Strategic Management 1st Edition Colin White - Solutions

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3) What are the characteristics of environment?
2) What are macro environmental forces?
1) Define the term 'environment'.
4) Discuss the functions of senior management in corporate governance.
3) Illustrate with examples how Indian companies pursue social responsibility
2) Discuss the popular theories of social responsibility.
1) Explain the provisions of Companies Act which are relevant for corporate governance.
6) What are the areas in which ethical practices are needed?
5) Explain how chief executive contribute to corporate governance.
4) Define 'business ethics'.
3) Discuss the role of Board of Directors in corporate governance.
2) Who are the actors involved in corporate governance?
1) How would you explain the term 'social responsibility'·?
4) Elaborate the characteristics of objectives.
3) How do companies formulate mission statements? Illustrate with examples.
2) How do objectives contribute to strategic management?
1) How do mission statements contribute to strategic management?
10) Give some examples of objectives of Indian companies.
9) Name some important constraints under which objectives are set.
8) How would you classify objectives?
7) Peter l?rucker mentions some areas for objective setting. What are they?
6) What are the forces which help to formulate objectives?
S) Define objectives and goals.
4) Formulate a mission statement for your college / organization.
3) Define the term 'mission'.
2) What are the characteristics of a mission statement?
1) Give some examples of mission statements of Indian companies.
4) Write a note on the techniques used for enhancing strategic management process.
3) Explain the concept of 'learning organization' and its salient features.
2) What are the pitfalls in strategic management process?
1) Discuss the steps involved in strategic' management process.
6) What is an emergent strategy?
5) What are the three broad factors, which influence the success of a company?
4) Define the term 'strategy'.
3) Explain the objectives of strategic management.
2) What are the elements in strategic management process?
1) Define the term strategic management.
How homogeneous is OPEC? Equally, how far can OPEC persuade non-OPEC countries to go along with it? Specifically, what are the policies of countries like Russia, the former Soviet republics, Norway and Mexico, possibly important sources of new reserves and significant reserves of gas which is
What are the most common reasons for the development of a turnaround situation? What are likely to be the short- and long-term responses to such a situation?How did a turnaround situation show itself for the other companies pursuing a similar strategy to Vivendi?
Carry out a full strategic audit on the Virgin group of companies. Since they are not public companies, it is impossible to get a full financial evaluation so the nature of the audit will be different from the norm.
What is the significance of revenue or profit forecasts?How can a failure to meet the forecasts upset a strategy?
What do such gestures achieve? How should they be employed in seeking to achieve strategic objectives?
How far can the expansion of successful individual businesses be taken without the business model changing and Branson’s role itself changing?
What are the limits of the branding, in terms of the range of products and services and geographically? Is it possible for individuals to brand themselves universally?What are the sources of such a branding success?What does the success of Bill Gates, Jeff Bezos and Jack Welch tell us about this
How does the Virgin stable avoid the problem of needing a multitude of core competencies to operate in so many fields? How independent is the management and operation of the individual businesses?
How far does Branson act on intuition and gut feeling and base his success on his personal relations with staff and key strategic players?
How far are these characteristics specific to Branson, his time and place, and inimitable? Are there examples of others who have behaved in a similar way?
What are the disadvantages of the private company and the advantages of the public company as a vehicle for any enterprise? Are there differences for enterprises of a different size at a different point in their life?
How is it that such companies have a status above their measured performance? How important are factors other than profit in establishing the reputation of a strategist-manager, particularly when he or she is a founder of a new enterprise?
How far is the development of a brand name associated with a person? What happens to the brand name once that person departs?
How far has the Virgin brand become independent of Branson, with an appeal of its own? Are there other examples of branded venture capital organizations which spring to mind?
What causes the leader to lose the charisma or aura?What does the case of Messier and Vivendi in Chapter 8 tell us about this?
Carry out a full strategic audit on Starbucks. How do the financial results differ for the operations in the USA from those abroad? Why are the foreign operations still loss making?
What might Starbucks have to do to create an aspirational image in countries which already have a tradition of coffee drinkers or an alternative tradition of tea drinking?
Why did Starbucks choose Japan for its first foreign venture? Why is it having difficulties in Japan? Is the real test for Starbucks its entry into Italy?
What are the kinds of difficulties which are likely to confront the use of Starbucks’ business model abroad?
What other activities or features are important in establishing a reputation for quality?
What is saturation point in North America? What factors determine the size of the catchment area required by a Starbucks store? What are the locational factors which influence this catchment size?
How far is it true in a business such as Starbucks that the reputation of the company rests on the behaviour of its staff? How is it possible to maintain the motivation of staff beyond the initial period of operation of a business?
How far does competitive success often follow from a recognition of changes in behaviour and taste, which are often parts of broader changes, such as a greater concern for health? Can you give other examples of this? What generational differences exist which might reduce demand for Starbucks
