International Corporate Strategy

Frage 1 von 128

1

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

Wähle eine der folgenden:

pattern
position
play

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Frage 2 von 128

1

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

Wähle eine der folgenden:

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

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Frage 3 von 128

1

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

Wähle eine der folgenden:

pattern
position
play

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Frage 4 von 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?

Wähle eine oder mehr der folgenden:

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

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Frage 5 von 128

1

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

Wähle eine oder mehr der folgenden:

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

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Frage 6 von 128

1

Which advantages could be achieved after successful strategic decisions?

Wähle eine oder mehr der folgenden:

Parenting advantage
Competitive advantage
Comparative advantage
Globalization Advantage

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Frage 7 von 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?

Wähle eine oder mehr der folgenden:

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

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Frage 8 von 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.

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 9 von 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.

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 10 von 128

1

Describe the Market-Based View:

Wähle eine oder mehr der folgenden:

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

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Frage 11 von 128

1

Describe the Resource-Based View:

Wähle eine oder mehr der folgenden:

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

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Frage 12 von 128

1

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

Wähle eine oder mehr der folgenden:

Globalization
Institutional Investors
Economical reasons
Interests of stakeholders

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Frage 13 von 128

1

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

Wähle eine oder mehr der folgenden:

Perspective
Position
Play
Pattern
Plan
Playboy
Primary lead
Priority

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Frage 14 von 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.

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 15 von 128

1

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

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 16 von 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.

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 17 von 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.

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 18 von 128

1

What are the players in the stakeholder value concept?

Wähle eine oder mehr der folgenden:

Shareholder
Financier
Customer
Society
Government
Supplier

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Frage 19 von 128

1

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

Wähle eine oder mehr der folgenden:

EBITA
EBIT
EBT
Depreciation
Cash Flow
Labor Costs

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Frage 20 von 128

1

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

Wähle eine oder mehr der folgenden:

Operating Business
Investment
Financing
Equity
Capital stock

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Frage 21 von 128

1

What are the components of the balance sheet?

Wähle eine oder mehr der folgenden:

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)

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Frage 22 von 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?

Wähle eine oder mehr der folgenden:

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

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Frage 23 von 128

1

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

Wähle eine oder mehr der folgenden:

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

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Frage 24 von 128

1

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

Wähle eine oder mehr der folgenden:

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

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Frage 25 von 128

1

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

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 26 von 128

1

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

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 27 von 128

1

The Net Income does not considers the cost of equity capital

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 28 von 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)

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 29 von 128

1

How to calculate the EVA?

Wähle eine der folgenden:

(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

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Frage 30 von 128

1

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

Wähle eine der folgenden:

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

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Frage 31 von 128

1

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

Wähle eine oder mehr der folgenden:

Product, Price
Process efficiency
Administrative costs
Balancing procedure
Cross Subsidization

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Frage 32 von 128

1

What are drivers for the Taxes? Tax Management!

Wähle eine oder mehr der folgenden:

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

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Frage 33 von 128

1

What are drivers for the Operational Capital? Asset Management!

Wähle eine oder mehr der folgenden:

Process efficiency
Administrative costs
Asset management
Down payments
Liquidity management

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Frage 34 von 128

1

What are drivers for the WACC? Financial Management!

Wähle eine oder mehr der folgenden:

Risk Management
Capital Structure
Financing
Balancing procedure
Asset Management

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Frage 35 von 128

1

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

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 36 von 128

1

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

Wähle eine oder mehr der folgenden:

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

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Frage 37 von 128

1

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

Wähle eine oder mehr der folgenden:

Objectives
Values measured
Performance Objectives
Initiatives
Legal
Risk Management
Risk Objectives

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Frage 38 von 128

1

Components of the MECE Principle:

Wähle eine oder mehr der folgenden:

Mutually
Exclusive
Collectively
Exhaustive
Employment
External
Migrating

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Frage 39 von 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?

Wähle eine oder mehr der folgenden:

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

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Frage 40 von 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?

Wähle eine oder mehr der folgenden:

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

Erklärung

Frage 41 von 128

1

What are the theoretical concepts of strategy?

Wähle eine oder mehr der folgenden:

Market-Based View
Resource Based View
Game Theory

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Frage 42 von 128

1

What are the components which describe market imperfection?

Wähle eine oder mehr der folgenden:

Information asymetry
Specific resources
Opportunistic behavior
Sustained Performance
Market structure

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Frage 43 von 128

1

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

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 44 von 128

1

How was the main representative of the market based view?

Wähle eine oder mehr der folgenden:

Mason, Bain
Michael E. Porter
Brandenburger

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Frage 45 von 128

1

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

Wähle eine oder mehr der folgenden:

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

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Frage 46 von 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?

