486901
Pregunta 1
Pregunta
Business-Level strategies tend to stress strategy as a...
Respuesta
-
pattern
-
position
-
play
Pregunta 2
Pregunta
Business and corporate strategy are core elements of strategic management. In which parts splits strategic management on the conceptual level?
Respuesta
-
Corporate Level and Business Level
-
Industry Level and Business Level
-
Product and Service Level
Pregunta 3
Pregunta
Business-Level strategies tend to stress strategy as a...
Respuesta
-
pattern
-
position
-
play
Pregunta 4
Pregunta
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?
Respuesta
-
Portfolio Design
-
Diversification
-
Executing portfolio changes
-
Market positioning
-
Resource exploitation
-
Extrernal Analysis
-
SWOT Analysis
-
Determining strategic measures
Pregunta 5
Pregunta
The strategy implementation sees strategy as "plan". What are the 4 components that describe the "plan"?
Respuesta
-
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
Pregunta 6
Pregunta
Which advantages could be achieved after successful strategic decisions?
Respuesta
-
Parenting advantage
-
Competitive advantage
-
Comparative advantage
-
Globalization Advantage
Pregunta 7
Pregunta
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?
Respuesta
-
Strategic Analysis
-
Strategy formulation and strategic choice
-
Strategic implementation
-
Strategic decision
-
SWOT Analysis
-
Developing strategic decisions
Pregunta 8
Pregunta
Market- and resource-based view are core theoretical perspectives that guide strategic management. These two approaches are the theoretical explanations for high/superior performance.
Respuesta
- True
- False
Pregunta 9
Pregunta
Market- and resource-based view are core theoretical perspectives that guide strategic management. These two approaches are the theoretical explanations for low performance.
Respuesta
- True
- False
Pregunta 10
Pregunta
Describe the Market-Based View:
Respuesta
-
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
Pregunta 11
Pregunta
Describe the Resource-Based View:
Respuesta
-
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
Pregunta 12
Pregunta
What led the shared value concept to this dominance in companies?
Respuesta
-
Globalization
-
Institutional Investors
-
Economical reasons
-
Interests of stakeholders
Pregunta 13
Pregunta
What does the term "Strategy" mean (Munzberg)?
Respuesta
-
Perspective
-
Position
-
Play
-
Pattern
-
Plan
-
Playboy
-
Primary lead
-
Priority
Pregunta 14
Pregunta
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.
Respuesta
- True
- False
Pregunta 15
Pregunta
The shareholder value concept is still guiding strategic decisions. The perspective is that the firm exists to create wealth for its owners.
Respuesta
- True
- False
Pregunta 16
Pregunta
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.
Respuesta
- True
- False
Pregunta 17
Pregunta
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.
Respuesta
- True
- False
Pregunta 18
Pregunta
What are the players in the stakeholder value concept?
Respuesta
-
Shareholder
-
Financier
-
Customer
-
Society
-
Government
-
Supplier
Pregunta 19
Pregunta
What are profitability figures for a firm in the financial statement?
Respuesta
-
EBITA
-
EBIT
-
EBT
-
Depreciation
-
Cash Flow
-
Labor Costs
Pregunta 20
Pregunta
Determine the components of the triangle, which is the basis for all considerations around strategies in corporates.
Respuesta
-
Operating Business
-
Investment
-
Financing
-
Equity
-
Capital stock
Pregunta 21
Pregunta
What are the components of the balance sheet?
Respuesta
-
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)
Pregunta 22
Pregunta
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?
Respuesta
-
Period of material storage
-
Production time
-
Period of finished Material storage
-
Deadline of debtors
Pregunta 23
Pregunta
In its core, financial planning aims at ensuring liquidity? What are the 3 Dimensions for liquidity reserves planning?
Respuesta
-
Cash Flow Planning
-
Investment Planning
-
Financial Planning
-
Operational Planning
-
Equity and bonded Capital Planning
Pregunta 24
Pregunta
Firms can seek financing both internally and externally. What are the financing methods (internally)?