What does Starbucks have in common with a supermarket?How far could Starbucks be described as pursuing a price leadership strategy?
How far does a strategy build competitive advantage on ideas used successfully by others, often used in a new combination with other ideas, some new, some old?
How often is success built on a strategy which in some way remakes the environment? In broad terms how has Starbucks done this?
In building a strategy on a new idea, how often is there considerable resistance from the interests of those already in the sector? Is it true that good strategy comes from a clear objective whose realization is consistently and persistently pursued?
Carry out full strategic audit of SingTel. In doing this you should pay particular attention to the financial performance of Optus and other international investments and the prospects for the future.
Why was the movement into Europe a failure?
How important are staging and pacing to SingTel?How complex are the issues involved in entry into different markets?
Is the gradual strategy using partners in Asian countries a good strategy? Does the strategy for developed and developing countries differ significantly?
Do these factors make it likely that SingTel, operating in a fast-growing industry, will itself grow quickly?
Do geographic and cultural affinities to Asian countries give SingTel an advantage in developing a pan-Asian role?
Are there particular reasons why telecommunications in Singapore are so well developed? Will this help SingTel in the future?
Is there really such considerable scope for strategic choice? Or is it the case that there is very little choice?
Why did the industry end up with such overcapacity?How quickly will the level of demand catch up with the oversupply?
What has been the impact of privatization in Singapore?How far does privatization compel SingTel to move into international transactions?
What is the likelihood of such an interventionist stance continuing? What is likely to be the nature of government regulation in the future? Is it possible to forecast the nature of that regulation in any specific country?
What are the monopoly elements which are inherent in the industry? What kind of regulation does government introduce to avoid the exploitation of these monopoly elements? How likely is it that government will maintain such regulation?
What are the factors making for increased competition in the area of telecommunications? How much competition is there likely to be in this sector in the future? How is technical change likely to affect the level of competition? How would an analysis based on Porter’s forces of competition look?
What were the reasons for government ownership and monopoly? What has changed to end the dominant role of government and the existence of a monopoly? Has privatization been a success in this area? How is success to be measured? How is the role of the government likely to change in the future?
How far does privatization mean not only the introduction of the profit motive as a main objective but the break-up of the old utilities into different components?
Carry out a full strategic audit on Samsung Electronics.In particular compare the financial performance of Samsung with that of Sony and relate this to the difference in strategies adopted. How has this financial performance changed recently?
Why was it so important for Samsung to be in China?Why have so many companies failed initially to make a profit in China?
What is the best mode of entry into China by Samsung? Does the likely size of the market for highquality white goods justify the Samsung strategy
How does having a valuable brand name help a company like Samsung? What mechanisms are there for using this brand name? How quickly can a brand name be won?
Is it important to have a sophisticated and technologysensitive domestic market? If so, in what ways?
Would Samsung Electronics be better off on its own, without the other parts of the chaebol?
This example showed a happy knack of making the right partnerships. How far can Samsung’s success be explained by its strategic alliances? Are such alliances more a matter of good timing in finding a helping hand rather than one of a continuing partnership? How important are they likely to be in
How far is it possible for one man to change the culture of a company? How is it possible to reconcile the exercise of leadership with a culture which empowers staff to innovate?
How far is one person responsible for the choice of strategy and the successful implementation of that strategy?
Is a stress on marketing a critical part of the turnaround strategy?
Reform of the chaebol system was considered necessary as a result of the 1997 crisis. What is it that has made reform necessary? What changes of environment have turned a plus into a minus?
Why have the chaebol responded so differently to the turnaround situation created by the 1997 crisis? The obvious strategic questions to ask are: how far did the chaebol suit a strategy which characterized rapid economic development in its early stages? How far have circumstances made the old
Is the transition from a cost leadership strategy to a product differentiation strategy a natural part of economic development?
Carry out a full strategic audit, assuming that Renault and Nissan constitute a single unit. From a financial perspective, which is the stronger of the partners?Who is the dominant partner in making strategy?
What was likely to be the long-term influence of having so many managers working in the teams?
Why was operating autonomy retained when the Renault stake would normally be regarded as a controlling interest?
How do manufacturers deal with a situation in which there is surplus capacity in the world? What are the best ways of entering the main markets?
Why should automobile producers cooperate as well as compete or instead of competing?
How do each of these feature influence the content of a strategy and the strategy-making process?
Why is it forecast that only six major manufacturers will survive?
What are the reasons for the many strategic alliances in the car industry?

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Strategic Management 1st Edition Colin White - Solutions

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