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Strategic Management Lecture 2 Environmental Analysis

Alina Mironova 8 questions 3.0 (1 rating)

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  1. 1PESTEL ANALYSIS:
    EG P[blank_start]olitical[blank_end]: Shell oil have a strong relationship with N[blank_start]igerian[blank_end] government
    EG E[blank_start]conomic[blank_end]: impact on machine t[blank_start]ool[blank_end] industry
    EG Socio-[blank_start]cultural[blank_end]- Levi S[blank_start]trauss[blank_end] struggled to attract younger generation despite being a huge market player
    EG L[blank_start]egal[blank_end]-Alcohol adverts can't be se[blank_start]xual[blank_end] or linked with cou[blank_start]rage[blank_end]
    1. Aolitical
    2. Bconomic
    3. Ccultural
    4. Degal
    5. Exual
    6. Frage
    7. Gigerian
    8. Hool
    9. Itrauss
  2. 2Porter's five forces (19[blank_start]79[blank_end]) as a rule, the stronger the five forces, the lower combined pr[blank_start]ofitability[blank_end] of participants
    -Threat of new entry (product dif[blank_start]ferentiation[blank_end])
    -threat of su[blank_start]bstitute[blank_end] products (threat of ob[blank_start]solesce[blank_end])
    -power of buyers (threaten backward vertical integration into raw materials)
    -power of suppliers (threaten forward int[blank_start]egration[blank_end] into retail)
    -threat of rivalry (slow industry growth)
    1. A79
    2. Bofitability
    3. Cferentiation
    4. Dbstitute
    5. Esolence
    6. Fegration
  3. 3Porters five forces (1979) CRITIQUE: bi[blank_start]as[blank_end] of economics over politics, less effective in un[blank_start]stable[blank_end] industries, static framework, no account of c[blank_start]ooperation[blank_end]
    1. Aas
    2. Bstable
    3. Cooperation
  4. 4Critique against Porter's 5 forces: [blank_start]Ramel[blank_end]t, R (1991) believes that even though industry can impact the business, it is
    mostly down to the in[blank_start]dividua[blank_end]l organisations. Flaws in the industry are down to 'random dist[blank_start]ribution[blank_end] of especially
    high and low performing businesses across in[blank_start]dustries[blank_end]'
    1. ARamel
    2. Bdividua
    3. Cribution
    4. Ddustries
  5. 5Branden[blank_start]burg[blank_end] and Nal[blank_start]ebuff[blank_end]'s Value Net (1996) looks at cooperation which Porter ignores. use g[blank_start]ame[blank_end] theory to show dynamic industries, once you have the 5 segments sorted then identify all the elements in the game.
    PARTS of the game:
    P[blank_start]layers[blank_end] (construct relationships)
    Added v[blank_start]alues[blank_end] (measure what everyone brings to the game)
    R[blank_start]ules[blank_end] (structure of the way the game is being played)
    Ta[blank_start]ctics[blank_end] (devices to shape players' perception)
    Sc[blank_start]ope[blank_end] (limits and links of the game)
    1. Aburg
    2. Bebuff
    3. Came
    4. Dlayers
    5. Ealues
    6. Fules
    7. Gctics
    8. Hope
  6. 6EG Value-net: [blank_start]Inte[blank_end]l invested into the application 'Pro[blank_start]Share[blank_end]' in the mid-nineties which allowed people to hold video conferences online. Using the value net they found comp[blank_start]limentary[blank_end] companies like telephone companies could sell faster connections to their shared customers and su[blank_start]bsidised[blank_end] the cost for Proshare.
    1. AInte
    2. BShare
    3. Climentary
    4. Dbsidised
  7. 7Scenario P[blank_start]lanning[blank_end] (B[blank_start]ur[blank_end]t, G) 2006 not predictions or extrapolation but a description of current events and their proj[blank_start]ection[blank_end] into the future, it is a SOCIAL R[blank_start]EASONING[blank_end] PROCESS
    EG [blank_start]Apple[blank_end] has been known to use this to keep their op[blank_start]tions[blank_end] open for the future and ob[blank_start]ses[blank_end]s over competitors actions to stay in the lead
    1. Alanning
    2. Bur
    3. Cection
    4. DEASONING
    5. EApple
    6. Fses
    7. Gtions
  8. 8COMBINING PESTEL AND SCENARIO PLANNING both recognise level of un[blank_start]certainty[blank_end], take into account multiple per[blank_start]spective[blank_end]s, considers range of plausible futures, implications for strategy
    1. Acertainty
    2. Bspective

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Description
Strategic Management Quiz on Strategic Management Lecture 2 Environmental Analysis, created by Alina Mironova on 22/01/2017.
Language
English
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