MBA Comprehensive Exam - January 2019.pdf

MBA Comprehensive Exam - January 2019.pdf - Organizational...

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Organizational Strategies Corporate Level Directional Portfolio Analysis Corporate Parenting Business Level Functional Level Competitive (Battling Against) Cooperative (Working With) Generic Strategies Tactics Timing Market Location First Mover = Pioneer (Prospectors) (Industry Leader + Higher Profits + Setting Standards) (Locking In Customers = De Facto Model ) Later Mover (Analyzers / Defenders / Reactors) Established Product Demand (Imitation + R&D Cost + Risks ) Offensive Defensive Frontal Assault (Head-to-Head) Superior Resources (Very Expensive) Flanking Manoeuvres Attacking Competitors' Weak Points Patient Attacker Encirclement Frontal Assault + Flanking Manoeuvres [Greater Variety] Bypass Attack Changing Game Rules New / Superior Products Guerrilla Warfare Hit and Run Intermittent Assaults Small Gains (Patient) Rising Structural Barriers ( Entry Barriers) Increased Expected Retaliation ( Threat of Retaliation) Lower the Inducement for Attack ( Competitors' Expected Profits) ( Prices) Strategic Alliance Broad Market (Mass) Narrow Market (Niche) Cost Leadership (Price ) (Cost Prices ) ( Market Share) Differentiation (Visible Strategy) (Quality ) ( Loyalty Price Sensitivity Premium Profits) Cost Focus Focus Differentiation Market Scope Stuck in the Middle Consolidated = Mature Industry Fragmented = New Industry 2 corporations Mutually Beneficial Partnership Mutual Service Consortia (Pool Resources Not Sharing Competences) Joint Venture (New Independent Entity + Preserving their Separate Identity) Licensing Agreement (Licensing + Franchising) (Licensee Royalty Fees Licensor) V alue-Chain Partnership Long-Term Arrangement = Vertical Integration Strategic Rollup Market Segmentation
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Corporate Level Strategies Directional (Grand Strategies) Portfolio Analysis Corporate Parenting Growth Stability Retrenchment Concentration (Same Industry) Diversification (Different Industries) Vertical Integration Multiple Locations Value Chain Horizontal Integration ( Geographical Coverage) or ( Range of Products / Services) Backward Integration - (Suppliers) [ Cost - Inefficiency - Quality Scarce Resources] Forward Integration - (Distributors) [ Market Access / Product Distribution] Control Market Distribution - Reach Strategic Customers] Concentric (Related Industries) (Synergies) Divisional Structure Attractive Industry - Strong Competitive Position - Outstanding Abilities Conglomerate (Unrelated Industries) (Financial Consideration) Unattractive Industry - Neutral Competitive Position Lacks Outstanding Abilities Pause [Proceed with Caution] Timeout Opportunity Temporary Strategy Incremental Improvements No-Change ( No Obvious Opportunities / Threats Do Nothing New Profit Strategy Worsening Situations Do Nothing New Passive Top Management [ Investments / Expenditures + Efficiency] Turnaround Contraction (Stop Bleeding) (Size & Costs ) Consolidation (Stabilizing) (↓Unnecessary Overhead) Captive Company
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