Wähle eine oder mehr der folgenden:

Resource/Capabilities
Conduct
Market Position
Performance

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Frage 47 von 128

1

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

Wähle eine oder mehr der folgenden:

Tangible Resources
Intangible Resources
Capabilities

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Frage 48 von 128

1

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

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 49 von 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?

Wähle eine oder mehr der folgenden:

Customer
Competitors
Company
Collection
Compatitors

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Frage 50 von 128

1

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

Wähle eine oder mehr der folgenden:

important
percieved
durable
constant
reachable

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Frage 51 von 128

1

Porter introduced four generic positioning approaches to achieve a competitive advantage

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 52 von 128

1

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

Wähle eine oder mehr der folgenden:

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

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Frage 53 von 128

1

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

Wähle eine oder mehr der folgenden:

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

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Frage 54 von 128

1

What are the business strategies of porters generic positioning approach?

Wähle eine oder mehr der folgenden:

Differentiation
Niche Strategy
Cost Leadership

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Frage 55 von 128

1

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

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 56 von 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?

Wähle eine oder mehr der folgenden:

Differentiation
Niche strategy
Cost-Leadership

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Frage 57 von 128

1

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

Wähle eine oder mehr der folgenden:

Exploiting structural cost differences
Cost Management
Neglect cost drivers

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Frage 58 von 128

1

Give some examples for "Exploiting structural cost differences":

Wähle eine oder mehr der folgenden:

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

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Frage 59 von 128

1

Cost management concentrates on experience curve effects and cost level!

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 60 von 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....

Wähle eine oder mehr der folgenden:

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

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Frage 61 von 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!

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 62 von 128

1

Give some examples for cost level and cost structure instruments:

Wähle eine oder mehr der folgenden:

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

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Frage 63 von 128

1

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

Wähle eine oder mehr der folgenden:

Products
Processes
Services
Interaction/behavior
Perceived Performance
Loyalty
Satisfaction

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Frage 64 von 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?

Wähle eine oder mehr der folgenden:

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

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Frage 65 von 128

1

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

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 66 von 128

1

The most important sources of differentiation are:

Wähle eine oder mehr der folgenden:

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

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Frage 67 von 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?

Wähle eine oder mehr der folgenden:

Niche Position
Stuck in the middle
Growth posistion

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Frage 68 von 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?

Wähle eine oder mehr der folgenden:

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

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Frage 69 von 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?

Wähle eine oder mehr der folgenden:

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

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Frage 70 von 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!

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 71 von 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)

Wähle eine oder mehr der folgenden:

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

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Frage 72 von 128

1

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

Wähle eine oder mehr der folgenden:

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)

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Frage 73 von 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!

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 74 von 128

1

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

Wähle eine oder mehr der folgenden:

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

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Frage 75 von 128

1

What are the components of the industry enviroment?

Wähle eine oder mehr der folgenden:

Customers
Company
Competitors

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Frage 76 von 128

1

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

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 77 von 128

1

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

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 78 von 128

1

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

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 79 von 128

1

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

Wähle eine oder mehr der folgenden:

Global GDP enviroment
Samsungs national environment
Political environment
Technological environment

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Frage 80 von 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?

Wähle eine oder mehr der folgenden:

Potential entrants
Buyers
Consumers
Industry competition
Suppliers
Substitutes

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Frage 81 von 128

1

Determines of the five forces: Potential entrants!

Wähle eine oder mehr der folgenden:

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

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Frage 82 von 128

1

Determines of the five forces: Buyers!

Wähle eine oder mehr der folgenden:

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

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Frage 83 von 128

1

Determines of the five forces: Substitutes!

Wähle eine oder mehr der folgenden:

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

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Frage 84 von 128

1

Determines of the five forces: Substitutes!

Wähle eine oder mehr der folgenden:

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

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Frage 85 von 128

1

Determines of the five forces: Suppliers!

Wähle eine oder mehr der folgenden:

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

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Frage 86 von 128

1

Determines of the five forces: Industry competition

Wähle eine oder mehr der folgenden:

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

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Frage 87 von 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.

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 88 von 128

1

Just try to remeber the missing words!

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 89 von 128

1

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

Wähle eine oder mehr der folgenden:

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

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Frage 90 von 128

1

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

Wähle eine oder mehr der folgenden:

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

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Frage 91 von 128

1

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

Wähle eine oder mehr der folgenden:

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

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Frage 92 von 128

1

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

Wähle eine oder mehr der folgenden:

Complexity
Volatility
Growth Dynamics
Planning uncertainty
Undefined goals

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Frage 93 von 128

1

What re the Key Challenges for planning situations?

Wähle eine oder mehr der folgenden:

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

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Frage 94 von 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.

