International Corporate Strategy

Yannic88
Quiz by , created over 5 years ago

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

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Yannic88
Created by Yannic88 over 5 years ago
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Question 1

Question
Business-Level strategies tend to stress strategy as a...
Answer
  • pattern
  • position
  • play

Question 2

Question
Business and corporate strategy are core elements of strategic management. In which parts splits strategic management on the conceptual level?
Answer
  • Corporate Level and Business Level
  • Industry Level and Business Level
  • Product and Service Level

Question 3

Question
Business-Level strategies tend to stress strategy as a...
Answer
  • pattern
  • position
  • play

Question 4

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

Question 5

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

Question 6

Question
Which advantages could be achieved after successful strategic decisions?
Answer
  • Parenting advantage
  • Competitive advantage
  • Comparative advantage
  • Globalization Advantage

Question 7

Question
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?
Answer
  • Strategic Analysis
  • Strategy formulation and strategic choice
  • Strategic implementation
  • Strategic decision
  • SWOT Analysis
  • Developing strategic decisions

Question 8

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

Question 9

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

Question 10

Question
Describe the Market-Based View:
Answer
  • 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

Question 11

Question
Describe the Resource-Based View:
Answer
  • 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

Question 12

Question
What led the shared value concept to this dominance in companies?
Answer
  • Globalization
  • Institutional Investors
  • Economical reasons
  • Interests of stakeholders

Question 13

Question
What does the term "Strategy" mean (Munzberg)?
Answer
  • Perspective
  • Position
  • Play
  • Pattern
  • Plan
  • Playboy
  • Primary lead
  • Priority

Question 14

Question
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.
Answer
  • True
  • False

Question 15

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

Question 16

Question
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.
Answer
  • True
  • False

Question 17

Question
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.
Answer
  • True
  • False

Question 18

Question
What are the players in the stakeholder value concept?
Answer
  • Shareholder
  • Financier
  • Customer
  • Society
  • Government
  • Supplier

Question 19

Question
What are profitability figures for a firm in the financial statement?
Answer
  • EBITA
  • EBIT
  • EBT
  • Depreciation
  • Cash Flow
  • Labor Costs

Question 20

Question
Determine the components of the triangle, which is the basis for all considerations around strategies in corporates.
Answer
  • Operating Business
  • Investment
  • Financing
  • Equity
  • Capital stock

Question 21

Question
What are the components of the balance sheet?
Answer
  • 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)

Question 22

Question
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?
Answer
  • Period of material storage
  • Production time
  • Period of finished Material storage
  • Deadline of debtors

Question 23

Question
In its core, financial planning aims at ensuring liquidity? What are the 3 Dimensions for liquidity reserves planning?
Answer
  • Cash Flow Planning
  • Investment Planning
  • Financial Planning
  • Operational Planning
  • Equity and bonded Capital Planning

Question 24

Question
Firms can seek financing both internally and externally. What are the financing methods (internally)?
Answer
  • Financing through reserved profits
  • Financing through accrued liabilities
  • Financing through depreciations
  • Financing through restructuring of assets
  • Financing through equity
  • Financing through debt

Question 25

Question
Operating profit and annual profit describes completely the company's value creation
Answer
  • True
  • False

Question 26

Question
The operating income (EBIT) does not consider the financial expenses!
Answer
  • True
  • False

Question 27

Question
The Net Income does not considers the cost of equity capital
Answer
  • True
  • False

Question 28

Question
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)
Answer
  • True
  • False

Question 29

Question
How to calculate the EVA?
Answer
  • (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

Question 30

Question
How to calculate the ROCE (Return in Capital Employed)?
Answer
  • EBIT / Capital Employed = ROCE
  • Capital Employed / EBT = ROCE
  • Capital Employed / EBITA = ROCE

Question 31

Question
What are drivers for the Operating Income (EBIT)? Profit Management!
Answer
  • Product, Price
  • Process efficiency
  • Administrative costs
  • Balancing procedure
  • Cross Subsidization

Question 32

Question
What are drivers for the Taxes? Tax Management!
Answer
  • Risk Management
  • Capital Structure
  • Product, Price
  • Balancing procedure
  • Cross- subsidization

Question 33

Question
What are drivers for the Operational Capital? Asset Management!
Answer
  • Process efficiency
  • Administrative costs
  • Asset management
  • Down payments
  • Liquidity management

Question 34

Question
What are drivers for the WACC? Financial Management!
Answer
  • Risk Management
  • Capital Structure
  • Financing
  • Balancing procedure
  • Asset Management

Question 35

Question
Financial ratios document the result of success - but not its causes!
Answer
  • True
  • False

Question 36

Question
The Balance Scorecard tries to depict the cause-effect relationship for strategic company management. What are the main components of the BSC?
Answer
  • Finance
  • Internal Business Processes
  • Learning & Growth
  • Customer
  • Vision & Strategy
  • Economics
  • Legal

