International Corporate Strategy

Questão 1 de 128

1

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

Selecione uma das seguintes:

pattern
position
play

Explicação

Questão 2 de 128

1

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

Selecione uma das seguintes:

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

Explicação

Questão 3 de 128

1

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

Selecione uma das seguintes:

pattern
position
play

Explicação

Questão 4 de 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?

Selecione uma ou mais das seguintes:

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

Explicação

Questão 5 de 128

1

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

Selecione uma ou mais das seguintes:

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

Explicação

Questão 6 de 128

1

Which advantages could be achieved after successful strategic decisions?

Selecione uma ou mais das seguintes:

Parenting advantage
Competitive advantage
Comparative advantage
Globalization Advantage

Explicação

Questão 7 de 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?

Selecione uma ou mais das seguintes:

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

Explicação

Questão 8 de 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.

Selecione uma das opções:

VERDADEIRO
FALSO

Explicação

Questão 9 de 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.

Selecione uma das opções:

VERDADEIRO
FALSO

Explicação

Questão 10 de 128

1

Describe the Market-Based View:

Selecione uma ou mais das seguintes:

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

Explicação

Questão 11 de 128

1

Describe the Resource-Based View:

Selecione uma ou mais das seguintes:

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

Explicação

Questão 12 de 128

1

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

Selecione uma ou mais das seguintes:

Globalization
Institutional Investors
Economical reasons
Interests of stakeholders

Explicação

Questão 13 de 128

1

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

Selecione uma ou mais das seguintes:

Perspective
Position
Play
Pattern
Plan
Playboy
Primary lead
Priority

Explicação

Questão 14 de 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.

Selecione uma das opções:

VERDADEIRO
FALSO

Explicação

Questão 15 de 128

1

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

Selecione uma das opções:

VERDADEIRO
FALSO

Explicação

Questão 16 de 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.

Selecione uma das opções:

VERDADEIRO
FALSO

Explicação

Questão 17 de 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.

Selecione uma das opções:

VERDADEIRO
FALSO

Explicação

Questão 18 de 128

1

What are the players in the stakeholder value concept?

Selecione uma ou mais das seguintes:

Shareholder
Financier
Customer
Society
Government
Supplier

Explicação

Questão 19 de 128

1

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

Selecione uma ou mais das seguintes:

EBITA
EBIT
EBT
Depreciation
Cash Flow
Labor Costs

Explicação

Questão 20 de 128

1

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

Selecione uma ou mais das seguintes:

Operating Business
Investment
Financing
Equity
Capital stock

Explicação

Questão 21 de 128

1

What are the components of the balance sheet?

Selecione uma ou mais das seguintes:

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)

Explicação

Questão 22 de 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?

Selecione uma ou mais das seguintes:

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

Explicação

Questão 23 de 128

1

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

Selecione uma ou mais das seguintes:

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

Explicação

Questão 24 de 128

1

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

Selecione uma ou mais das seguintes:

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

Explicação

Questão 25 de 128

1

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

Selecione uma das opções:

VERDADEIRO
FALSO

Explicação

Questão 26 de 128

1

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

Selecione uma das opções:

VERDADEIRO
FALSO

Explicação

Questão 27 de 128

1

The Net Income does not considers the cost of equity capital

Selecione uma das opções:

VERDADEIRO
FALSO

Explicação

Questão 28 de 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)

Selecione uma das opções:

VERDADEIRO
FALSO

Explicação

Questão 29 de 128

1

How to calculate the EVA?

Selecione uma das seguintes:

(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

Explicação

Questão 30 de 128

1

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

Selecione uma das seguintes:

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

Explicação

Questão 31 de 128

1

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

Selecione uma ou mais das seguintes:

Product, Price
Process efficiency
Administrative costs
Balancing procedure
Cross Subsidization

Explicação

Questão 32 de 128

1

What are drivers for the Taxes? Tax Management!

Selecione uma ou mais das seguintes:

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

Explicação

Questão 33 de 128

1

What are drivers for the Operational Capital? Asset Management!

Selecione uma ou mais das seguintes:

Process efficiency
Administrative costs
Asset management
Down payments
Liquidity management

Explicação

Questão 34 de 128

1

What are drivers for the WACC? Financial Management!

