Mlnh nguyen 7/20/2012

yluyulu
kev|ew for I|na| Lxam
uest|on 1a
What |s meant by strateg|c management? Why has
strateg|c management become |ncreas|ng|y |mportant
and re|evant |n the current econom|c env|ronment?
Why d|d some organ|zat|ons |mp|ement|ng strateg|c
management fa|| to ach|eve success eventua||y?
D|scuss four (4) reasons to support your answer
uest|on 1
Def|n|t|on Def|n|t|on
Lhe arL and sclence of formulaLlng, lmplemenLlng, and
evaluaLlng cross-funcLlonal declslons LhaL enable an
organlzaLlon Lo achleve lLs ob[ecLlves
1he strateg|c management process
SLraLegy formulaLlon
SLraLegy lmplemenLaLlon
SLraLegy LvaluaLlon
uest|on 1
1. Lack of c|ear v|s|on and d|rect|on
2. Ineffect|ve env|ronmenta| ana|ys|s
3. Wrong strategy se|ected
4. oor act|on p|ann|ng
S. Structure, cu|ture or contro| not match|ng the
strategy
6. oor |mp|ementat|on
7. oor eva|uat|on and contro|
8. Cver-|nvestment
uest|on 2
In what ways can the 8CD contr|bute effect|ve|y
towards the ach|evement of organ|zat|ona|
ob[ect|ves?
Why |s corporate governance cr|t|ca||y |mportant to
an organ|zat|on |n creat|ng and susta|n|ng compet|t|ve
advantage?
1he 8oard of D|rectors
8oard of d|rectors
a group of lndlvlduals who are elecLed by Lhe ownershlp
of a corporaLlon Lo have overslghL and guldance over
managemenL and who look ouL for shareholders'
lnLeresLs
Mlnh nguyen 7/20/2012
yluyulu
What do the 8CD do?
Se|ect|ng, assess|ng, reward|ng and rep|ac|ng CLC
when needed
Determ|n|ng the f|rm's strateg|c d|rect|on and rev|ew
f|nanc|a| performance
Lnsur|ng eth|ca|, soc|a||y respons|b|e and |ega|
conduct
Corporate Governance
A term descr|b|ng the f|rm's overs|ght by execut|ves
and board of d|rectors
Cr|t|ca| |n creat|ng and susta|n|ng compet|t|ve
advantage:
Advlslng Lhe dlrecLlon of Lhe company
Lnhanclng Lhe company's economlc performance by Lhelr
knowledge, repuLaLlon, relaLlonshlps, eLc.
MonlLorlng Lhe process of achlevlng organlzaLlon's
vlslon/mlsslon Lo ensure LhaL Lhe organlzaLlon ls on Lhe rlghL
Lrack Lo lLs sLraLeglc goals.
uest|on 3
W|th re|evant examp|es, exam|ne cr|t|ca||y the gener|c
compet|t|ve strateg|es as proposed by orter.
In t|mes of an econom|c s|owdown, how wou|d you
susta|n the compet|t|ve advantage of your company
as a genera| manager of
(l) a hlgh-Lech LelecommunlcaLlons company,
(ll) an alrllne, and
(lll) a consumer producL manufacLurlng company.?
uest|on 4
What are the ma|n components of organ|zat|ona|
structure?
Why |s |t |mportant to match a strategy w|th a r|ght
organ|zat|ona| structure?
uest|on 4
Work spec|a||zat|on:
Lhe degree Lo whlch acLlvlLles ln Lhe organlzaLlon are
subdlvlded lnLo separaLe [obs
Departmenta||zat|on:
Cha|n of command:
1he auLhorlLy llne LhaL clarlfles who reporL Lo whom
Span of contro|
Centra||zat|on and decentra||zat|on
Iorma||zat|on
uest|on 4
Structure |arge|y d|ctates how ob[ect|ves and po||c|es
w||| be estab||shed
Structure d|ctates how resources w||| be a||ocated
Match|ng structure w|th strategy |ncrease eff|c|ency
and effect|veness because that |mproves the
fo||ow|ng areas:
lannlng, coordlnaLlon and conLrol
roblem solvlng and communlcaLlon
Mlnh nguyen 7/20/2012
yluyulu
uest|on S
D|scuss the var|ous stages of the process of strategy
eva|uat|on.