Question 37

Question
Components of the Parts "Finance, Internal Business Processes, Learning & Growth, Customer" of the Balanced Scorecard:
Answer
  • Objectives
  • Values measured
  • Performance Objectives
  • Initiatives
  • Legal
  • Risk Management
  • Risk Objectives

Question 38

Question
Components of the MECE Principle:
Answer
  • Mutually
  • Exclusive
  • Collectively
  • Exhaustive
  • Employment
  • External
  • Migrating

Question 39

Question
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?
Answer
  • Defining values to be managed
  • Developing Ratios
  • Collecting Data
  • Reporting and Analyzing
  • Determining Measures

Question 40

Question
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?
Answer
  • Defining values to be managed
  • Developing Ratios
  • Collecting Data
  • Reporting and Analyzing
  • Determining Measures

Question 41

Question
What are the theoretical concepts of strategy?
Answer
  • Market-Based View
  • Resource Based View
  • Game Theory

Question 42

Question
What are the components which describe market imperfection?
Answer
  • Information asymetry
  • Specific resources
  • Opportunistic behavior
  • Sustained Performance
  • Market structure

Question 43

Question
The market-based view sees the competition and the conduct of companies as main driver of superior performance!
Answer
  • True
  • False

Question 44

Question
How was the main representative of the market based view?
Answer
  • Mason, Bain
  • Michael E. Porter
  • Brandenburger

Question 45

Question
Which components lead to "performance" in the market based view?
Answer
  • Market structure
  • Conduct (Positioning)
  • Feedback for both stages
  • Market Competition
  • Diversification

Question 46

Question
The resource based view sees resources and capabilities as main driver of superior performance. What is the reasoning of the resource based-view?
Answer
  • Resource/Capabilities
  • Conduct
  • Market Position
  • Performance

Question 47

Question
What kind of resources are meant in the resources-conduct paradigm?
Answer
  • Tangible Resources
  • Intangible Resources
  • Capabilities

Question 48

Question
Strategy means: How can we create value for the company!
Answer
  • True
  • False

Question 49

Question
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?
Answer
  • Customer
  • Competitors
  • Company
  • Collection
  • Compatitors

Question 50

Question
Competitive Advantage: What should the benefit of the customer should be?
Answer
  • important
  • percieved
  • durable
  • constant
  • reachable

Question 51

Question
Porter introduced four generic positioning approaches to achieve a competitive advantage
Answer
  • True
  • False

Question 52

Question
The Performance advantage: What is the goal of the company?
Answer
  • Provide something unique that is valuable to buyers
  • Provide a product with lowest price
  • Become a cost leader in the industry

Question 53

Question
The Price advantage: What is the goal of the company?
Answer
  • Provide a product with lowest price
  • Become the cost leader in the industry
  • Provide something unique that is valuable to buyers

Question 54

Question
What are the business strategies of porters generic positioning approach?
Answer
  • Differentiation
  • Niche Strategy
  • Cost Leadership

Question 55

Question
The Niche Strategy depends on the size of the market and is derived from the differentiation and cost-leadership strategy
Answer
  • True
  • False

Question 56

Question
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?
Answer
  • Differentiation
  • Niche strategy
  • Cost-Leadership

Question 57

Question
There are two main reasons for differing cost bases of competitors. Name them!
Answer
  • Exploiting structural cost differences
  • Cost Management
  • Neglect cost drivers

Question 58

Question
Give some examples for "Exploiting structural cost differences":
Answer
  • Experience curve effects
  • Economies of scale
  • Economies of scope
  • Economies of differentiation
  • Cost-Leadership

Question 59

Question
Cost management concentrates on experience curve effects and cost level!
Answer
  • True
  • False

Question 60

Question
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....
Answer
  • 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

Question 61

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

Question 62

Question
Give some examples for cost level and cost structure instruments:
Answer
  • Zero Base Budgeting
  • Overhead value analysis
  • Activity Based Costing
  • Live Cycle Costing
  • Target Costing
  • Cost Benchmarking

Question 63

Question
Describe the customer company interaction model. What are the components of performance not the company side?
Answer
  • Products
  • Processes
  • Services
  • Interaction/behavior
  • Perceived Performance
  • Loyalty
  • Satisfaction

Question 64

Question
Differentiation is the result of customer-company interaction. Describe the customer company interaction model. What are the components of differentiation not the customer side?
Answer
  • Perceived performance
  • Satisfaction / Dissatisfaction
  • Loyalty / complaint, migration
  • Services
  • Processes
  • Products

Question 65

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

Question 66

Question
The most important sources of differentiation are:
Answer
  • Differentiation through "Quality"
  • Differentiation through "Time"
  • Differentiation through "Brand image"
  • Differentiation through "Customer Relation"
  • Differentiation through "Price"

