the following:

Defining values to be managed
Developing Ratios
Collecting Data
Reporting and Analyzing
Determining Measures

Explanation

Question 40 of 128

1

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?

Select one or more of the following:

Defining values to be managed
Developing Ratios
Collecting Data
Reporting and Analyzing
Determining Measures

Explanation

Question 41 of 128

1

What are the theoretical concepts of strategy?

Select one or more of the following:

Market-Based View
Resource Based View
Game Theory

Explanation

Question 42 of 128

1

What are the components which describe market imperfection?

Select one or more of the following:

Information asymetry
Specific resources
Opportunistic behavior
Sustained Performance
Market structure

Explanation

Question 43 of 128

1

The market-based view sees the competition and the conduct of companies as main driver of superior performance!

Select one of the following:

True
False

Explanation

Question 44 of 128

1

How was the main representative of the market based view?

Select one or more of the following:

Mason, Bain
Michael E. Porter
Brandenburger

Explanation

Question 45 of 128

1

Which components lead to "performance" in the market based view?

Select one or more of the following:

Market structure
Conduct (Positioning)
Feedback for both stages
Market Competition
Diversification

Explanation

Question 46 of 128

1

The resource based view sees resources and capabilities as main driver of superior performance. What is the reasoning of the resource based-view?

Select one or more of the following:

Resource/Capabilities
Conduct
Market Position
Performance

Explanation

Question 47 of 128

1

What kind of resources are meant in the resources-conduct paradigm?

Select one or more of the following:

Tangible Resources
Intangible Resources
Capabilities

Explanation

Question 48 of 128

1

Strategy means: How can we create value for the company!

Select one of the following:

True
False

Explanation

Question 49 of 128

1

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?

Select one or more of the following:

Customer
Competitors
Company
Collection
Compatitors

Explanation

Question 50 of 128

1

Competitive Advantage: What should the benefit of the customer should be?

Select one or more of the following:

important
percieved
durable
constant
reachable

Explanation

Question 51 of 128

1

Porter introduced four generic positioning approaches to achieve a competitive advantage

Select one of the following:

True
False

Explanation

Question 52 of 128

1

The Performance advantage: What is the goal of the company?

Select one or more of the following:

Provide something unique that is valuable to buyers
Provide a product with lowest price
Become a cost leader in the industry

Explanation

Question 53 of 128

1

The Price advantage: What is the goal of the company?

Select one or more of the following:

Provide a product with lowest price
Become the cost leader in the industry
Provide something unique that is valuable to buyers

Explanation

Question 54 of 128

1

What are the business strategies of porters generic positioning approach?

Select one or more of the following:

Differentiation
Niche Strategy
Cost Leadership

Explanation

Question 55 of 128

1

The Niche Strategy depends on the size of the market and is derived from the differentiation and cost-leadership strategy

Select one of the following:

True
False

Explanation

Question 56 of 128

1

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?

Select one or more of the following:

Differentiation
Niche strategy
Cost-Leadership

Explanation

Question 57 of 128

1

There are two main reasons for differing cost bases of competitors. Name them!

Select one or more of the following:

Exploiting structural cost differences
Cost Management
Neglect cost drivers

Explanation

Question 58 of 128

1

Give some examples for "Exploiting structural cost differences":

Select one or more of the following:

Experience curve effects
Economies of scale
Economies of scope
Economies of differentiation
Cost-Leadership

Explanation

Question 59 of 128

1

Cost management concentrates on experience curve effects and cost level!

Select one of the following:

True
False

Explanation

Question 60 of 128

1

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....

Select one or more of the following:

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

Explanation

Question 61 of 128

1

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

Select one of the following:

True
False

Explanation

Question 62 of 128

1

Give some examples for cost level and cost structure instruments:

Select one or more of the following:

Zero Base Budgeting
Overhead value analysis
Activity Based Costing
Live Cycle Costing
Target Costing
Cost Benchmarking

Explanation

Question 63 of 128

1

Describe the customer company interaction model. What are the components of performance not the company side?

Select one or more of the following:

Products
Processes
Services
Interaction/behavior
Perceived Performance
Loyalty
Satisfaction

Explanation

Question 64 of 128

1

Differentiation is the result of customer-company interaction. Describe the customer company interaction model. What are the components of differentiation not the customer side?