Selecione uma ou mais das seguintes:

Risk Management
Capital Structure
Financing
Balancing procedure
Asset Management

Explicação

Questão 35 de 128

1

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

Selecione uma das opções:

VERDADEIRO
FALSO

Explicação

Questão 36 de 128

1

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

Selecione uma ou mais das seguintes:

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

Explicação

Questão 37 de 128

1

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

Selecione uma ou mais das seguintes:

Objectives
Values measured
Performance Objectives
Initiatives
Legal
Risk Management
Risk Objectives

Explicação

Questão 38 de 128

1

Components of the MECE Principle:

Selecione uma ou mais das seguintes:

Mutually
Exclusive
Collectively
Exhaustive
Employment
External
Migrating

Explicação

Questão 39 de 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?

Selecione uma ou mais das seguintes:

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

Explicação

Questão 40 de 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?

Selecione uma ou mais das seguintes:

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

Explicação

Questão 41 de 128

1

What are the theoretical concepts of strategy?

Selecione uma ou mais das seguintes:

Market-Based View
Resource Based View
Game Theory

Explicação

Questão 42 de 128

1

What are the components which describe market imperfection?

Selecione uma ou mais das seguintes:

Information asymetry
Specific resources
Opportunistic behavior
Sustained Performance
Market structure

Explicação

Questão 43 de 128

1

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

Selecione uma das opções:

VERDADEIRO
FALSO

Explicação

Questão 44 de 128

1

How was the main representative of the market based view?

Selecione uma ou mais das seguintes:

Mason, Bain
Michael E. Porter
Brandenburger

Explicação

Questão 45 de 128

1

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

Selecione uma ou mais das seguintes:

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

Explicação

Questão 46 de 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?

Selecione uma ou mais das seguintes:

Resource/Capabilities
Conduct
Market Position
Performance

Explicação

Questão 47 de 128

1

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

Selecione uma ou mais das seguintes:

Tangible Resources
Intangible Resources
Capabilities

Explicação

Questão 48 de 128

1

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

Selecione uma das opções:

VERDADEIRO
FALSO

Explicação

Questão 49 de 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?

Selecione uma ou mais das seguintes:

Customer
Competitors
Company
Collection
Compatitors

Explicação

Questão 50 de 128

1

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

Selecione uma ou mais das seguintes:

important
percieved
durable
constant
reachable

Explicação

Questão 51 de 128

1

Porter introduced four generic positioning approaches to achieve a competitive advantage

Selecione uma das opções:

VERDADEIRO
FALSO

Explicação

Questão 52 de 128

1

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

Selecione uma ou mais das seguintes:

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

Explicação

Questão 53 de 128

1

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

Selecione uma ou mais das seguintes:

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

Explicação

Questão 54 de 128

1

What are the business strategies of porters generic positioning approach?

Selecione uma ou mais das seguintes:

Differentiation
Niche Strategy
Cost Leadership

Explicação

Questão 55 de 128

1

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

Selecione uma das opções:

VERDADEIRO
FALSO

Explicação

Questão 56 de 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?

Selecione uma ou mais das seguintes:

Differentiation
Niche strategy
Cost-Leadership

Explicação

Questão 57 de 128

1

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

Selecione uma ou mais das seguintes:

Exploiting structural cost differences
Cost Management
Neglect cost drivers

Explicação

Questão 58 de 128

1

Give some examples for "Exploiting structural cost differences":

Selecione uma ou mais das seguintes:

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

Explicação

Questão 59 de 128

1

Cost management concentrates on experience curve effects and cost level!

Selecione uma das opções:

VERDADEIRO
FALSO

Explicação

Questão 60 de 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....

Selecione uma ou mais das seguintes:

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

Explicação

Questão 61 de 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!

Selecione uma das opções:

VERDADEIRO
FALSO

Explicação

Questão 62 de 128

1

Give some examples for cost level and cost structure instruments:

Selecione uma ou mais das seguintes:

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

Explicação

Questão 63 de 128

1

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

Selecione uma ou mais das seguintes:

Products
Processes
Services
Interaction/behavior
Perceived Performance
Loyalty
Satisfaction

Explicação

Questão 64 de 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?

Selecione uma ou mais das seguintes:

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

Explicação

Questão 65 de 128

1

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

Selecione uma das opções:

VERDADEIRO
FALSO

Explicação

Questão 66 de 128

1

The most important sources of differentiation are:

Selecione uma ou mais das seguintes:

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

Explicação

Questão 67 de 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?

