Strategic Management 4th Edition Adela Kazmi Azhar Kazmi - Solutions

Discover the ultimate resource for "Strategic Management 4th Edition" by Adela Kazmi and Azhar Kazmi. Access a comprehensive online answers key and solutions manual, offering step by step answers to solved problems from the textbook. Dive into questions and answers that guide your understanding, with a free download of solutions in PDF format. Whether you're seeking chapter solutions or a complete instructor manual, this test bank equips you with the necessary tools for academic success. Embrace the convenience of strategic management solutions, all available for your learning needs.

3. Can every brand achieve resonance with its customers? Why or why not?
2. Which brands do you have the most resonance with? Why?
1. Pick a brand. Attempt to identify its sources of brand equity. Assess its level of brand awareness and the strength, favorability, and uniqueness of its associations.
5 Contrast brand equity and customer equity.
4 Identify the stages in the brand value chain.
3 Defi ne the brand value chain.
2 Describe the steps in building brand resonance.
1 Defi ne brand resonance.
5. What do you think of Naomi Klein’s positions as espoused in No Logos? How would you re spond to her propositions? Do you agree or disagree about her beliefs on the growth of corporate power?
Can you think of any other strategies to deal with negatively correlated attributes and benefits?
4. Can you think of any negatively correlated attributes and benefits other than those listed in Fig ure 2-6?
3. Consider a book store in your area. What competitive frames of reference does it face? What are the implications of those frames of reference for its positioning?
2. Pick a category basically dominated by two main brands. Evaluate the positioning of each brand.Who are their target markets? What are their main points-of-parity and points-of-difference? Have they defined their positioning correctly? How might it be improved?
What are the implications for brand equity management for the brands in the category? How does it affect positioning, for example?
1. Apply the categorization model to a product category other than beverages. How do consumers make decisions whether or not to buy the product, and how do they arrive at their final brand deci sion?
5. Explain brand mantra and how it should be developed.
4. Describe the guidelines in developing a good brand positioning.
3. Identify the four components of brand positioning.
2. Outline the sources and outcomes of customer based brand equity.
1. Defi ne customer-based brand equity.
5. What do you think of the new branding challenges and opportunities that were listed in the chapter?Can you think of any other issues?
4. Can you think of yourself as a brand? What do you do to “brand” yourself?
3. Can you think of anything that cannot be branded? Pick an example that was not discussed in each of the categories provided (services; retailers and distributors; people and organizations; sports, arts, and entertainment) and describe how each is a brand.
2. Who do you think has the strongest brands? Why? What do you think of the Interbrand list of the 25 strongest brands in Figure 1-5 ? Do you agree with the rankings? Why or why not?
1. What do brands mean to you? What are your favorite brands and why? Check to see how your per ceptions of brands might differ from those of others.
5. Identify the steps in the strategic brand management process.
4. Describe the main branding challenges and opportunities.
3. Explain how branding applies to virtually everything.
2. Summarize why brands are important.
1. Defi ne “brand,” state how brand differs from a product, and explain what brand equity is.
3. How can we sustain brand equity to expand business opportunities?
2. How can we measure brand equity?
1. How can we create brand equity?
Give your opinion on the effectiveness of the role of reward system in exercising HR per- formance management at iGATE and sug- gest what improvements are possible given the environmental conditions in the IT/ITES industry in India at present (LO 5)
Analyse and describe the process of setting of standards at iGATE. (LO 3)
Analyse the iGATE case to highlight how it could apply some of the strategic controls such as premise control, implementation con- trol, strategic surveillance, and special alert control. (LO 2)
How is the reward system linked to control system at one end and motivation system at the other? (LO 5)
Briefly review the role of information system in strategic evaluation. (LO 5)
Which type of auditing techniques can be used in operational control? (LO 4)
How can memorandum of understanding and re- sult-framework document be used as an evaluation technique for performance of public enterprises? (LO 4)
Write a short explanatory note on evaluation tech- niques for operational control. (LO 4)
Differentiate between strategic momentum control and strategic leap control. (LO 4)
Write a short explanatory note on evaluation tech- (LO 4) niques for strategic control.
How can strategists initiate corrective action? (LO 3)
In what different forms may deviation between actual performance and standards occur? How can they be checked? (LO 3)
What issues are important in measuring perfor- mance? (LO 3)
'Companies should evaluate performance on the basis of a combination of quantitative and qualita- tive criteria'. Why is this so? (LO 3)
What basic approach could be adopted for setting standards? (LO 3)
What are the elements in the evaluation process for operational control? (LO 3)