Lxam|ne any eva|uat|on mode| that measures both
the f|nanc|a| performance and the nonf|nanc|a|
performance of an organ|zat|on. D|scuss two (2)
||m|tat|ons of the mode| d|scussed.
uest|on S
D|scuss the var|ous stages of the process of strategy
eva|uat|on.
Lxam|ne any eva|uat|on mode| that measures both
the f|nanc|a| performance and the nonf|nanc|a|
performance of an organ|zat|on. D|scuss two (2)
||m|tat|ons of the mode| d|scussed.
1he 8a|ance Score Card
1. now we|| |s the f|rm cont|nua||y |mprov|ng and
creat|ng va|ue a|ong measures such as |nnovat|on,
techno|og|ca| |eadersh|p, product qua||ty,
operat|ona| process eff|c|enc|es, and so on?
2. now we|| |s the f|rm susta|n|ng and even |mprov|ng
upon |ts core competenc|es and compet|t|ve
advantages?
3. now sat|sf|ed are the f|rm's customers?
1he 8a|ance Score Card
I|nanc|a| perspect|ve
Interna| bus|ness processes
Customer
Growth and |earn|ng
1he 8a|ance Score Card
Advantages
lnclude flnanclal & flnanclal
erformance measures
redlcL fuLure performance poLenLlal
A managemenL Lool for lncreaslng performance
L|m|tat|on
ulfflculL Lo ldenLlfy Lhe rlghL lndlcaLors
ulfflculL Lo collecL relevanL daLa
Lack of coordlnaLlon
uest|on 6
What are a v|s|on statement and a m|ss|on statement
of a company? Compare a v|s|on statement and a
m|ss|on statement |n two (2) aspects w|th regard to
form and substance.
now frequent|y shou|d a company's v|s|on and
m|ss|on statements be changed? Under what
c|rcumstances shou|d they be changed?
Mlnh nguyen 7/20/2012
yluyulu
uest|on 6
1he v|s|on |s a state of ach|evement or a scenar|o or
dest|nat|on for ach|ev|ng. 1he v|s|on statement
answers the quest|on: What do we want to ach|eve?
1he m|ss|on |s a ||st of statement dep|ct|ng the nature
and scope of bus|ness, the areas of operat|ons, the
techno|ogy used, and va|ues he|d. 1he m|ss|on
statement answers the quest|ons: What |s our
bus|ness? now shou|d we ach|eve our v|s|on?
uest|on 6
V|s|on and m|ss|on shou|d be rare|y changed except
under the fo||ow|ng c|rcumstances:
1. Change of naLure and scope of buslness of Lhe company
2. Change of buslness areas
3. Change of Lechnology
4. Change of corporaLe values/culLure
3. Change of leadershlp
uest|on 7
Lva|uate the |eve| of compet|t|veness |n any |oca| or
|nternat|ona| |ndustr|a| sector that you have known
of, based on orter's I|ve-Iorce Mode|
Lxam|ne two (2) ||m|tat|ons of th|s Mode| and make
two (2) suggest|ons to enhance the mode|. rov|de
re|evant examp|es to support your answer.
uest|on 7
1. k|va|ry among compet|ng f|rms.
2. otent|a| entry of new compet|tors.
3. otent|a| deve|opment of subst|tute products.
4. 8arga|n|ng power of supp||ers.
