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GMS 200 Lecture Notes - Neutrogena, Blackberry Pearl, Bellsouth

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30 Apr 2012

School

Ryerson University

Department

Global Management Studies

Course

Professor

Shavin Malhotra

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GMS 200 Full Course Notes

GMS 200 Full Course Notes

Document Summary

Strategy: a comprehensive plan guiding resource allocation to achieve long-term organization goals, best guess about what must be done in the future to outperform its rivals and changing conditions. Goal of strategic management is to create above-average returns for investors. Returns exceeding those for alternative opportunities at equivalent risk. Earning above-average returns depends in part on the organization"s competitive environment. Strategic analysis: the process of analyzing the organization, the environment, and the organization"s competitive position and current strategies. Strategic formulation: the process of crafting strategies to guide the allocation of resources. Strategy implementation: the process of putting strategies into action. Strategic constituencies analysis: assesses interests of stakeholders and how well the organization is responding to them. Core competency is a special strength that gives an organization competitive advantage. Porter"s model industry analysis [average return on invested capital (roic) 1992- 2006]

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Related Questions

Which of the following is not true about strategy and/or strategic management?

a. The strategic leader's perspective ought to be the holistic consideration of the business and its environment.

b. Strategic management encompasses all the functional areas of business.

c. In business, the strategy requires a big-picture perspective.

d. Strategies sometimes emerge from bottom-up processes.

e. A good leader can afford to devise a strategy in isolation from the lower-level leaders who are responsible for executing it

emeraldmammoth893

The two biggest drawbacks or disadvantages of unrelated diversification are

A)underemphasizing the importance of resource fit and the strong likelihood of diversifying into businesses that top management does not know all that much about.

B)insufficient cash flows to finance so many different lines of business and a lack of uniformity among the strategies of the businesses it has diversified into.

C)volatile sales and profits and making the mistake of diversifying into too many cash cow businesses.

D)the difficulties of competently managing many different businesses and being without the added source of competitive advantage that cross-business strategic fit provides.

E)over-investing in the achievement of economies of scope and the difficulties of achieving a good mix of cash cow and cash hog businesses.

carmineserval589

Checking the competitive advantage potential of cross-business strategic fit involves:

A) evaluating a diversified company's profitability relative to competitors.

B) examining a company's costs relative to the costs of its chief rivals in the industry.

C) determining if there are opportunities to exploit outsourcing opportunities by a diversified company's lineup of businesses.

D) considering what competitive value can be generated from a strategic fit.

E) evaluating how much benefit a diversified company can gain from cross-business value chain matchups and resource sharing.