Differentiate between strategic control and opera- (LO 2, LO 3)
When can a special alert control be useful? (LO 2)
How is strategic surveillance done? tional control. (LO 2) (LO 2)
How can strategic control help in resource alloca- tion?
How can assumptions about environmental and organisational factors be tested?
Explain the basic approach used in strategic con- trol. (LO 2) (LO 2)
What types of barriers are commonly faced in evaluation? How can these be avoided? (LO 1)
Highlight the role that the board of directors and the CEOs play in strategic evaluation? (LO 1)
Why is strategy evaluation important to organisa- tions? (LO 1)
What questions are asked in strategic control? What questions are asked in operational control? How are these different? (LO 1)
What is the basic nature of strategy evaluation? (LO 1)
LO 5 Examine the role of information, control, and reward systems in evaluation?
LO 4 Outline the various techniques for exercising strategic control and operational control
LO 3 Explain the process of operational control
LO 2 Discuss the four types of strategic controls
LO 1 Describe the nature and importance of, and the barriers to, strategic evaluation and control and the role of participants in evaluation to make it effective
Enumerate the steps that KRIBHCO could take for maintaining and improving its op- erational effectiveness in terms of produc- tivity, processes, people and pace. (LO 8)
Suggest directions for KRIBHCO's top management regarding functional policies in view of its ambitious future plans. (LO 2, LO 3, LO 4, LO 5, LO 6, LO 7)
Keeping in view the status of KRIBHCO as an organisation in the cooperative sector, evaluate and comment on the adequacy of the functional policies in the light of what you have studied in this chapter. (LO 1, LO 2, LO 3, LO 4, LO 5, LO 6)
What difficulty do managers face in choosing op- erational implementation practices? How can this difficulty be minimised? (LO 8)
Enumerate some of the latest operational effec- tiveness techniques in the area of productivity, processes, people, and pace. (LO 8)
Explain the four areas of operational effectiveness. (LO 8)
What is operational implementation? What is op- crational effectiveness? (LO 8)
Briefly explain the mechanisms available for inte- grating functional plans and policies. (LO 7)
Enumerate the major considerations of strategists in the integration of functional plans and policies. (LO 7)
Why does the need for integration of functional plans and policies arise?
What aspects do information management plans and policies cover? Why are these plans and poli- cies significant for strategy implementation? (LO 6) (LO 7)
What aspects do personnel plans and policies cov- er? Why are these plans and policies significant for strategy implementation? (LO 5)
What are the concerns of operations plans and policies? Why are these plans and policies signifi- cant for strategy implementation? (LO 4)
What factors do the marketing plans and policies implementation? deal with? Why are they important for strategy (LO 3)
What do the financial plans and policies relate to? Why are they important for strategy implementa- tion? (LO 2)
How does the development of functional plans and policies take place? (LO 1)
Why does the need for functional plans and policies arise? (LO 1)
What do functional plans and policies essentially deal with? (LO 1)
Differentiate among vertical and horizontal fit. (LO 1)
LO 8 Review four areas of operational effectiveness and techniques used in each of them and illustrate the application of these techniques by managers?
LO 7 Discuss the considerations in and mechanisms for integration of functional plans and policies
LO 6 Describe and illustrate information management plans and policies
LO 5 Describe and illustrate personnel plans and policies
LO 4 Describe and illustrate operations plans and policies
LO 3 Describe and illustrate marketing plans and policies
LO 2 Describe and illustrate financial plans and policies
LO 1 Explain the nature, need and development of functional plans and policies and recognise the relevance of vertical fit and horizontal fit to functional strategies
Suggest some means by which Infosys could further enhance corporate ethics and personal value among its employees. (LO 4)
Do you find a difference of approach in which the founders strived to build corpo- rate culture at Infosys and how Sunil Sikka looks at culture within Infosys? Assess whether Sikka's approach to culture is likely to match the requirements of the strategy Infosys plans to implement in the coming
Conduct a quick internet search of em- ployee review sites such as glassdoor.com and note down employee and ex-employee comments on politics within Infosys. Write down your conclusions regarding the state of corporate politics and use of power at Infosys. (LO 2)
Describe the leadership styles of Murthy and the active founders of Infosys and ap- praise whether these styles matched the re- quirements of the strategies the company adopted. (LO 1)
How do values-related and ethical considerations affect behavioural implementation?
Can strategists prevent their personal values from affecting strategy formulation and implementa- tion? (LO 4) (LO 4)
What are the reasons strategists try to provide the right values and sense of ethics to the organisa- tions they manage? (LO 4)
Differentiate clearly between values and ethics. (LO 4)

Showing 3300 - 3400 of 5342

First
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
Last

Strategic Management 4th Edition Adela Kazmi Azhar Kazmi - Solutions

Step by Step Answers