câu hỏi  |
câu trả lời |
Disclosure limit of shareholding for financial statement in the UK. bắt đầu học
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bắt đầu học
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Strategic drift can be defined as a gradual deterioration of competitive action that results in the failure of an organization to acknowledge and respond to changes in the business environment. Homogeneous mindset at managerial and board levels.
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Key factor to consider in PESTEL – political bắt đầu học
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Changes to government policy
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Key factor to consider in PESTEL – economic bắt đầu học
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Key factor to consider in PESTEL – social bắt đầu học
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Changes to taste and fashion
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Key factor to consider in PESTEL – technological bắt đầu học
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New hardware and software capabilities.
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Key factor to consider in PESTEL – environmental 2 bắt đầu học
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Geographic location.| Use of resources.
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Key factor to consider in PESTEL – legal bắt đầu học
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Restriction or extra regulations
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What instrument is used to analyse potential impacts on future growth? It identifies the main drivers in the external environment. bắt đầu học
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What instrument is used to analyse potential impacts of future margins? bắt đầu học
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Porter's 5 Forces analysis.
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What instrument is used to analyse potential new foreign markets for expansion? bắt đầu học
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What instrument is used to analyse the ability to cope with changes in the external environment? bắt đầu học
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What instrument is used to determine the source of competitive advantage or disadvantage? bắt đầu học
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What instrument is used to bring together the internal and external analysis in order to understand overall strategic position? bắt đầu học
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Porter’s diamond factor conditions examples bắt đầu học
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Basic factors: weather, local raw materials. Advanced: telecommunications, education system.
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bắt đầu học
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Strategic Focus (Leadership, Management, Planning); People (Personnel, Staff, Learning, Development); Operations (Processes, Work); Marketing (Customer Relations, Sales, Responsiveness); Finances (Assets, Facilities, Equipment).
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bắt đầu học
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Human Resources Management
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bắt đầu học
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Continuing professional development
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What is an Organisational Profile in case of Baldrige performance excellence? bắt đầu học
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Relationships, Environment, Challenges.
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2 [Competitive strategy] bắt đầu học
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Finding cheaper alternatives | Eliminating all waste.
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2 [Competitive strategy ] bắt đầu học
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Changes in buyer preferences | Loss of barriers to entry.
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3 [Competitive strategy] bắt đầu học
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Economies of scale | A focus on cost reduction | Eliminating all wastes
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[Competitive strategy] bắt đầu học
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e.g. international
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3 [Competitive strategy] bắt đầu học
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Economies of scale | Branding | Service levels.
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3 [Competitive strategy] bắt đầu học
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Loss of brand | Difficult to achieve | Target for all rivals
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3 [Competitive strategy] bắt đầu học
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Innovation | Branding | Marketing.
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Differentiation key threats: 2 [Competitive strategy ] bắt đầu học
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Being copied by rivals. || New technology.
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Focused differentiation CSFs 2 [Competitive strategy ] bắt đầu học
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Market knowledge | Unique products and services.
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Focused differentiation key threats: 3 [Competitive strategy ] bắt đầu học
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Recession | Small market size | Few barriers
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Existing product and existing market. (growth strategy) bắt đầu học
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Market penetration best use when...? 2 bắt đầu học
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Best used when market is growing | Introduce a new or improved product
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Market penetration risks: 2 bắt đầu học
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Competitors will react | Can lead to stagnation.
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New product and existing market growth strategy bắt đầu học
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Product development is used when we have...? 2 [growth strategy] bắt đầu học
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New and improved products | Copy rivals.
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Product development risks: 2 [Growth strategy ] bắt đầu học
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Unknown demand | Can cannibalise existing products
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Existing product and new market. [growth strategy] bắt đầu học
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Strategic alliances are often used to...? bắt đầu học
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Market development risks: 2 bắt đầu học
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Puts a strain on stratigic capabilities. | Need new external analysis.