S. 8arga|n|ng power of customers.
uest|on 7
L|m|tat|ons
1. AssumpLlon LhaL Lhe markeL condlLlons are sLaLlc
2. CovernmenLal lnLervenLlon noL consldered.
3. lndusLry players may cooperaLe
Lnhancement Strateg|es
ConLlngency plan or crlsls managemenL plan
8lsk managemenL
CS8/MlS
uest|on 8
W|th the a|d of a d|agram, cr|t|ca||y d|scuss orter's
I|ve Gener|c Compet|t|ve Strateg|es that can be used
as bus|ness strateg|es by a company.
In t|mes of econom|c boom, how cou|d a company
create and susta|n compet|t|ve advantage by
|mp|ement|ng one or more of the orter's compet|t|ve
strateg|es, comb|ned w|th any other a|ternat|ve
strateg|es that are su|tab|e and re|evant.
Mlnh nguyen 7/20/2012
yluyulu
uest|on 8
orter's I|ve Gener|c Strateg|es
1ype 1 CosL Leadershlp - Low CosL
1ype 2 CosL Leadershlp - 8esL value
1ype 3 ulfferenLlaLlon
1ype 4 locus -Low CosL
1ype 3 locus -8esL value
uest|on 8
Integrat|on strateg|es
Intens|ve strateg|es
D|vers|f|cat|on strateg|es
uest|on 9
D|scuss the three (3) cr|ter|a used by 8oard of D|rector
for se|ect|ng a strategy. rov|de re|evant examp|es to
support your answer.
Assum|ng a company p|ans to ga|n ownersh|p or
|ncrease contro| over d|str|butors, reta||ers, supp||ers,
and compet|tors, wh|ch type of strateg|es are
cons|dered most su|tab|e and re|evant for the
company? D|scuss two (2) ||m|tat|ons of the strateg|es
cons|dered.
uest|on 9
1 5oltoblllty - o btooJ ossessmeot of wbetbet tbe sttoteqy
oJJtesses tbe cltcomstooces ln whlch Lhe organlzaLlon ls
operaLlng, for example Lhe exLenL Lo whlch new sLraLegles
would flL wlLh Lhe fuLure Lrends and changes ln Lhe
envlronmenL.
2 Acceptoblllty - tbe expecteJ petfotmooce ootcomes (socb
os tbe tetoto ot tlsk) lf tbe sLraLegy were lmplemenLed and
Lhe exLenL Lo whlch Lhese would be ln llne wlLh Lhe
expecLaLlons of sLakeholders.
3 leoslblllty - wbetbet tbe sttoteqy coolJ be moJe to wotk lo
ptoctlce. 1bls meoos oo emphasls on more deLalled
assessmenL of Lhe pracLlcallLles of resourclng and sLraLeglc
capablllLy.
uest|on 10
Cr|t|ca||y exam|ne two (2) common shortcom|ngs or
p|tfa||s |n the |mp|ementat|on of strateg|c
management, and for each shortcom|ng or p|tfa||,
suggest ways of rect|fy|ng the shortcom|ng or p|tfa||.
Se|ect any two (2) funct|ona| departments |n a
company that you th|nk can p|ay the most cruc|a| ro|e
|n ach|ev|ng corporate success. In what ways can
these two departments he|p the company to
|mp|ement strateg|c management successfu||y? G|ve
reasons and examp|es to support your answer.
uest|on 10
Common shortcom|ngs or p|tfa||s
1. Lack of a clear vlslon or mlsslon
2. Lack of corporaLe values
3. lnadequaLe envlronmenLal scannlng
4. Wrong sLraLegy selecLlon
3. lneffecLlve acLlon plannlng
6. Lack of coordlnaLlon
8. Lack of effecLlve leadershlp
9. Wrong maLch of culLure, conLrol sysLem, and sLrucLure
wlLh sLraLegy
10. Lack of effecLlve conLrol and evaluaLlon.
Mlnh nguyen 7/20/2012
yluyulu
uest|on 10
Iunct|ona| Departments
1. Puman 8esource ManagemenL
2. MarkeLlng
3. llnance / AccounLlng
3. roducLlon or CperaLlons
4. 8esearch and uevelopmenL
3. ManagemenL lnformaLlon SysLem