Respuesta
-
Financing through reserved profits
-
Financing through accrued liabilities
-
Financing through depreciations
-
Financing through restructuring of assets
-
Financing through equity
-
Financing through debt
Pregunta 25
Pregunta
Operating profit and annual profit describes completely the company's value creation
Respuesta
- True
- False
Pregunta 26
Pregunta
The operating income (EBIT) does not consider the financial expenses!
Respuesta
- True
- False
Pregunta 27
Pregunta
The Net Income does not considers the cost of equity capital
Respuesta
- True
- False
Pregunta 28
Pregunta
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)
Respuesta
- True
- False
Pregunta 29
Pregunta
How to calculate the EVA?
Respuesta
-
(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
Pregunta 30
Pregunta
How to calculate the ROCE (Return in Capital Employed)?
Respuesta
-
EBIT / Capital Employed = ROCE
-
Capital Employed / EBT = ROCE
-
Capital Employed / EBITA = ROCE
Pregunta 31
Pregunta
What are drivers for the Operating Income (EBIT)? Profit Management!
Respuesta
-
Product, Price
-
Process efficiency
-
Administrative costs
-
Balancing procedure
-
Cross Subsidization
Pregunta 32
Pregunta
What are drivers for the Taxes? Tax Management!
Respuesta
-
Risk Management
-
Capital Structure
-
Product, Price
-
Balancing procedure
-
Cross- subsidization
Pregunta 33
Pregunta
What are drivers for the Operational Capital? Asset Management!
Respuesta
-
Process efficiency
-
Administrative costs
-
Asset management
-
Down payments
-
Liquidity management
Pregunta 34
Pregunta
What are drivers for the WACC? Financial Management!
Respuesta
-
Risk Management
-
Capital Structure
-
Financing
-
Balancing procedure
-
Asset Management
Pregunta 35
Pregunta
Financial ratios document the result of success - but not its causes!
Respuesta
- True
- False
Pregunta 36
Pregunta
The Balance Scorecard tries to depict the cause-effect relationship for strategic company management. What are the main components of the BSC?
Respuesta
-
Finance
-
Internal Business Processes
-
Learning & Growth
-
Customer
-
Vision & Strategy
-
Economics
-
Legal
Pregunta 37
Pregunta
Components of the Parts "Finance, Internal Business Processes, Learning & Growth, Customer" of the Balanced Scorecard:
Respuesta
-
Objectives
-
Values measured
-
Performance Objectives
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Initiatives
-
Legal
-
Risk Management
-
Risk Objectives
Pregunta 38
Pregunta
Components of the MECE Principle:
Respuesta
-
Mutually
-
Exclusive
-
Collectively
-
Exhaustive
-
Employment
-
External
-
Migrating
Pregunta 39
Pregunta
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?
Respuesta
-
Defining values to be managed
-
Developing Ratios
-
Collecting Data
-
Reporting and Analyzing
-
Determining Measures
Pregunta 40
Pregunta
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?
Respuesta
-
Defining values to be managed
-
Developing Ratios
-
Collecting Data
-
Reporting and Analyzing
-
Determining Measures
Pregunta 41
Pregunta
What are the theoretical concepts of strategy?
Respuesta
-
Market-Based View
-
Resource Based View
-
Game Theory
Pregunta 42
Pregunta
What are the components which describe market imperfection?
Respuesta
-
Information asymetry
-
Specific resources
-
Opportunistic behavior
-
Sustained Performance
-
Market structure
Pregunta 43
Pregunta
The market-based view sees the competition and the conduct of companies as main driver of superior performance!
Respuesta
- True
- False
Pregunta 44
Pregunta
How was the main representative of the market based view?
Respuesta
-
Mason, Bain
-
Michael E. Porter
-
Brandenburger
Pregunta 45
Pregunta
Which components lead to "performance" in the market based view?