Select one or more of the following:

Perceived performance
Satisfaction / Dissatisfaction
Loyalty / complaint, migration
Services
Processes
Products

Explanation

Question 65 of 128

1

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

Select one of the following:

True
False

Explanation

Question 66 of 128

1

The most important sources of differentiation are:

Select one or more of the following:

Differentiation through "Quality"
Differentiation through "Time"
Differentiation through "Brand image"
Differentiation through "Customer Relation"
Differentiation through "Price"

Explanation

Question 67 of 128

1

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?

Select one or more of the following:

Niche Position
Stuck in the middle
Growth posistion

Explanation

Question 68 of 128

1

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?

Select one or more of the following:

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

Explanation

Question 69 of 128

1

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?

Select one or more of the following:

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

Explanation

Question 70 of 128

1

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!

Select one of the following:

True
False

Explanation

Question 71 of 128

1

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)

Select one or more of the following:

Cannibalization effects
Customer expects the same service but gets two different service lvels
Customers can not make a connection between both brands

Explanation

Question 72 of 128

1

Remember: What are the components of the strategic management process?

Select one or more of the following:

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)

Explanation

Question 73 of 128

1

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!

Select one of the following:

True
False

Explanation

Question 74 of 128

1

Firms experience impacts from their enviroment. What are the macro components?

Select one or more of the following:

Legal and political enviroment
Economic enviroment
Technological enviroment
Social enviroment
Natural enviroment
Socio-cultural enviroment
Customer enviroment

Explanation

Question 75 of 128

1

What are the components of the industry enviroment?

Select one or more of the following:

Customers
Company
Competitors

Explanation

Question 76 of 128

1

The Remote/Macro environment affects all companies in the same way.

Select one of the following:

True
False

Explanation

Question 77 of 128

1

The Industry environment is composed of a set of forces that directly shape competition

Select one of the following:

True
False

Explanation

Question 78 of 128

1

The industry environment can partly be shaped by firms; the macro environment can easily be influenced!

Select one of the following:

True
False

Explanation

Question 79 of 128

1

In the Case of Samsung: What are macro facts which influence a company like Samsung?

Select one or more of the following:

Global GDP enviroment
Samsungs national environment
Political environment
Technological environment

Explanation

Question 80 of 128

1

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?

Select one or more of the following:

Potential entrants
Buyers
Consumers
Industry competition
Suppliers
Substitutes

Explanation

Question 81 of 128

1

Determines of the five forces: Potential entrants!

Select one or more of the following:

Entry barriers (capital requirements, Access to distribution)
Expected retaliation
Forward integration
Switching costs

Explanation

Question 82 of 128

1

Determines of the five forces: Buyers!

Select one or more of the following:

Negation levers (concentration, Buying volume, Differentiation, Switching cost)
Price sensitivity / Relevance of quality
Concentration

Explanation

Question 83 of 128

1

Determines of the five forces: Substitutes!

Select one or more of the following:

Attractiveness of price-performance relationship
Switching Cost
Product differentiation
Negotian levers

Explanation

Question 84 of 128

1

Determines of the five forces: Substitutes!

Select one or more of the following:

Attractiveness of price-performance relationship
Switching Cost
Product differentiation
Negotian levers

Explanation

Question 85 of 128

1

Determines of the five forces: Suppliers!

Select one or more of the following:

Concentration
Dependence on industry
Product differentiation
Switching cost
Availability of alternative inputs
Foward integration

Explanation

Question 86 of 128

1

Determines of the five forces: Industry competition

Select one or more of the following:

Intensity of competition (Growth, Differentiation)
Dimensions of competition
Entry Barriers
Forward integration

Explanation

Question 87 of 128

1

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.

Select one of the following:

True
False

Explanation

Question 88 of 128

1

Just try to remeber the missing words!

Select one of the following:

True
False

Explanation

Question 89 of 128

1

The Porter Value Chain refines the business system analysis. What are the components of the Value Chain

Select one or more of the following:

Firms infrastructrue
Human Resources Management
Technology Development
Strategy Development
Inbound and Outbound Logistics
Operations
Marketing & Sales
Service

Explanation

Question 90 of 128

1

Resource and capabilities create the distinctive competencies of the firm = Core Competencies. What are core competencies?

Select one or more of the following:

Rare
Defendable
Difficult / Impossible to imitate / Substitute
Not transferable
Valuable (Revenues, cost, customers for free)

Explanation

Question 91 of 128

1

It is necessary to add a dynamic dimension to the discussion of competitive advantage. What are the reasons for the eroding CA?