Wähle eine oder mehr der folgenden:

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

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Frage 95 von 128

1

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

Wähle eine oder mehr der folgenden:

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

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Frage 96 von 128

1

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

Wähle eine oder mehr der folgenden:

Framing Checklist
360 Degreee Stakeholder feedback
Strategy manual

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Frage 97 von 128

1

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

Wähle eine oder mehr der folgenden:

Strategy manual
Scenario cockpit
360 Degree Stakeholder Analysis

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Frage 98 von 128

1

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

Wähle eine oder mehr der folgenden:

Framing Checklist
Scenario Cockpit
Impact / uncertainty analysis

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Frage 99 von 128

1

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

Wähle eine oder mehr der folgenden:

Framing Checklist
Strategy manual
Scenario Matrix

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Frage 100 von 128

1

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

Wähle eine oder mehr der folgenden:

Strategy Manual
Scenario Cockpit
Framing Checklist

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Frage 101 von 128

1

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

Wähle eine oder mehr der folgenden:

Scenario Cockpit
Strategy Manual
Scenario Matrix

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Frage 102 von 128

1

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

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 103 von 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"

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 104 von 128

1

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

Wähle eine oder mehr der folgenden:

First Questionnaire
Second Questionnaire
Data Analysis

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Frage 105 von 128

1

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

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 106 von 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?

Wähle eine oder mehr der folgenden:

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

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Frage 107 von 128

1

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

Wähle eine oder mehr der folgenden:

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

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Frage 108 von 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.

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 109 von 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?

Wähle eine oder mehr der folgenden:

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

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Frage 110 von 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.

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 111 von 128

1

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

Wähle eine oder mehr der folgenden:

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

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Frage 112 von 128

1

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

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 113 von 128

1

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

Wähle eine oder mehr der folgenden:

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

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Frage 114 von 128

1

Multibusiness firms are composed of two or more businesses.

Wähle eins der folgenden:

WAHR
FALSCH

Erklärung

Frage 115 von 128

1

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

Wähle eine oder mehr der folgenden:

Focused diversification
Relational diversification (horizontal + vertical)
Conglomerate diversification

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Frage 116 von 128

1

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

Wähle eine oder mehr der folgenden:

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

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Frage 117 von 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?

Wähle eine oder mehr der folgenden:

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

Erklärung

Frage 118 von 128

1

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

Wähle eine oder mehr der folgenden:

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

Erklärung

Frage 119 von 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.

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 120 von 128

1

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

Wähle eine oder mehr der folgenden:

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

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Frage 121 von 128

1

There are two ways to create shareholder value.

Wähle eine oder mehr der folgenden:

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

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Frage 122 von 128

1

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

Wähle eine oder mehr der folgenden:

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

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Frage 123 von 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...

Wähle eine oder mehr der folgenden:

..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)

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Frage 124 von 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...

Wähle eine oder mehr der folgenden:

....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?")

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Frage 125 von 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.

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 126 von 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)

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 127 von 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?

Wähle eine oder mehr der folgenden:

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

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Frage 128 von 128

1

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

Wähle eine oder mehr der folgenden:

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

	Erstellt von Yannic88 vor fast 13 Jahre

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

International Corporate Strategy

Frage 1 von 128

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

Wähle eine der folgenden:

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Frage 2 von 128

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

Wähle eine der folgenden:

Erklärung

Frage 3 von 128

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

Wähle eine der folgenden:

Erklärung

Frage 4 von 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?

Wähle eine oder mehr der folgenden:

Erklärung

Frage 5 von 128

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

Wähle eine oder mehr der folgenden:

Erklärung

Frage 6 von 128

Which advantages could be achieved after successful strategic decisions?

Wähle eine oder mehr der folgenden:

Erklärung

Frage 7 von 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?

Wähle eine oder mehr der folgenden:

Erklärung

Frage 8 von 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.

Wähle eins der folgenden:

Erklärung

Frage 9 von 128

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

Wähle eins der folgenden:

Erklärung

Frage 10 von 128

Describe the Market-Based View:

Wähle eine oder mehr der folgenden:

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Frage 11 von 128

Describe the Resource-Based View:

Wähle eine oder mehr der folgenden:

Erklärung

Frage 12 von 128

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

Wähle eine oder mehr der folgenden:

Erklärung

Frage 13 von 128

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

Wähle eine oder mehr der folgenden:

Erklärung

Frage 14 von 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.

Wähle eins der folgenden:

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Frage 15 von 128

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

Wähle eins der folgenden:

Erklärung

Frage 16 von 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.

Wähle eins der folgenden:

Erklärung

Frage 17 von 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.

Wähle eins der folgenden:

Erklärung

Frage 18 von 128

What are the players in the stakeholder value concept?

Wähle eine oder mehr der folgenden:

Erklärung

Frage 19 von 128

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

Wähle eine oder mehr der folgenden:

Erklärung

Frage 20 von 128

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