Respuesta
-
Market structure
-
Conduct (Positioning)
-
Feedback for both stages
-
Market Competition
-
Diversification
Pregunta 46
Pregunta
The resource based view sees resources and capabilities as main driver of superior performance. What is the reasoning of the resource based-view?
Respuesta
-
Resource/Capabilities
-
Conduct
-
Market Position
-
Performance
Pregunta 47
Pregunta
What kind of resources are meant in the resources-conduct paradigm?
Respuesta
-
Tangible Resources
-
Intangible Resources
-
Capabilities
Pregunta 48
Pregunta
Strategy means: How can we create value for the company!
Respuesta
- True
- False
Pregunta 49
Pregunta
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?
Respuesta
-
Customer
-
Competitors
-
Company
-
Collection
-
Compatitors
Pregunta 50
Pregunta
Competitive Advantage: What should the benefit of the customer should be?
Respuesta
-
important
-
percieved
-
durable
-
constant
-
reachable
Pregunta 51
Pregunta
Porter introduced four generic positioning approaches to achieve a competitive advantage
Respuesta
- True
- False
Pregunta 52
Pregunta
The Performance advantage: What is the goal of the company?
Respuesta
-
Provide something unique that is valuable to buyers
-
Provide a product with lowest price
-
Become a cost leader in the industry
Pregunta 53
Pregunta
The Price advantage: What is the goal of the company?
Respuesta
-
Provide a product with lowest price
-
Become the cost leader in the industry
-
Provide something unique that is valuable to buyers
Pregunta 54
Pregunta
What are the business strategies of porters generic positioning approach?
Respuesta
-
Differentiation
-
Niche Strategy
-
Cost Leadership
Pregunta 55
Pregunta
The Niche Strategy depends on the size of the market and is derived from the differentiation and cost-leadership strategy
Respuesta
- True
- False
Pregunta 56
Pregunta
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?
Respuesta
-
Differentiation
-
Niche strategy
-
Cost-Leadership
Pregunta 57
Pregunta
There are two main reasons for differing cost bases of competitors. Name them!
Respuesta
-
Exploiting structural cost differences
-
Cost Management
-
Neglect cost drivers
Pregunta 58
Pregunta
Give some examples for "Exploiting structural cost differences":
Respuesta
-
Experience curve effects
-
Economies of scale
-
Economies of scope
-
Economies of differentiation
-
Cost-Leadership
Pregunta 59
Pregunta
Cost management concentrates on experience curve effects and cost level!
Respuesta
- True
- False
Pregunta 60
Pregunta
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....
Respuesta
-
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
Pregunta 61
Pregunta
Attractive returns can only be achieved in miserable positions and only businesses that can potentially achieve No. 4-5 positions should be supported!
Respuesta
- True
- False
Pregunta 62
Pregunta
Give some examples for cost level and cost structure instruments:
Respuesta
-
Zero Base Budgeting
-
Overhead value analysis
-
Activity Based Costing
-
Live Cycle Costing
-
Target Costing
-
Cost Benchmarking
Pregunta 63
Pregunta
Describe the customer company interaction model. What are the components of performance not the company side?
Respuesta
-
Products
-
Processes
-
Services
-
Interaction/behavior
-
Perceived Performance
-
Loyalty
-
Satisfaction
Pregunta 64
Pregunta
Differentiation is the result of customer-company interaction. Describe the customer company interaction model. What are the components of differentiation not the customer side?
Respuesta
-
Perceived performance
-
Satisfaction / Dissatisfaction
-
Loyalty / complaint, migration
-
Services
-
Processes
-
Products
Pregunta 65
Pregunta
Two simple questions can help to find sources of differentiation. 1) What creates customer Value 2) What creates uniquenes?