Question 67

Question
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?
Answer
  • Niche Position
  • Stuck in the middle
  • Growth posistion

Question 68

Question
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?
Answer
  • 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

Question 69

Question
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?
Answer
  • 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

Question 70

Question
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!
Answer
  • True
  • False

Question 71

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

Question 72

Question
Remember: What are the components of the strategic management process?
Answer
  • 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)

Question 73

Question
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!
Answer
  • True
  • False

Question 74

Question
Firms experience impacts from their enviroment. What are the macro components?
Answer
  • Legal and political enviroment
  • Economic enviroment
  • Technological enviroment
  • Social enviroment
  • Natural enviroment
  • Socio-cultural enviroment
  • Customer enviroment

Question 75

Question
What are the components of the industry enviroment?
Answer
  • Customers
  • Company
  • Competitors

Question 76

Question
The Remote/Macro environment affects all companies in the same way.
Answer
  • True
  • False

Question 77

Question
The Industry environment is composed of a set of forces that directly shape competition
Answer
  • True
  • False

Question 78

Question
The industry environment can partly be shaped by firms; the macro environment can easily be influenced!
Answer
  • True
  • False

Question 79

Question
In the Case of Samsung: What are macro facts which influence a company like Samsung?
Answer
  • Global GDP enviroment
  • Samsungs national environment
  • Political environment
  • Technological environment

Question 80

Question
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?
Answer
  • Potential entrants
  • Buyers
  • Consumers
  • Industry competition
  • Suppliers
  • Substitutes

Question 81

Question
Determines of the five forces: Potential entrants!
Answer
  • Entry barriers (capital requirements, Access to distribution)
  • Expected retaliation
  • Forward integration
  • Switching costs

Question 82

Question
Determines of the five forces: Buyers!
Answer
  • Negation levers (concentration, Buying volume, Differentiation, Switching cost)
  • Price sensitivity / Relevance of quality
  • Concentration

Question 83

Question
Determines of the five forces: Substitutes!
Answer
  • Attractiveness of price-performance relationship
  • Switching Cost
  • Product differentiation
  • Negotian levers

Question 84

Question
Determines of the five forces: Substitutes!
Answer
  • Attractiveness of price-performance relationship
  • Switching Cost
  • Product differentiation
  • Negotian levers

Question 85

Question
Determines of the five forces: Suppliers!
Answer
  • Concentration
  • Dependence on industry
  • Product differentiation
  • Switching cost
  • Availability of alternative inputs
  • Foward integration

Question 86

Question
Determines of the five forces: Industry competition
Answer
  • Intensity of competition (Growth, Differentiation)
  • Dimensions of competition
  • Entry Barriers
  • Forward integration

Question 87

Question
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.
Answer
  • True
  • False

Question 88

Question
Just try to remeber the missing words!
Answer
  • True
  • False

Question 89

Question
The Porter Value Chain refines the business system analysis. What are the components of the Value Chain
Answer
  • Firms infrastructrue
  • Human Resources Management
  • Technology Development
  • Strategy Development
  • Inbound and Outbound Logistics
  • Operations
  • Marketing & Sales
  • Service

Question 90

Question
Resource and capabilities create the distinctive competencies of the firm = Core Competencies. What are core competencies?
Answer
  • Rare
  • Defendable
  • Difficult / Impossible to imitate / Substitute
  • Not transferable
  • Valuable (Revenues, cost, customers for free)

Question 91

Question
It is necessary to add a dynamic dimension to the discussion of competitive advantage. What are the reasons for the eroding CA?
Answer
  • Customers change or mobility
  • External changes (values, regulation)
  • Loss of resources / capabilities slack
  • Imitation Innovation / substitution
  • Avoiding slack / sustained inefficiencies

Question 92

Question
Growing volatility and complexity create a new challenge for strategic planning. What are the uncertainty drivers in planning situations?
Answer
  • Complexity
  • Volatility
  • Growth Dynamics
  • Planning uncertainty
  • Undefined goals

Question 93

Question
What re the Key Challenges for planning situations?
Answer
  • Combination of internal and external view on planning
  • Multiple possible futures need to be considered
  • Simplicity and speed
  • Flexibility concerning planning horizon

Question 94

Question
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.
Answer
  • 1)number of logically consistent
  • 1)number of logically inconsistent
  • 2)management's assumptions
  • 2) employees assumptions

Question 95

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

Question 96

Question
Toolset of the HHL SDP: Name the Tool of "Definition of the scope"
Answer
  • Framing Checklist
  • 360 Degreee Stakeholder feedback
  • Strategy manual

Question 97

Question
Toolset of the HHL SDP: Name the Tool of "Perception Analysis"
Answer
  • Strategy manual
  • Scenario cockpit
  • 360 Degree Stakeholder Analysis

