Strategic Management Concepts And Cases 1st Edition Frank T. Rothaermel - Solutions

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What is meant by 'strategic intent? (LO 1)
LO 6 Describe the role and characteristics of objectives and objective-setting?
LO 5 Comprehend business models and their relationship with strategy.
LO 4 Explain the three dimensions of business definition.
LO 3 Define mission, and discuss mission statement its characteristics, formulation and communication
LO 2 Describe vision and differentiate between the concepts of vision and mission.
LO 1 Explain the concepts of strategic intent, stretch, leverage, and fit.
What lessons do you learn about strate- gic management from this review case on Murugappa Group? ment? (LO 5)
What could be the likely dangers ahead for the Murugappa Group in the highly liberalised and globalised business environ- (LO 2, LO 5)
Point out, at least, three major factors that account for the success of the Murugappa Group. (LO 3, LO 5)
Trace the historical development of the Murugappa Group highlighting the major strategic changes at each point of transi- tion of independence (1947), regulation era (1950-90) and post-liberalisation (1990s onwards). (LO 1, LO 3)
Enumerate the elements in the strategic manage- ment process. (LO 5)
Define strategic management. (LO 4) (LO 5)
List the 10 schools of thought on strategy forma- tion.
Enumerate the major issues in strategic decision- making. (LO 3)
What is strategic decision-making? (LO 3)
What are the different levels at which strategy op- erates? (LO 2)
Point out, at least, two limitations of the concept of strategy. (LO 2)
What is the concept of strategy? (LO 2)
What is the scope of strategic management? (LO 2, LO 5)
Can we characterise the development of strategic management in India as promising? Why? (LO 1)
State some pointers to the future directions of strategic management. (LO 1)
What are the four paradigm shifts strategic man- agement has moved through in the course of its historical evolution? (LO 1)
Strategic management is a capstone, integrative course. Explain the statement. (LO 1)
LO 5 Explain strategic management and its processes?
LO 4 Describe various schools of thought on strategy formation
LO 3 Show how the process of strategic decision-making works
LO 2 Appraise the concept of strategy and its limitations
LO 1 Know about the historical development of strategic management in India and around the world
LO 12-5 Describe and evaluate the relationship between business strategy and ethics.
LO 12-4 Describe the role of corporate governance and evaluate different governance mechanisms.
LO 12-3 Critically evaluate the relationship between corporate social responsibility (CSR) and competitive advantage.
LO 12-2 Conduct a stakeholder impact analysis.
1 Describe and evaluate the relationship between strategic management and the role of business in society.
LO 11-7 Compare and contrast different strategic control and reward systems.
LO 11-6 Describe the elements of organizational culture, and explain where organizational cultures can come from and how they can be changed.
LO 11-5 Describe different organizational structures and match them with appropriate strategies.
LO 11-4 Compare and contrast mechanistic versus organic organizations.
LO 11-3 Define organizational structure and describe its four elements.
LO 11-2 Explain how organizational inertia can lead established firms to failure.
LO 10-6 Evaluate the relationship between location in a regional cluster and firm-level competitive advantage.efine organizational design and list its three components.
LO 10-5 Explain why certain industries are more competitive in specific nations than in others.
LO 10-4 Describe the characteristics of and critically evaluate the four different strategies MNEs can pursue when competing globally.
LO 10-3 Explain which countries MNEs target for FDI, and how they enter foreign markets.
LO 10-2 Explain why companies compete abroad and evaluate advantages and disadvantages.
LO 9-7 Define strategic networks and evaluate the advantages and disadvantages of different network positions.Define globalization, multinational enterprise (MNE), foreign direct investment (FDI), and global strategy.
LO 9-6 Describe the three phases of alliance management, and explain how an alliance management capability can lead to a competitive advantage.
LO 9-5 Describe three alliance governance mechanisms and evaluate their pros and cons.
LO 9-4 Define strategic alliances, and explain why they are important corporate strategy vehicles and why firms enter into them.
LO 9-3 Evaluate whether mergers and acquisitions lead to competitive advantage.
LO 9-2 Define horizontal integration and evaluate the advantages and disadvantages of this corporate-level strategy.
1 Differentiate between mergers and acquisitions, and explain why firms would use either as a vehicle for corporate strategy.