Selecione uma ou mais das seguintes:

Niche Position
Stuck in the middle
Growth posistion

Explicação

Questão 68 de 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?

Selecione uma ou mais das seguintes:

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

Explicação

Questão 69 de 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?

Selecione uma ou mais das seguintes:

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

Explicação

Questão 70 de 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!

Selecione uma das opções:

VERDADEIRO
FALSO

Explicação

Questão 71 de 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)

Selecione uma ou mais das seguintes:

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

Explicação

Questão 72 de 128

1

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

Selecione uma ou mais das seguintes:

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)

Explicação

Questão 73 de 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!

Selecione uma das opções:

VERDADEIRO
FALSO

Explicação

Questão 74 de 128

1

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

Selecione uma ou mais das seguintes:

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

Explicação

Questão 75 de 128

1

What are the components of the industry enviroment?

Selecione uma ou mais das seguintes:

Customers
Company
Competitors

Explicação

Questão 76 de 128

1

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

Selecione uma das opções:

VERDADEIRO
FALSO

Explicação

Questão 77 de 128

1

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

Selecione uma das opções:

VERDADEIRO
FALSO

Explicação

Questão 78 de 128

1

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

Selecione uma das opções:

VERDADEIRO
FALSO

Explicação

Questão 79 de 128

1

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

Selecione uma ou mais das seguintes:

Global GDP enviroment
Samsungs national environment
Political environment
Technological environment

Explicação

Questão 80 de 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?

Selecione uma ou mais das seguintes:

Potential entrants
Buyers
Consumers
Industry competition
Suppliers
Substitutes

Explicação

Questão 81 de 128

1

Determines of the five forces: Potential entrants!

Selecione uma ou mais das seguintes:

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

Explicação

Questão 82 de 128

1

Determines of the five forces: Buyers!

Selecione uma ou mais das seguintes:

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

Explicação

Questão 83 de 128

1

Determines of the five forces: Substitutes!

Selecione uma ou mais das seguintes:

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

Explicação

Questão 84 de 128

1

Determines of the five forces: Substitutes!

Selecione uma ou mais das seguintes:

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

Explicação

Questão 85 de 128

1

Determines of the five forces: Suppliers!

Selecione uma ou mais das seguintes:

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

Explicação

Questão 86 de 128

1

Determines of the five forces: Industry competition

Selecione uma ou mais das seguintes:

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

Explicação

Questão 87 de 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.

Selecione uma das opções:

VERDADEIRO
FALSO

Explicação

Questão 88 de 128

1

Just try to remeber the missing words!

Selecione uma das opções:

VERDADEIRO
FALSO

Explicação

Questão 89 de 128

1

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

Selecione uma ou mais das seguintes:

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

Explicação

Questão 90 de 128

1

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

Selecione uma ou mais das seguintes:

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

Explicação

Questão 91 de 128

1

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

Selecione uma ou mais das seguintes:

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

Explicação

Questão 92 de 128

1

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

Selecione uma ou mais das seguintes:

Complexity
Volatility
Growth Dynamics
Planning uncertainty
Undefined goals

Explicação

Questão 93 de 128

1

What re the Key Challenges for planning situations?

Selecione uma ou mais das seguintes:

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

Explicação

Questão 94 de 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.

Selecione uma ou mais das seguintes:

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

Explicação

Questão 95 de 128

1

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

Selecione uma ou mais das seguintes:

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

Explicação

Questão 96 de 128

1

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

Selecione uma ou mais das seguintes:

Framing Checklist
360 Degreee Stakeholder feedback
Strategy manual

Explicação

Questão 97 de 128

1

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

Selecione uma ou mais das seguintes:

Strategy manual
Scenario cockpit
360 Degree Stakeholder Analysis

Explicação

Questão 98 de 128

1

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

Selecione uma ou mais das seguintes:

Framing Checklist
Scenario Cockpit
Impact / uncertainty analysis

Explicação

Questão 99 de 128

1

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

Selecione uma ou mais das seguintes:

Framing Checklist
Strategy manual
Scenario Matrix

Explicação

Questão 100 de 128

1

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

Selecione uma ou mais das seguintes:

Strategy Manual
Scenario Cockpit
Framing Checklist

Explicação

Questão 101 de 128

1

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

Selecione uma ou mais das seguintes:

Scenario Cockpit
Strategy Manual
Scenario Matrix

Explicação

Questão 102 de 128

1

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

Selecione uma das opções:

VERDADEIRO
FALSO

Explicação

Questão 103 de 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"

Selecione uma das opções:

VERDADEIRO
FALSO

Explicação

Questão 104 de 128

1

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

Selecione uma ou mais das seguintes:

First Questionnaire
Second Questionnaire
Data Analysis

Explicação

Questão 105 de 128

1

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

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VERDADEIRO
FALSO

Explicação

Questão 106 de 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?

