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business
strategic management 5th
Strategic Management 4th Edition Adela Kazmi Azhar Kazmi - Solutions
Differentiate between the objective and subjective strategy selection factors. (LO 1) (LO 1)
How can a clear business definition help a strategist in focussing on strategic alternatives?
What does the process of strategic choice essen- tially dealwith? (LO 1)
LO 5 Devise the contents of a typical strategic plan for an organisation?
LO 4 Discuss the manner in which organisations handle unforeseen environmental events through formu- lation of contingency strategies
LO 3 Examine the subjective factors in strategic choice
LO 2 Apply the tools and techniques for strategic analysis
LO 1 Describe the process of strategic choice
How could sustainability help to make business strategies successful? (LO 6)
Point out some major areas where sustainability could be integrated into corporate strategy. (LO 6) (LO 6)
What is likely to happen if sustainability is not in- tegrated into strategy?
Mention the five approaches to using websites by organisations. (LO 5)
What is a digitalised business or e-business? (LO 5)
What can be the likely impact of digitalisation on the business definition of an organisation? (LO 5)
Explain the term digitalisation. (LO 4) (LO 5)
Make a list of, at least three, major benefits and three major risks of strategic outsourcing.
Point out conditions where strategic outsourcing can be leveraged for strategies of an organisation. (LO 4)
Enumerate some major strategic implications of outsourcing, (LO 4)
Differentiate between outsourcing and strategic outsourcing, (LO 4)
How do friendly takeovers take place? Hostile take- overs? (LO 3) (LO 3)
Why do buyer firms wish to merge? Why do seller firms wish to merge? (LO 3)
Why have M&A strategies gained popularity in India?
Under what conditions are joint ventures created? (LO 2)
How can Indian firms use strategic alliances for internationalisation? (LO 2)
What are the reasons for using strategic alliances? (LO 2)
Why are strategic alliances 'strategic? (LO 2)
How do organisations leverage their (a) resources (b) knowledge (c) technology (d) partnerships and (e) sustainability? (LO 1)
LO 6 Recognise the manner in which sustainability could be integrated into strategies?
LO 5 Express the ways and means through which digitalisation can enable organisations pursue strategies
LO 4 Demonstrate how strategic outsourcing can help organisations pursue strategies
LO 3 Describe mergers and acquisition as methods for pursuing strategies
LO 2 Explain strategic alliances and joint ventures as methods for pursuing strategies
LO 1 Appreciate how leveraging of resources, knowledge, technology, partnerships, and sustainability can take place for pursuing strategies
What aspects of internationalisation of Whirlpool India can you identify in the case? Discuss briefly. (LO 3, LO 6)
In your opinion, what is the stage of industry development in the consumer durables in- dustry in India? Depending on your answer, comment on whether Whirlpool India's ge- neric business strategies are appropriate. (LO 3, LO 5)
Analyse the case to identify the type of ge- neric business strategy or strategies Whirl- pool India is adopting. (LO 1, LO 2, LO 3)
How can organisation-specific advantages be leveraged for international business strategies. (LO 6)
How can organisations leverage home-country ad- vantages for their international business strategies? (LO 6)
What are the characteristics of business strategies in an industry operating in the:(a) embryonic stage (b) growth stage (c) maturity stage (d) decline stage? (LO 5)
Explain these market location tactics of business strategy: (a) market leadership (b) market chal- lenger (c) market follower (d) market nicher. (LO 4)
What is meant by market location tactics of business strategy?
What are the advantages and disadvantages in being a first mover in an industry? a late mover? (LO 4) (LO 4)
What is meant by being a first mover in an industry? (LO 4) a late mover?
Is it possible to have cost leadership and differentia- tion simultaneously? (LO 3)
What is the danger in being a company having nei- ther cost leadership or differentiation? (LO 3)
What are the benefits and risks associated with these business strategies: (a) cost leadership? (b) differen- tiation? (c) focus? (LO 3)
Under which conditions are these business strate- gies used: (a) cost leadership? (b) differentiation? (c) focus? (LO 3)
How are the aims of these business strategies achieved: (a) cost leadership? (b) differentiation? (c) focus? (LO 3)
What are the aims of these business strategies: (a) cost leadership? (b) differentiation? (e) focus? (LO 3)
Differentiate between low-cost focus and differen- tiation focus. (LO 3)
Explain these types of business strategies: (a) cost leadership (b) differentiation (c) focus. (LO 2) (LO 3)
What does broad target and narrow target mean in the context of competitive scope?
