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business
strategic management concepts and cases
Strategic Management:Concepts And Cases, 15th Global Edition Fred David - Solutions
Describe how the external corporate governance mechanism—the market for corporate control—acts as a restraint on top-level managers’ strategic decisions.
Discuss the types of compensation executives receive and their effects on strategic decisions.
Explain how three internal governance mechanisms—ownership concentration, the board of directors, and executive compensation—are used to monitor and control managerial decisions.
Define an agency relationship and managerial opportunism and describe their strategic implications.
Explain why ownership has been largely separated from managerial control in the modern corporation.
Define corporate governance and explain why it is used to monitor and control managers’ strategic decisions.
What are the three corporate-level cooperative strategies?How do firms use each one to create a competitive advantage?
What are the four business-level cooperative strategies, and what are the differences among them?
What is a strategic alliance? What are the three types of strategic alliances firms use to develop a competitive advantage?
Describe two approaches used to manage cooperative strategies.
Explain cooperative strategies’ risks.
Understand the importance of cross-border strategic alliances as an international cooperative strategy.
Discuss the use of corporate-level cooperative strategies in diversified firms.
Name the business-level cooperative strategies and describe their use.
Define and discuss three types of strategic alliances.
Define cooperative strategies and explain why firms use them.
Do you think the rBV view or the i/O theorists view is more important/accurate in performing a strategic analysis? What would be important implications for a business?
explain what 20 internal factors is a recommended number to include in an iFe Matrix, rather than 10 or 40 total.
Since adidas is so divisional, how could the company best develop a corporate iFe Matrix for various divisional iFe Matrices?
Since adidas and Puma are based in the same city, could this close proximity benefit or hinder the two firms 1) cooperating with each other on r&D, or 2)gathering and assimilating competitive intelligence on the other firm?
explain how top executives of adidas could utilize Porter’s Five Forces Model to aid the firm in strategic planning.
explain how adidas could utilize breakeven analysis.
Prepare a financial ratio analysis for adidas. include comparative ratios for adidas.
For the adidas cohesion case, what do you consider to be the company’s four major strengths and four major weaknesses?
rate the company where you work, or would like to work, on the 15 aspects of culture listed in the chapter.
What five cultural products do you feel are most important? Justify your selections.
Look up financial information about VW. identify three financial ratios where the firm is weak and three financial ratios the firm is strong.
Visit the strategyclub website, and describe the strategic planning products offered.
Prepare a culture assessment table, as presented in the chapter, for a local business that you are familiar with.in other words, rate that business on all 15 culture criteria presented. What are the implications of your ratings on the strategic planning process within that firm?
conduct a google search for value chain analysis. in a two-page report, expand on the concepts presented in the chapter.
compare the financial ratio analysis for VW on the four different websites identified in the chapter. Which site do you like best? Why?
explain why the ratings in an iFe Matrix should be 4 or 3 for strengths, and 1 or 2 for weaknesses as compared to the eFe Matrix—where the ratings should be 1, 2, 3, or 4 anywhere among both the opportunities and threats.
illustrate a breakeven chart for VW. explain how it may work for the organization.
For VW, determine their most recent dividend payout amount per share. How has that amount changed over the last 12 months?
given the fifteen examples of (possible) aspects of an organization’s culture as presented in the chapter, rate a company you are very familiar with in terms of the extent each culture item exists. explain.
Visit VW’s corporate website. See the list of top executives for VW and create an organizational chart for VW.
is the firm’s information system continually being improved in content and user-friendliness?
are computer training workshops provided for users of the information system?
Do all users of the information system understand the competitive advantages that information can provide firms?
is the information system user-friendly?
are strategists of the firm familiar with the information systems of rival firms?
are there effective passwords for entry into the firm’s information system?
Do managers from all functional areas of the firm contribute input to the information system?
are data in the information system updated regularly?
is there a chief information officer or director of information systems position in the firm?
Do all managers in the firm use the information system to make decisions?
are present products technologically competitive?
is communication between r&D and other organizational units effective?
are management information and computer systems adequate?
are r&D resources allocated effectively?
are the organization’s r&D personnel well qualified?
if outside r&D firms are used, are they cost-effective?
Does the firm have r&D facilities? are they adequate?
Does the firm have technological competencies?
are facilities, resources, and markets strategically located?
are quality-control policies and procedures effective?
are inventory-control policies and procedures effective?
are facilities, equipment, machinery, and offices in good condition?
are supplies of raw materials, parts, and subassemblies reliable and reasonable?
is the firm’s debt situation excellent?
are the firm’s financial managers experienced and well trained?
Does the firm have good relations with its investors and stockholders?
are dividend payout policies reasonable?
are capital budgeting procedures effective?
Does the firm have sufficient working capital?
can the firm raise needed long-term capital through debt or equity?
can the firm raise needed short-term capital?
Where is the firm financially strong and weak as indicated by financial ratio analyses?
Explain cost/benefit analysis, value chain analysis, and benchmarking as strategic-management tools.
Develop an internal factor evaluation (IFE) matrix.
Discuss the nature and role of management information systems in strategic management.
Explain the importance of financial ratio analysis.
Explain how to determine and prioritize a firm’s internal strengths and weaknesses.
Identify the basic functions or activities that make up management, marketing, finance and accounting, production and operations, research and development, and management information systems.
Discuss key interrelationships among the functional areas of business.
Discuss the resource-based view (RBV) in strategic management.
Describe how to perform an internal strategic-management audit.
Be able to work out breakeven analysis business problems.
Explain how the nature and role of chief marketing officer has changed.
What is corporate-level strategy and why is it important?
Describe motives that can encourage managers to overdiversify a firm.
Discuss the incentives and resources that encourage diversification.
Explain the two ways value can be created with an unrelated diversification strategy.
Describe how firms can create value by using a related diversification strategy.
Explain three primary reasons firms diversify.
Describe different levels of diversification with different corporate-level strategies.
Define corporate-level strategy and discuss its purpose.
In ancient Greece, people traveled to the temple at Delphi when they had important questions about the future. A priestess, who was ostensibly a direct connection to the god Apollo, would answer these questions in the form of a riddle. Today, executives are still faced with significant challenges
What is the external environmental analysis process (four steps)? What does the firm want to learn when using this process?
Describe what firms need to know about their competitors and different methods(including ethical standards) used to collect intelligence about them.
Define strategic groups and describe their influence on the firm.
. Identify the five competitive forces and explain how they determine an industry’s profit potential.
Name and describe the general environment’s six segments.
Discuss the four activities of the external environmental analysis process.
Define and describe the general environment and the industry environment.
Explain the importance of analyzing and understanding the firm’s external environment.
Make a good argument for keeping the statutory corporate tax rate in the United States the highest in the world. Make the counterargument.
in terms of presenting flowers as business gifts, compare and contrast the practices and customs across six countries.
Discuss australia as a continent for doing business in.
compare sexual harassment policies and practice across continents and countries.
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