Selecione uma ou mais das seguintes:

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

Explicação

Questão 107 de 128

1

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

Selecione uma ou mais das seguintes:

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

Explicação

Questão 108 de 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.

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Explicação

Questão 109 de 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?

Selecione uma ou mais das seguintes:

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

Explicação

Questão 110 de 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.

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VERDADEIRO
FALSO

Explicação

Questão 111 de 128

1

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

Selecione uma ou mais das seguintes:

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

Explicação

Questão 112 de 128

1

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

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VERDADEIRO
FALSO

Explicação

Questão 113 de 128

1

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

Selecione uma ou mais das seguintes:

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

Explicação

Questão 114 de 128

1

Multibusiness firms are composed of two or more businesses.

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VERDADEIRO
FALSO

Explicação

Questão 115 de 128

1

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

Selecione uma ou mais das seguintes:

Focused diversification
Relational diversification (horizontal + vertical)
Conglomerate diversification

Explicação

Questão 116 de 128

1

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

Selecione uma ou mais das seguintes:

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

Explicação

Questão 117 de 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?

Selecione uma ou mais das seguintes:

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

Explicação

Questão 118 de 128

1

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

Selecione uma ou mais das seguintes:

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

Explicação

Questão 119 de 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.

Selecione uma das opções:

VERDADEIRO
FALSO

Explicação

Questão 120 de 128

1

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

Selecione uma ou mais das seguintes:

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

Explicação

Questão 121 de 128

1

There are two ways to create shareholder value.

Selecione uma ou mais das seguintes:

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

Explicação

Questão 122 de 128

1

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

Selecione uma ou mais das seguintes:

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

Explicação

Questão 123 de 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...

Selecione uma ou mais das seguintes:

..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)

Explicação

Questão 124 de 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...

Selecione uma ou mais das seguintes:

....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?")

Explicação

Questão 125 de 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.

Selecione uma das opções:

VERDADEIRO
FALSO

Explicação

Questão 126 de 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)

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VERDADEIRO
FALSO

Explicação

Questão 127 de 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?

Selecione uma ou mais das seguintes:

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

Explicação

Questão 128 de 128

1

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

Selecione uma ou mais das seguintes:

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

	Criado por Yannic88 quase 11 anos atrás

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

International Corporate Strategy

Questão 1 de 128

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

Selecione uma das seguintes:

Explicação

Questão 2 de 128

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

Selecione uma das seguintes:

Explicação

Questão 3 de 128

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

Selecione uma das seguintes:

Explicação

Questão 4 de 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?

Selecione uma ou mais das seguintes:

Explicação

Questão 5 de 128

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

Selecione uma ou mais das seguintes:

Explicação

Questão 6 de 128

Which advantages could be achieved after successful strategic decisions?

Selecione uma ou mais das seguintes:

Explicação

Questão 7 de 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?

Selecione uma ou mais das seguintes:

Explicação

Questão 8 de 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.

Selecione uma das opções:

Explicação

Questão 9 de 128

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

Selecione uma das opções:

Explicação

Questão 10 de 128

Describe the Market-Based View:

Selecione uma ou mais das seguintes:

Explicação

Questão 11 de 128

Describe the Resource-Based View:

Selecione uma ou mais das seguintes:

Explicação

Questão 12 de 128

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

Selecione uma ou mais das seguintes:

Explicação

Questão 13 de 128

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

Selecione uma ou mais das seguintes:

Explicação

Questão 14 de 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.

Selecione uma das opções:

Explicação

Questão 15 de 128

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

Selecione uma das opções:

Explicação

Questão 16 de 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.

Selecione uma das opções:

Explicação

Questão 17 de 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.

Selecione uma das opções:

Explicação

Questão 18 de 128

What are the players in the stakeholder value concept?

Selecione uma ou mais das seguintes:

Explicação

Questão 19 de 128

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

Selecione uma ou mais das seguintes:

Explicação

Questão 20 de 128

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