Explain the terms: (a) competitive advantage (b) competitive scope. (LO 2)
Explain the terms: (a) industry structure (b) posi- tioning of organisations within industry. (LO 2)
How can a business definition be used for identi- fying the type of business strategy an organisation (LO 1)
What is the importance of business strategies? could employ? (LO 1)
How is business strategy related to corporate-level strategy? (LO 1)
Explain what is meant by business strategy. (LO 1)
LO 6 Demonstrate leveraging home country advantages and organisation-specific advantages for interna- tional business strategies?
LO 5 Indicate business strategies for four different industry conditions
LO 4 Explain the two types of tactics used for business strategies: timing and market location
LO 3 Discuss and give examples of achieving cost leadership, differentiation, and focus generic business strategies, conditions under which each of these are used, and their benefits and risks
LO 2 Identify how industry structure and positioning of the firm in the industry help to determine the com- petitive advantage
LO 1 Describe how corporate-level strategies, business definition, and business model act as the foundations for business strategies
Propose the basic elements of a corporate restructuring and turnaround for the Indian Railways. (LO 6, LO 7)
Discuss the measures taken for corporate restructuring of the Indian Railways. In your opinion, are these adequate for deal- ing with the problems faced? Why?(LO 7)
Comment on the steps taken to reduce the extent of vertical integration at the Indian Railways. Suggest a few more measures that could be taken. (LO 1, LO 3)
Explain briefly the statement: 'Restructuring results from the mismatch between the organisation and its environment'. (LO 7)
Explain clearly the term 'corporate restructuring'. (LO 7)
What are the salient legal aspects of liquidation in India? (LO 6)
Explain clearly the term 'corporate restructuring'. (LO 7)
What are the salient legal aspects of liquidation in India? (LO 6)
Why is liquidation considered as difficult or undesirable strategy? (LO 6)
How can divestment strategies help an organisation become more focussed on its core competencies? (LO 6)
List the reasons for adopting divestment strategies.
List the conditions that indicate that a turnaround is needed. (LO 6) (LO 6)
Can Indian companies have advantages in adopting strategies for the bottom-of-the-pyramid? (LO 5)
Can globalisation be a myth? Is regionalisation the (LO 5) reality?
How do firms decide which international markets to enter? When to enter? (LO 5)
What is a born-global firm? (LO 5)
Explain the two factors that help to classify the international strategies. (LO 5)
What is the Porter's diamond of competitive advantage of nations? (LO 5)
What are the factors that help to create the context for internationalisation strategy? (LO 5)
Why is conglomerate or unrelated diversification strategy adopted? (LO 4)
Why is concentric or related diversification strategy adopted? (LO 4)
Explain each of the following types of concentric or related diversification strategies: (a) marketing- and technology-related (b) technology-related (c) marketing-related. (LO 4)
What is the difference between forward integration? backward and (LO 3)
How can a firm use horizontal integration to expand in the same industry? (LO 3)
Under what conditions are firms motivated to adopt integration strategies? (LO 3)
Explain briefly the three types of concentration strategies. (LO 2)
Provide reasons as to why this corporate-level strategy is adopted: (a) stability (b) expansion (c) retrenchment and (d) combination. (LO 1)
Specify the conditions under which each of this corporate-level strategy is adopted: (a) stability (b) expansion (c) retrenchment and (d) combination. (LO 1)
What are the four alternative corporate-level (LO 1) strategies?
What do corporate strategies deal with? (LO 1)
LO 7 Discuss the rationale for corporate restructuring and its implementation in Indian context?
LO 6 Explain the types of retrenchment strategies
LO 5 Discuss the various aspects of internationalisation strategies
LO 4 Demonstrate understanding of related and unrelated diversification strategies
LO 3 Compare and contrast horizontal and vertical integration strategies
LO 2 Describe how organisations employ concentration strategies
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