Respuesta
- True
- False
Pregunta 66
Pregunta
The most important sources of differentiation are:
Respuesta
-
Differentiation through "Quality"
-
Differentiation through "Time"
-
Differentiation through "Brand image"
-
Differentiation through "Customer Relation"
-
Differentiation through "Price"
Pregunta 67
Pregunta
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?
Respuesta
-
Niche Position
-
Stuck in the middle
-
Growth posistion
Pregunta 68
Pregunta
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?
Respuesta
-
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
Pregunta 69
Pregunta
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?
Respuesta
-
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
Pregunta 70
Pregunta
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!
Respuesta
- True
- False
Pregunta 71
Pregunta
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)
Respuesta
-
Cannibalization effects
-
Customer expects the same service but gets two different service lvels
-
Customers can not make a connection between both brands
Pregunta 72
Pregunta
Remember: What are the components of the strategic management process?
Respuesta
-
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)
Pregunta 73
Pregunta
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!
Respuesta
- True
- False
Pregunta 74
Pregunta
Firms experience impacts from their enviroment. What are the macro components?
Respuesta
-
Legal and political enviroment
-
Economic enviroment
-
Technological enviroment
-
Social enviroment
-
Natural enviroment
-
Socio-cultural enviroment
-
Customer enviroment
Pregunta 75
Pregunta
What are the components of the industry enviroment?
Respuesta
-
Customers
-
Company
-
Competitors
Pregunta 76
Pregunta
The Remote/Macro environment affects all companies in the same way.
Respuesta
- True
- False
Pregunta 77
Pregunta
The Industry environment is composed of a set of forces that directly shape competition
Respuesta
- True
- False
Pregunta 78
Pregunta
The industry environment can partly be shaped by firms; the macro environment can easily be influenced!
Respuesta
- True
- False
Pregunta 79
Pregunta
In the Case of Samsung: What are macro facts which influence a company like Samsung?
Respuesta
-
Global GDP enviroment
-
Samsungs national environment
-
Political environment
-
Technological environment
Pregunta 80
Pregunta
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?
Respuesta
-
Potential entrants
-
Buyers
-
Consumers
-
Industry competition
-
Suppliers
-
Substitutes
Pregunta 81
Pregunta
Determines of the five forces: Potential entrants!
Respuesta
-
Entry barriers (capital requirements, Access to distribution)
-
Expected retaliation
-
Forward integration
-
Switching costs
Pregunta 82
Pregunta
Determines of the five forces: Buyers!
Respuesta
-
Negation levers (concentration, Buying volume, Differentiation, Switching cost)
-
Price sensitivity / Relevance of quality
-
Concentration
Pregunta 83
Pregunta
Determines of the five forces: Substitutes!
Respuesta
-
Attractiveness of price-performance relationship
-
Switching Cost
-
Product differentiation
-
Negotian levers
Pregunta 84
Pregunta
Determines of the five forces: Substitutes!
Respuesta
-
Attractiveness of price-performance relationship
-
Switching Cost
-
Product differentiation
-
Negotian levers
Pregunta 85
Pregunta
Determines of the five forces: Suppliers!
Respuesta
-
Concentration
-
Dependence on industry
-
Product differentiation
-
Switching cost
-
Availability of alternative inputs
-
Foward integration
Pregunta 86
Pregunta
Determines of the five forces: Industry competition
Respuesta
-
Intensity of competition (Growth, Differentiation)
-
Dimensions of competition
-
Entry Barriers
-
Forward integration
Pregunta 87
Pregunta
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.
Respuesta
- True
- False
Pregunta 88
Respuesta
- True
- False
Pregunta 89
Pregunta
The Porter Value Chain refines the business system analysis. What are the components of the Value Chain
Respuesta
-
Firms infrastructrue
-
Human Resources Management
-
Technology Development
-
Strategy Development
-
Inbound and Outbound Logistics
-
Operations
-
Marketing & Sales
-
Service
Pregunta 90
Pregunta
Resource and capabilities create the distinctive competencies of the firm = Core Competencies. What are core competencies?