Select one or more of the following:

Customers change or mobility
External changes (values, regulation)
Loss of resources / capabilities slack
Imitation Innovation / substitution
Avoiding slack / sustained inefficiencies

Explanation

Question 92 of 128

1

Growing volatility and complexity create a new challenge for strategic planning. What are the uncertainty drivers in planning situations?

Select one or more of the following:

Complexity
Volatility
Growth Dynamics
Planning uncertainty
Undefined goals

Explanation

Question 93 of 128

1

What re the Key Challenges for planning situations?

Select one or more of the following:

Combination of internal and external view on planning
Multiple possible futures need to be considered
Simplicity and speed
Flexibility concerning planning horizon

Explanation

Question 94 of 128

1

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.

Select one or more of the following:

1)number of logically consistent
1)number of logically inconsistent
2)management's assumptions
2) employees assumptions

Explanation

Question 95 of 128

1

The HHL Roland Berger scenario development process: Six Steps and Six tools. What are the 6 components of the Process?

Select one or more of the following:

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

Explanation

Question 96 of 128

1

Toolset of the HHL SDP: Name the Tool of "Definition of the scope"

Select one or more of the following:

Framing Checklist
360 Degreee Stakeholder feedback
Strategy manual

Explanation

Question 97 of 128

1

Toolset of the HHL SDP: Name the Tool of "Perception Analysis"

Select one or more of the following:

Strategy manual
Scenario cockpit
360 Degree Stakeholder Analysis

Explanation

Question 98 of 128

1

Toolset of the HHL SDP: Name the Tool of "Trend and Uncertainty Analysis"

Select one or more of the following:

Framing Checklist
Scenario Cockpit
Impact / uncertainty analysis

Explanation

Question 99 of 128

1

Toolset of the HHL SDP: Name the Tool of "Scneario Building"

Select one or more of the following:

Framing Checklist
Strategy manual
Scenario Matrix

Explanation

Question 100 of 128

1

Toolset of the HHL SDP: Name the Tool of "Strategy Definition"

Select one or more of the following:

Strategy Manual
Scenario Cockpit
Framing Checklist

Explanation

Question 101 of 128

1

Toolset of the HHL SDP: Name the Tool of "Monitoring"

Select one or more of the following:

Scenario Cockpit
Strategy Manual
Scenario Matrix

Explanation

Question 102 of 128

1

The Framing Checklist allows to define the scope of the strategy project comprehensively.

Select one of the following:

True
False

Explanation

Question 103 of 128

1

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

Select one of the following:

True
False

Explanation

Question 104 of 128

1

The 360 Degree Stakeholder identifies blind spots, weak signals and general influence factors. What are the components of the Process?

Select one or more of the following:

First Questionnaire
Second Questionnaire
Data Analysis

Explanation

Question 105 of 128

1

"Weak" Signals are developments that managers do not perceive!

Select one of the following:

True
False

Explanation

Question 106 of 128

1

The Impact/ Uncertainty Grid helps to separate trends from uncertainties and allows to identify key uncertainties. Which zone-components are in the grid?

Select one or more of the following:

Predetermined Elements / Trends
Secondary Elements
Primary Elements
Critical Uncertainties
Uncritical Certainties

Explanation

Question 107 of 128

1

The Axis of the Impact/ Unvertainty Grid are namend: Potential Impact (Y-Axe) and....

Select one or more of the following:

Uncertainty (Y-Axe)
Certainty (Y-Axe)

Explanation

Question 108 of 128

1

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.

Select one of the following:

True
False

Explanation

Question 109 of 128

1

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?

Select one or more of the following:

Trend 1-...
Uncertainty 1-...
Timeline from Today till....

Explanation

Question 110 of 128

1

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.

Select one of the following:

True
False

Explanation

Question 111 of 128

1

The Scenario Cockpit constantly benchmarks reakl-life indicators against the assumptions made in the scenarios. The structured scanning approach includes....

Select one or more of the following:

Key Quantitive Data
Key Qualitative Data
Strategy Adjustment Data
KPI's

Explanation

Question 112 of 128

1

The Monitoring Cockpit is a matrix with the KPI (A to ...) and Scenario A to .....

Select one of the following:

True
False

Explanation

Question 113 of 128

1

Scenario Planning possesses many positive attributes that enhance strategic decision making. What are the characteristics of the Scenario Method

Select one or more of the following:

Development of multiple Scenarios
Integration of external perspectives
Facilitation of Strategic Thinking
Feedback through Group Process

Explanation

Question 114 of 128

1

Multibusiness firms are composed of two or more businesses.

Select one of the following:

True
False

Explanation

Question 115 of 128

1

The degree of diversification characterizes strategy options at corporate level. What are the types of diversification?