LO 8-8 Explain when a diversification strategy creates a competitive advantage, and when it does not.
LO 8-7 Apply the core competence–market matrix to derive different diversification strategies.
LO 8-6 Describe and evaluate different types of corporate diversification.
LO 8-5 Describe and examine alternatives to vertical integration.
LO 8-4 Identify and evaluate benefits and risks of vertical integration.
LO 8-3 Describe the two types of vertical integration along the industry value chain: backward and forward vertical integration.
LO 8-2 Describe and evaluate different options firms have to organize economic activity.
1 Define corporate-level strategy, and describe the three dimensions along which it is assessed.
LO 7-7 Identify the process leading to hypercompetition, and explain why competitive advantage can often be sustained through continuous innovation.
LO 7-6 Evaluate discontinuities and describe the dynamics of paradigm changes.
LO 7-5 Describe the long-tail concept and derive strategic implications.
LO 7-4 Evaluate different types of innovation and derive their strategic implications.
LO 7-3 Apply strategic management concepts to entrepreneurship and innovation.
LO 7-2 Describe the competitive implications of different stages in the industry life cycle.
1 Define innovation and describe its role in the competitive process.
LO 6-7 Describe and evaluate the dynamics of competitive positioning.
LO 6-6 Evaluate value and cost drivers that may allow a firm to pursue an integration strategy.
LO 6-5 Explain why it is difficult to succeed at an integration strategy.
LO 6-4 Assess the benefits and risks of cost-leadership and differentiation business strategies vis-à-vis the five forces that shape competition.
LO 6-3 Examine the relationship between cost drivers and cost-leadership strategy.
LO 6-2 Examine the relationship between value drivers and differentiation strategy.
1 Define business-level strategy and describe how it determines a firm's strategic position.
LO 5-6 Compare and contrast different approaches to measuring competitive advantage, and derive managerial implications.
LO 5-5 Describe and evaluate the triple-bottom-line approach when assessing competitive advantage.
LO 5-4 Describe and evaluate the balanced-scorecard approach for assessing competitive advantage.
LO 5-3 Describe and evaluate shareholder value creation when measuring competitive advantage.
LO 5-2 Describe and evaluate accounting profitability when measuring competitive advantage.
1 Describe and evaluate economic value creation when measuring competitive advantage.
LO 4-8 Conduct a SWOT analysis
LO 4-7 Identify different conditions that allow firms to sustain their competitive advantage.
LO 4-6 Outline how dynamic capabilities can help a firm sustain competitive advantage.
LO 4-5 Identify competitive advantage as residing in a network of firm activities.
LO 4-4 Apply the VRIO framework to assess the competitive implications of a firm's resources.
LO 4-3 Describe the critical assumptions behind the resource-based view.
LO 4-2 Differentiate between tangible and intangible resources.
1 Distinguish among a firm's resources, capabilities, core competencies, and firm activities.
LO 2-6 Compare and contrast strategic planning, scenario planning, and strategy as planned emergence, and discuss strategic implications.
LO 2-5 Explain why anchoring a firm in ethical values is essential for long-term success.
LO 2-4 Critically evaluate the relationship between mission statements and competitive advantage.
LO 2-3 Distinguish between customer-oriented and product-oriented missions and identify strategic implications.
LO 2-2 Describe and evaluate the role of strategic intent in achieving long-term goals.
1 Explain the role of vision, mission, and values in the strategic management process.
2. Why could growth rates be an important consideration? Why not?
1. If you are about to embark on a new career, what effect should the likelihood of industry growth play in your decision?
4. This chapter introduces three different levels appropriate for strategic considerations (see Exhibit 1.3). In what situations would some of these levels be more important than others?How should the organization ensure the proper attention to each level of strategy as needed?
3. As noted in the chapter, research found that firm effects are more important than industry effects. What does this mean?Can you think of situations where this might not be true?
2. Threadless (in Strategy Highlight 1.1) is an example of a firm building on its customer base to use new products and also to participate in the design and vetting of popular designs.In the summer of 2010, Dell Computer announced a partnership with Threadless for designs on its laptop
1. How is a strategy different from a business model? How is it similar?

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Strategic Management Concepts And Cases 1st Edition Frank T. Rothaermel - Solutions

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