Question 98

Question
Toolset of the HHL SDP: Name the Tool of "Trend and Uncertainty Analysis"
Answer
  • Framing Checklist
  • Scenario Cockpit
  • Impact / uncertainty analysis

Question 99

Question
Toolset of the HHL SDP: Name the Tool of "Scneario Building"
Answer
  • Framing Checklist
  • Strategy manual
  • Scenario Matrix

Question 100

Question
Toolset of the HHL SDP: Name the Tool of "Strategy Definition"
Answer
  • Strategy Manual
  • Scenario Cockpit
  • Framing Checklist

Question 101

Question
Toolset of the HHL SDP: Name the Tool of "Monitoring"
Answer
  • Scenario Cockpit
  • Strategy Manual
  • Scenario Matrix

Question 102

Question
The Framing Checklist allows to define the scope of the strategy project comprehensively.
Answer
  • True
  • False

Question 103

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

Question 104

Question
The 360 Degree Stakeholder identifies blind spots, weak signals and general influence factors. What are the components of the Process?
Answer
  • First Questionnaire
  • Second Questionnaire
  • Data Analysis

Question 105

Question
"Weak" Signals are developments that managers do not perceive!
Answer
  • True
  • False

Question 106

Question
The Impact/ Uncertainty Grid helps to separate trends from uncertainties and allows to identify key uncertainties. Which zone-components are in the grid?
Answer
  • Predetermined Elements / Trends
  • Secondary Elements
  • Primary Elements
  • Critical Uncertainties
  • Uncritical Certainties

Question 107

Question
The Axis of the Impact/ Unvertainty Grid are namend: Potential Impact (Y-Axe) and....
Answer
  • Uncertainty (Y-Axe)
  • Certainty (Y-Axe)

Question 108

Question
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.
Answer
  • True
  • False

Question 109

Question
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?
Answer
  • Trend 1-...
  • Uncertainty 1-...
  • Timeline from Today till....

Question 110

Question
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.
Answer
  • True
  • False

Question 111

Question
The Scenario Cockpit constantly benchmarks reakl-life indicators against the assumptions made in the scenarios. The structured scanning approach includes....
Answer
  • Key Quantitive Data
  • Key Qualitative Data
  • Strategy Adjustment Data
  • KPI's

Question 112

Question
The Monitoring Cockpit is a matrix with the KPI (A to ...) and Scenario A to .....
Answer
  • True
  • False

Question 113

Question
Scenario Planning possesses many positive attributes that enhance strategic decision making. What are the characteristics of the Scenario Method
Answer
  • Development of multiple Scenarios
  • Integration of external perspectives
  • Facilitation of Strategic Thinking
  • Feedback through Group Process

Question 114

Question
Multibusiness firms are composed of two or more businesses.
Answer
  • True
  • False

Question 115

Question
The degree of diversification characterizes strategy options at corporate level. What are the types of diversification?
Answer
  • Focused diversification
  • Relational diversification (horizontal + vertical)
  • Conglomerate diversification

Question 116

Question
The Relationship of businesses at a conglomerate diversification is heterogenous with many businesses. What is the basis of the strategy?
Answer
  • Identify business opportunities and share risks
  • Transfer and use common resources and capabilities
  • Exploit economies of scale and experience

Question 117

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

Question 118

Question
The Relationship of businesses at a focused diversification is homogenous with one to three businesses. What is the basis of the strategy?
Answer
  • Transfer and use common resources and capabilities
  • Identify business opportunities and share risks
  • Exploit economies of scale and experience

Question 119

Question
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.
Answer
  • True
  • False

Question 120

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

Question 121

Question
There are two ways to create shareholder value.
Answer
  • Maximize value contribution of parent
  • Maximize business value (stand alone)
  • Maximize the difference between the cost and the benefit of all joint groups

Question 122

Question
If your goal is to maximize the value contribution of parent then you have to.....
Answer
  • ...design the cop orate portfolio of businesses
  • ...manage businesss and influence single businesses as well as relating businesses

Question 123

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

Question 124

Question
Focus of strategy making is to achieve advantages in competition. Parenting versus competitive advantage. The standard of comparison in the parenting advantage is...
Answer
  • ....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?")

Question 125

Question
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.
Answer
  • True
  • False

Question 126

Question
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)
Answer
  • True
  • False

Question 127

Question
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?
Answer
  • Goal setting
  • Strategy Analysis
  • Strategy development
  • Strategy formulation and choice
  • Strategy implementation
  • Strategy definition

Question 128

Question
What is the content of goal setting in the corporate strategy process?
Answer
  • Setting a vision
  • Defining a mission
  • Defining a strategy
  • Determining industry level strategy
  • Business segmentation