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New product and new market growth strategy bắt đầu học
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3 [growth strategy] bắt đầu học
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Very different CSFs | Need new external analysis | Can reduce flexibility.
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Forward diversification examples: bắt đầu học
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A farmer who directly sells his crops at a local grocery rather than to a distribution center that controls the placement of foodstuffs to various supermarkets. Or, a clothing label that opens up its own boutiques, selling its designs directly. Forward integration is a business strategy that involves a form of vertical integration whereby business activities are expanded to include control of the direct distribution or supply of a company's products.
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Backward diversification example bắt đầu học
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A company might buy their supplier. Companies often complete backward integration by acquiring or merging with these other businesses, but they can also establish their own subsidiary to accomplish the task. BD is a form of vertical integration in which a company expands its role to fulfill tasks formerly completed by businesses up the supply chain. It is when a company buys another company that supplies the products or services needed for production.
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Horizontal diversification bắt đầu học
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Horizontal diversification is the acquisition of a business operating at the same level of the value chain in the same industry. Procter and Gamble’s 2005 acquisition of Gillette is a good example which realized economies of scope. Because both companies produced hundreds of hygiene-related products the merger reduced the marketing and product development costs per product.
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Conglomerate diversification bắt đầu học
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Conglomerate diversification is unrelated diversification: the businesses which are joined together have no connection whatsoever. An example would be a supermarket joining with a car manufacturing company. Little or no synergy with its core business or technology.
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bắt đầu học
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Global Reporting Initiative
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Corporate Social Responsibility short definition and goals. 2 bắt đầu học
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International private business self-regulation. | Goals of a philanthropic and charitable nature. CSR
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bắt đầu học
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This is when an executive director of Company A serves as a NED in Company B and, at the same time, an executive director of Company B serves as a NED at Company A. Such a relationship is considered to make the two boards too intimately involved witheach other and potentially reduces the quality of the scrutiny that the two NEDs involved in the cross-directorship can bring.
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Environmental footprint accounting bắt đầu học
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It measures the demand on and supply of nature. On the demand side, the Ecological Footprint measures the ecological assets that a given population requires to produce the natural resources it consumes (like food). On the supply side, a city, state or nation’s biocapacity represents the productivity of its ecological assets (e.g. cropland). These areas, especially if left unharvested, can also absorb much of the waste we generate, especially carbon emissions.
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Organic growth characteristics 3 (development method) bắt đầu học
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Popular with employees. | Slow but less risky. | no valuation problem 3) you are not buying goodwill which could be destroyed later or which may never have existed.
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Acquisition characteristic bắt đầu học
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Useful if you are expanding into another country or product line | You have to pay for goodwil but it is usually difficult to value | There is an asymmetry of information: sellers usually knowing more than buyers. This increases the risk to the buyer.
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Leader definition by Buchman and Huczynski: bắt đầu học
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Someone who exercises influence over other people.
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Leadership traditional definition bắt đầu học
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An interpersonal influence directed toward the achievement of goals.
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3 keywords from leadership definition: bắt đầu học
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Interpersonal | influence | goal
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from leadership definition bắt đầu học
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Interpersonal means between persons. Thus, a leader has more than one person to lead.
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from leadership definition bắt đầu học
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The power to affect others.
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from leadership definition bắt đầu học
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Goal is the end one strives to attain.
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Problems with traits theories: bắt đầu học
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There will always be counter-arguments - one theorist will say a leader should always be courteous whereas another will say that a rude and effective leader was identified.
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Behaviour / style theories: 2 bắt đầu học
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Theory focuses on how leaders behave, and assumes that these traits can be copied by other leaders. | It suggests that leaders aren’t born successful, but can be created based on learnable behavior.
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Tells (autocratic) management style: bắt đầu học
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The manager makes all the decisions and issues instructions which are to be obeyed without question.