Select one or more of the following:

Focused diversification
Relational diversification (horizontal + vertical)
Conglomerate diversification

Explanation

Question 116 of 128

1

The Relationship of businesses at a conglomerate diversification is heterogenous with many businesses. What is the basis of the strategy?

Select one or more of the following:

Identify business opportunities and share risks
Transfer and use common resources and capabilities
Exploit economies of scale and experience

Explanation

Question 117 of 128

1

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?

Select one or more of the following:

Identify business opportunities and share risks
Transfer and use common resources and capabilities
Exploit economies of scale and experience

Explanation

Question 118 of 128

1

The Relationship of businesses at a focused diversification is homogenous with one to three businesses. What is the basis of the strategy?

Select one or more of the following:

Transfer and use common resources and capabilities
Identify business opportunities and share risks
Exploit economies of scale and experience

Explanation

Question 119 of 128

1

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.

Select one of the following:

True
False

Explanation

Question 120 of 128

1

The Concept of parenting advantage provides the guideline for shareholder value creation at corporate level. What are the prerequisites for parenting advantage?

Select one or more of the following:

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

Explanation

Question 121 of 128

1

There are two ways to create shareholder value.

Select one or more of the following:

Maximize value contribution of parent
Maximize business value (stand alone)
Maximize the difference between the cost and the benefit of all joint groups

Explanation

Question 122 of 128

1

If your goal is to maximize the value contribution of parent then you have to.....

Select one or more of the following:

...design the cop orate portfolio of businesses
...manage businesss and influence single businesses as well as relating businesses

Explanation

Question 123 of 128

1

Focus of strategy making is to achieve advantages in competition. Parenting versus competitive advantage. The cause of the advantage in the parenting advantage is...

Select one or more of the following:

..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)

Explanation

Question 124 of 128

1

Focus of strategy making is to achieve advantages in competition. Parenting versus competitive advantage. The standard of comparison in the parenting advantage is...

Select one or more of the following:

....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?")

Explanation

Question 125 of 128

1

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.

Select one of the following:

True
False

Explanation

Question 126 of 128

1

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)

Select one of the following:

True
False

Explanation

Question 127 of 128

1

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?

Select one or more of the following:

Goal setting
Strategy Analysis
Strategy development
Strategy formulation and choice
Strategy implementation
Strategy definition

Explanation

Question 128 of 128

1

What is the content of goal setting in the corporate strategy process?

Select one or more of the following:

Setting a vision
Defining a mission
Defining a strategy
Determining industry level strategy
Business segmentation

	Created by Yannic88 almost 11 years ago

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

International Corporate Strategy

Question 1 of 128

Business-Level strategies tend to stress strategy as a...

Select one of the following:

Explanation

Question 2 of 128

Business and corporate strategy are core elements of strategic management. In which parts splits strategic management on the conceptual level?

Select one of the following:

Explanation

Question 3 of 128

Business-Level strategies tend to stress strategy as a...

Select one of the following:

Explanation

Question 4 of 128

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?

Select one or more of the following:

Explanation

Question 5 of 128

The strategy implementation sees strategy as "plan". What are the 4 components that describe the "plan"?

Select one or more of the following:

Explanation

Question 6 of 128

Which advantages could be achieved after successful strategic decisions?

Select one or more of the following:

Explanation

Question 7 of 128

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?

Select one or more of the following:

Explanation

Question 8 of 128

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

Select one of the following:

Explanation

Question 9 of 128

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

Select one of the following:

Explanation

Question 10 of 128

Describe the Market-Based View:

Select one or more of the following:

Explanation

Question 11 of 128

Describe the Resource-Based View:

Select one or more of the following:

Explanation

Question 12 of 128

What led the shared value concept to this dominance in companies?

Select one or more of the following:

Explanation

Question 13 of 128

What does the term "Strategy" mean (Munzberg)?

Select one or more of the following:

Explanation

Question 14 of 128

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.

Select one of the following:

Explanation

Question 15 of 128

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

Select one of the following:

Explanation

Question 16 of 128

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.

Select one of the following:

Explanation

Question 17 of 128

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.

Select one of the following:

Explanation

Question 18 of 128

What are the players in the stakeholder value concept?

Select one or more of the following:

Explanation

Question 19 of 128

What are profitability figures for a firm in the financial statement?

Select one or more of the following:

Explanation

Question 20 of 128

Determine the components of the triangle, which is the basis for all considerations around strategies in corporates.