Respuesta
-
Rare
-
Defendable
-
Difficult / Impossible to imitate / Substitute
-
Not transferable
-
Valuable (Revenues, cost, customers for free)
Pregunta 91
Pregunta
It is necessary to add a dynamic dimension to the discussion of competitive advantage. What are the reasons for the eroding CA?
Respuesta
-
Customers change or mobility
-
External changes (values, regulation)
-
Loss of resources / capabilities slack
-
Imitation Innovation / substitution
-
Avoiding slack / sustained inefficiencies
Pregunta 92
Pregunta
Growing volatility and complexity create a new challenge for strategic planning. What are the uncertainty drivers in planning situations?
Respuesta
-
Complexity
-
Volatility
-
Growth Dynamics
-
Planning uncertainty
-
Undefined goals
Pregunta 93
Pregunta
What re the Key Challenges for planning situations?
Respuesta
-
Combination of internal and external view on planning
-
Multiple possible futures need to be considered
-
Simplicity and speed
-
Flexibility concerning planning horizon
Pregunta 94
Pregunta
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.
Respuesta
-
1)number of logically consistent
-
1)number of logically inconsistent
-
2)management's assumptions
-
2) employees assumptions
Pregunta 95
Pregunta
The HHL Roland Berger scenario development process: Six Steps and Six tools. What are the 6 components of the Process?
Respuesta
-
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
Pregunta 96
Pregunta
Toolset of the HHL SDP: Name the Tool of "Definition of the scope"
Respuesta
-
Framing Checklist
-
360 Degreee Stakeholder feedback
-
Strategy manual
Pregunta 97
Pregunta
Toolset of the HHL SDP: Name the Tool of "Perception Analysis"
Respuesta
-
Strategy manual
-
Scenario cockpit
-
360 Degree Stakeholder Analysis
Pregunta 98
Pregunta
Toolset of the HHL SDP: Name the Tool of "Trend and Uncertainty Analysis"
Respuesta
-
Framing Checklist
-
Scenario Cockpit
-
Impact / uncertainty analysis
Pregunta 99
Pregunta
Toolset of the HHL SDP: Name the Tool of "Scneario Building"
Respuesta
-
Framing Checklist
-
Strategy manual
-
Scenario Matrix
Pregunta 100
Pregunta
Toolset of the HHL SDP: Name the Tool of "Strategy Definition"
Respuesta
-
Strategy Manual
-
Scenario Cockpit
-
Framing Checklist
Pregunta 101
Pregunta
Toolset of the HHL SDP: Name the Tool of "Monitoring"
Respuesta
-
Scenario Cockpit
-
Strategy Manual
-
Scenario Matrix
Pregunta 102
Pregunta
The Framing Checklist allows to define the scope of the strategy project comprehensively.
Respuesta
- True
- False
Pregunta 103
Pregunta
The Framing List has 5 components. The "Goal of the scenario project", "Strategic level of Analysis", "Definition of Stakeholder", "Participants" and "Time Horizon"
Respuesta
- True
- False
Pregunta 104
Pregunta
The 360 Degree Stakeholder identifies blind spots, weak signals and general influence factors. What are the components of the Process?
Respuesta
-
First Questionnaire
-
Second Questionnaire
-
Data Analysis
Pregunta 105
Pregunta
"Weak" Signals are developments that managers do not perceive!
Respuesta
- True
- False
Pregunta 106
Pregunta
The Impact/ Uncertainty Grid helps to separate trends from uncertainties and allows to identify key uncertainties. Which zone-components are in the grid?
Respuesta
-
Predetermined Elements / Trends
-
Secondary Elements
-
Primary Elements
-
Critical Uncertainties
-
Uncritical Certainties
Pregunta 107
Pregunta
The Axis of the Impact/ Unvertainty Grid are namend: Potential Impact (Y-Axe) and....