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Sells (persuasive) management style: bắt đầu học
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The manager still makes all the decisions, but believes that team members must be motivated to accept them in order to carry then out properly.
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Consults (participative) management style: bắt đầu học
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The manager confers with the team and takes their views into account, although still retains the final say.
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Joins (democratic) management style: bắt đầu học
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The leader and the team members make the decision together on the basis of consensus.
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Problems with behavioural theories: bắt đầu học
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Unfortunately, as with trait theories, it is possible to find counter examples. E.g. Steve Jobs demonstrating the least effective style (autocratic) but running the largest technology company in the World.
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Contingency / contextual theories: bắt đầu học
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The modern consensus is that there is no one best style of leadership that is equally effective for all circumstances. | A theory that is a mixture of both trait and behavioural is the situational approach.
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What instrument it is used to respond a risk? bắt đầu học
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3 bắt đầu học
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Insurance. | Outsource operations. | Joint ventures (partial transferring).
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TARA framework bắt đầu học
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The risk has been assessed as being so serious that all possibility of the event occurring should be avoided.
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risk response – Reduce. Give one example. TARA framework bắt đầu học
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Take steps to mitigate the risk. For example, instead of installing a new computer system in every branch over one weekend, run a pilot operation then gradually extend.
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TARA framework bắt đầu học
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Don’t do anything about the risk. It’s just part of everyday business.
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bắt đầu học
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To oversee the appointment and remuneration of executive directors.
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Join venture, Strategic Alliance, Partnering characteristic 3 bắt đầu học
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Share skills | and costs | but difficult to agree.
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3; [BGC matrix] bắt đầu học
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Strong position in a low growth (therefore unattractive) market. | Little threat from rivals. | Just keep the product ticking over and collect the cash.
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bắt đầu học
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Tells us the highest acceptable cost of capital.
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bắt đầu học
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Relies on a cost of capital estimate.
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Payback period key disadvantage: bắt đầu học
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Requires a target or benchmark.
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bắt đầu học
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Profits are easily manipulated.
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bắt đầu học
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It is not useful for comparing projects.
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Dealing with risk in decision making. An expected value summarises all the different possible outcomes by calculating a...? bắt đầu học
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_a single weighted average It is the long run average (though not necessarily the most likely result).
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Complicated scenarios in dealing with risk in decision making could be represented as...? bắt đầu học
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Decision trees force the decision maker to consider the logical sequence of events.
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Key limitations in dealing with risk in decision making: 3 bắt đầu học
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Useful only for one-off decisions. | Based on subjective information. | Ignores attitudes to risk.
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Who is the ultimate principal in the public organizations? bắt đầu học
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2. e.g. Railway passengers.
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Ultimate difference between CEO and chairman. 2 bắt đầu học
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The chairman has the ultimate role of leading the board, | whilst the CEO leads the business.
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unimportant bắt đầu học
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Working with lower costs to make more profit. The usual way is to employ fewer staff by making staff redundant.
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The distinction between CSR strategy and strategic CSR with examples. bắt đầu học
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CSR strategy is to have set of policies which guide CSR activities. | E.g. a company might have a policy to invest in some particular communities. | Strategic CSR is when company support the main business areas. | Bank might favour financial education. It would be seen as strategically wasteful to use CSR to support activities which are not aligned to the core activities.
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Environmental risk example: bắt đầu học
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the release of dangerous chemicals into the local river.
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bắt đầu học
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a competitor launches a fantastic product.
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bắt đầu học
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you launch a poor product
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bắt đầu học
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interest rates being increased so that consumer demand is suppressed.
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bắt đầu học
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the supply and price of raw materials change adversely.
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Political, cultural and legal risk example: bắt đầu học
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becoming illegal or unpopular
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bắt đầu học
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you are exporting and the buyer’s currency weakens before you are paid.
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bắt đầu học
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subsidiary is bought but it turns out that it isn’t as good as you thought it would be.
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Remuneration committee bắt đầu học
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