南京财经大学《战略管理》期末复习资料

南京财经大学《战略管理》期末复习资料-—英文版名词解释Verticalbeachievedbytakingoverafunctionpreviouslyprovidedbyasupplieroradistributor.Costfocus:isalowercostcompetitivestrategythatfocusesonaparticularbuyergrouporgeographicmarketandattemptstoserveonlythisniche,totheexclusionof。3.Astrategicgroup：isasetofbusinessunitsorfirmsthat"pursuesimilarstrategieswithsimilarresources.”Socialenvironment:ismankind’ssocialsystemthatincludesgeneralforcesthatdonotdirectlytouchontheshort—runactivitiesoftheorganizationthatcanandoftendo,influenceitslongrundecisions。Environmentscanning:isthedisseminatingofinformationfromtheexternalandinternalenvironmentstokeypeoplewithinthecorporation。missionorganization’snsspurposorthereasonforitsexistenc(Ittellswhatthecompanyisprovidingtoashousecleaningormanufacturing）7。functionalstrategy:istheapproachtakenbyafunctionalarea,suchasmarketingorresearchanddevelopment,anizationalanalysis:isconcernedwithidentifyinganddevelopinganorganization'sresources。taskenvironment:includesthoseelementsorgroupsthatdirectlyaffectthecorporationandturn,areaffectedbyit.horizontalintegration：canbeachievedbyexpandingthefirm'sproductsintogeographiclocationsandbyincreasingtherangeofproductsandservicesofferedtocurrentmarket.Concentricdiversification：growththroughconcentricdiversificationisexpansionintorelatedindustry。strategicmanagement：isthatsetofmanagerialdecisionsandactionsthatdetermentsthelong—runperformanceofacorporation.corporatestrategy:describesacompany’soveralldirectionintermsofitsgeneralattitudetowardgrowthandthemangementofitsvariousbusinessandproductlines.（isthereforeconcernedwiththedirectionofthefirmandthemanagementofitsproductlinesandbusinessunits。)aprofitadecisiontodonothingnewinaworseningsituation,butinsteadtoactasthoughthecompany’sproblemsareonlytemporary。15.avaluechain：isalinkedsetofvalue—creatingactivitiesbeginningwithbasicrawmaterialscomingsuppliers，toaseriesofvalue-addedactivitiesinvolvedinproducingandmarketingaproductorservice，andendingwithdistributorsgettingthefinalgoodsintothehandoftheultimate。简答：1.Howdoesstrategicmangementtypicalevolveinacorporation？Phase1Basicfinancialbetteroperationalcontrolbytryingtomeetannualbudget。Phase2.Forecas—basedplanninSeekingmoreeffectiveplanningforgrowthbytryingtopredictthefuturebeyondthenext。Phase3Externallyorientedstrategicplanning:Seekingincreasedresponsivenesstomarketsandcompetitionbytryingtothinkstrate—gically.Phase4。Strategicmangement:Seekingacompetitiveadvantagebyconsideringimplementationandevaluationandcontrolwhenformulatinga。2。Togaincompetitiveadvantageshouldacompanyinvestinitscorecompetencies（strengths)tomakethemdistinctivecompetenciesorshoulditinvestinimprovingitsweaknessessothattheyarenolongeraliability?Thisisoneofthetoughestquestionsinstrategicmanagement. Unfortunately,thereisnoonebestanswertothisquestion.Onesolutiontothisquestionistoarguethatacompanymustdoboth:builddistinctivecompetenciesandeliminatecoreweaknesses. However，ifthereismoney to do both，what thenIf the weakness is an obstacle to effectivestrategyimplementation，eithertheweaknessmustbefixedorthestrategychanged Thisshouldbeagooddiscussionquestion—especiallyforgradstudents.3Isitpossibleforacompanytohaveasustainablecompetitiveadvantagewhenitsindustrybecomeshypercompetitive？It’spossible:theToyotaandHondaautocompaniesareoftenpresentedasexamplesofsuccessfulfirmsabletoachievedbothofthesegenericcompetitivestrategies.Thankstoadvancesintechnology，acompanymaybeabletodesignqualityintoaproductorserviceinsuchawaythatitcanachievebothhighqualityandhighmarketloweringcosts.Describeavaluechainanalysis.Howdoesavaluechainanalysishelpafirmcompetitiveadvantage?