Respuesta
-
Uncertainty (Y-Axe)
-
Certainty (Y-Axe)
Pregunta 108
Pregunta
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.
Respuesta
- True
- False
Pregunta 109
Pregunta
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?
Respuesta
-
Trend 1-...
-
Uncertainty 1-...
-
Timeline from Today till....
Pregunta 110
Pregunta
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.
Respuesta
- True
- False
Pregunta 111
Pregunta
The Scenario Cockpit constantly benchmarks reakl-life indicators against the assumptions made in the scenarios. The structured scanning approach includes....
Respuesta
-
Key Quantitive Data
-
Key Qualitative Data
-
Strategy Adjustment Data
-
KPI's
Pregunta 112
Pregunta
The Monitoring Cockpit is a matrix with the KPI (A to ...) and Scenario A to .....
Respuesta
- True
- False
Pregunta 113
Pregunta
Scenario Planning possesses many positive attributes that enhance strategic decision making. What are the characteristics of the Scenario Method
Respuesta
-
Development of multiple Scenarios
-
Integration of external perspectives
-
Facilitation of Strategic Thinking
-
Feedback through Group Process
Pregunta 114
Pregunta
Multibusiness firms are composed of two or more businesses.
Respuesta
- True
- False
Pregunta 115
Pregunta
The degree of diversification characterizes strategy options at corporate level. What are the types of diversification?
Respuesta
-
Focused diversification
-
Relational diversification (horizontal + vertical)
-
Conglomerate diversification
Pregunta 116
Pregunta
The Relationship of businesses at a conglomerate diversification is heterogenous with many businesses. What is the basis of the strategy?
Respuesta
-
Identify business opportunities and share risks
-
Transfer and use common resources and capabilities
-
Exploit economies of scale and experience
Pregunta 117
Pregunta
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?
Respuesta
-
Identify business opportunities and share risks
-
Transfer and use common resources and capabilities
-
Exploit economies of scale and experience
Pregunta 118
Pregunta
The Relationship of businesses at a focused diversification is homogenous with one to three businesses. What is the basis of the strategy?
Respuesta
-
Transfer and use common resources and capabilities
-
Identify business opportunities and share risks
-
Exploit economies of scale and experience
Pregunta 119
Pregunta
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.
Respuesta
- True
- False
Pregunta 120
Pregunta
The Concept of parenting advantage provides the guideline for shareholder value creation at corporate level. What are the prerequisites for parenting advantage?
Respuesta
-
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
Pregunta 121
Pregunta
There are two ways to create shareholder value.
Respuesta
-
Maximize value contribution of parent
-
Maximize business value (stand alone)
-
Maximize the difference between the cost and the benefit of all joint groups
Pregunta 122
Pregunta
If your goal is to maximize the value contribution of parent then you have to.....
Respuesta
-
...design the cop orate portfolio of businesses
-
...manage businesss and influence single businesses as well as relating businesses
Pregunta 123
Pregunta
Focus of strategy making is to achieve advantages in competition. Parenting versus competitive advantage. The cause of the advantage in the parenting advantage is...
Respuesta
-
..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)
Pregunta 124
Pregunta
Focus of strategy making is to achieve advantages in competition. Parenting versus competitive advantage. The standard of comparison in the parenting advantage is...
Respuesta
-
....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?")
Pregunta 125
Pregunta
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.
Respuesta
- True
- False
Pregunta 126
Pregunta
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)
Respuesta
- True
- False
Pregunta 127
Pregunta
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?
Respuesta
-
Goal setting
-
Strategy Analysis
-
Strategy development
-
Strategy formulation and choice
-
Strategy implementation
-
Strategy definition
Pregunta 128
Pregunta
What is the content of goal setting in the corporate strategy process?
Respuesta
-
Setting a vision
-
Defining a mission
-
Defining a strategy
-
Determining industry level strategy
-
Business segmentation
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