(1）Avaluechainisalinkedsetofvalue—creatingactivitiesbeginningwithbasicrawmaterialscomingsuppliers,toaseriesofvalue—addedactivitiesinvolvedinproducingandmarketingaproductorservice,andendingwithdistributorsgettingthefinalgoodsintothehandoftheultimateconsumer.(2)Thesystematicexaminationofindividualvalueactivitiescanleadtoabetterunderstandingofacorporation'sstrengthsandweaknesses—thusidentifyinganycoreordistinctivecompetenciesAccordingtoamongcompetitorvaluechainsareakeysourceofcompetitive。"Whatinformationisneededfortheproperformulationofstrategy? Why？ordertoproperlyformulateisessentialtohaveinformationontheimportantvariablesinboththeexternalandinternalenvironmentsofthecorporationThisincludesgeneralforcesinthesocietalenvironmentaswellasthemoreeasy-to—identifygroupssuchascustomersandcompetitorsinthetaskenvironment.(2)Acorporationneedstohavethisinformationinordertoidentifyaneeditcanfulfillviaitscorporatemission. Itisalsoimportanttohaveinformationonthecorporation'sstructure，culture，andresources。Acorporationneedstohavethisinformationinordertoassessitscapabilitiestosatisfyacustomer’sneedbymakinganddistributingaproductorservice。Informationonboththeinternalandexternalenvironmentscanalsohelpacorporationtopredictlikelyopportunitiesandthreats. Long—termstrategiescanbedesignedwiththesein。6。Whatarethegeneralforcesinthesocietalenvironment?Whatarethefiveforcesinaindustry？Whatdeterminestheultimateprofitpotentialinaindustry?EnvironmentForcesandTechnologicalForces。(2）threatofnewentrants,rivalryamongexistingfirms，threatofsubstituteproducts,bargainingpowerofbuyers,bargainingpowerofcollectivestrengthoftheseforcesdeteminestheultimateprofitpotentialintheindustry.7.Whatismeantbythehierarchyofstrategy?Ahierarchyofstrategyisthegroupingofstrategytypesbylevelintheorganization.Thishierachyofstrategyisanestingofonesteategywithinanothersothattheycomplementandsupportoneanother.Functionalstrategiessupportbusinessstrategies,which,inturn,supportthecorporatestrategy（ies).8。Whyarestrategicdecisionsdifferentfromothertypesofdecisions?Strategicdecisionsdealwiththelong—runfutureoftheentireorganizationandhavethreecharacteristicswhichdifferentiatethemfromothertypesofdecisions:（1）Rare.Strategicdecisionsareunusualandtypicallyhavenoprecedenttofollow（）Consequentia。Strategicdecisionscommitsubstantialresourcesanddemandagreatdealofcommitmentfrompeopleatalllevels；(3)Directive。Strategicdecisionssetprecedentsforlesserdecisionsandfutureactionsthroughoutthe。9。Howcanadecisionmakeridentifystrategicfactorsinthecorporation'sexternalenvironment？Onewaytoidentifyandanalyzedevelopmentsintheexternalenvironmentistousetheissuesprioritymatrix：①Identifyanumberoflikelytrendsemerginginthenatural ，societal,andtaskenvironments.Thesearestrategicenvironmentalissues-thoseimportanttrendsthat,iftheywilldeterminewhatvariousindustrieswilllooklikeinthenearAssesstheprobabilityofthesetrendsactuallyoccurring,fromlowtomediumtohigh.③Attempttoascertainthelikelyimpact(fromlowtohigh)ofeachofthesetrendsonthe。10。Whyhasstrategicmanagementbecomesoimportanttotoday’scorporations？Researchhasrevealedthatorganizationsthatengageinstrategicmanagementgenerallyoutperformthosethatdonot。Theattainmentofanappropriatematchor”fit”betweenanorganization’senvironmentanditsstrategy,structure,andprocesseshaspositiveeffectsontheorganization’sperformance。Strategicplanningbecomesincreasinglyimportantastheenvironmentbecomesunstable。Whatistherelevanceoftheviewofthefirmtostrategicmanagementinaglobalenvironment？Theresource—basedviewofthefirmisanattempttobringattentiontotheimportanceofacorporation'sresourcesinstrategicmanagement。Unfortunately，thisemphasisontheindustrytendedtoignoreafirm'scoresk