Page 1

UNISEMINAR


Strategic and  International   Management

Mannheim, November  2012


Strategic and  International  Management

Inhaltsverzeichnis


Strategic and  International  Management Content

Einleitung ……………………………………………………………......................................................................              I  –  XI

Chapter 1:  What  is  Strategy  and  Why  is  it  important?  Vision,  Mission,  Objectives… 001  –  034

Chapter 2:  Evaluating  a  Company‘s  External  Environment  ........................................................ 035  –  072 Chapter  3:  Evaluating  a  Company’s  Resources,  Capabilities  and  Competitiveness……… 073  –  114

Chapter 4:  The  Five  Generic  Competitive  Strategies    .....................................................................  115  –  149 Chapter  5:  Strengthening  a  Company‘s  Competitive  Position  .................................................... 150  –  173 Chapter  6:  Going  International:  Market  and  Culture  Analysis  .................................................... 174  –  203 Chapter  7:  From  Comparative  Advantage  to  a  Multinational  and  Virtual  Organization.. 204  –  211 Chapter  9:  Diversi�ication:  Strategies  for  Managing  a  Group  of  Businesses.......................... 212  –  267 Chapter  10:  Going  International:  Entry  Strategies  and  Strategic  Alliances  .......................... 268  –  307 Chapter  12:  Strategy  Implementation  Overview............................................................................... 308  –  341 uniseminar.eu


Strategic and  International  Management

Wer ist  Uniseminar? II/  X


Strategic and  International  Management Über  Uniseminar

Uniseminar bietet   seit   2005   Seminare   und   Lernunterlagen   zur   ef�izienten   Prüfungs-­‐ vorbereitung   an   diversen   europäischen   Universitäten   an.   Unser   Ziel   ist   es   Deine   Prüfungsvorbereitung  einfacher,  ef�izienter  und  verständlicher  zu  gestalten.

Unser Team   besteht   aus   zahlreichen   Doktoranden   der   besten   Universitäten   Europas,   die  allesamt  große  didaktische  und  fachspezi�ische  Erfahrung  mit  sich  bringen. Wir   alle   haben   große   Freude   am   Unterrichten   und   wollen   Dir   auf   angenehme   Weise   die  Unterrichtsinhalte  näher  bringen,  sodass  Lernen  auf  einmal  Spaß  macht! uniseminar.eu


Strategic and  International  Management

Karteikartentypen

-­‐ Teil  2  -­‐

VII /  X


Strategic and  International  Management Karteikartentypen

Um die  verschiedenen  Konzepte  für  Dich  so  übersichtlich  wie  möglich  zu  gestalten,  haben   wir  folgende  optische  Erkennungsmuster  verwendet:

De�initionen sind  umrahmt  und  grau  hinterlegt. Beispiele  sind  kursiv  gedruckt.   Aufzählungen  sind  durch  Bullet-­‐Points  dargestellt. Weiterführende  Gedanken  sind  mit  einem  à  gekennzeichnet Bei   der   Beurteilung   von   Aussagen   ist   in   der   Lösung   immer   auch   eine   Kurzbegründung   in   kursiver  Schrift  enthalten.  

uniseminar.eu


Strategic and  International  Management

Kontakt &  Feedback X  /  X


Strategic and  International  Management Kontakt  &  Feedback

Bei Fragen   zu   unseren   Lernunterlagen,   Seminaren   und   anderen   Dienstleistungen   kannst   Du   uns   jederzeit   gerne   kontaktieren.   Dabei   stehen   die   folgende   Möglichkeiten   zur   Verfügung: 1.  Schreibe  uns  eine  E-­‐Mail  an:  uma@uniseminar.eu. 2.  Adde  uns  bei  Skype  und  schreibe  uns  dort  (Kontakt:  Uniseminar). 3.  Rufe  uns  an  unter  030  20  21  56  68. 4.  Werde  Mitglied  unserer  Facebook  Gruppe  und  nutze  die  Wall  oder  schreibe  einem  der   Koordinatoren  (Du  erkennst  Sie  am  “Uniseminar“  im  Namen).

uniseminar.eu


Strategic and  International  Management

Chapter  1 1:

What is  Strategy  and  Why  is  it  important?   Vision,  Mission,  Objectives

1 /  341


Strategic and  International  Management What  is  strategy  and  why  is  it  important?

De�ine strategic  management! -­‐  De�inition  +  Graph  -­‐

2 /  341


Strategic and  International  Management What  is  strategy  and  why  is  it  important?

L1 p. 3

… the  planning,  organizing,  leading,  and  controlling  of  human  and  other   organizational    ggoals    effectively  and  ef�iciently. resources    to  achieve  o Controlling:� Establish  accurate  measures   and  monitoring  systems  to   evaluate  how  well  the   organization  has  achieved   its  goals

Planning: Choose appropriate   organizational  goals  and   courses  of  action    to  best   achieve  these  goals

Leading:� Motivate, coordinate  and   energize  individuals  / groups  to  work  together  to   achieve  goals

Organizing:� Establish task  and  authority   relationships  that  allow   people  to  work  together  to   achieve  organizational  goals

uniseminar.eu


Strategic and  International  Management What  is  strategy  and  why  is  it  important?

Which types  of  managers  do  exist? -­‐  Graph  -­‐

3 /  341


Strategic and  International  Management What  is  strategy  and  why  is  it  important?

Marketing & Sales

CEO Senior Manager Middle  Manager First-­‐Line  Manager

R&D

Manufacturing

L1 p. 5

Accounting Materials Management

uniseminar.eu


Strategic and  international  Management What  is  strategy  and  why  is  it  important?

How much  time  do  the  different  types  of   managers  spend  on  the  tasks  of  planning,   organizing,  leading  and  controlling? -­‐  3  Points  -­‐  

4 /  341


Strategic and  International  Management What  is  strategy  and  why  is  it  important?

  First-­‐-­‐L Line  m managers:� The  most  time  is  spent  on  leading  people,  the  least  on   controlling  them.

L1 p. 6

  Middle  m managers:� Spend  less  time  on  leading  people  than  �irst-­‐line  managers   because  planning  and  organizing  take  up  more  time.  They   also  spend  more  time  on  controlling  them

  Senior  m managers:� Planning  and  organizing  take  up  more  than  2/3  of  the   time.  The  time  spent  on  controlling  people  also  increases   compared  to  middle  management  while  less  time  is  spent   on  leading  them

uniseminar.eu


Strategic and  International  Management What  is  strategy  and  why  is  it  important?

What is  an  organization? -­‐  De�inition  +  Graph  -­‐

5 /  341


Strategic and  International  Management What  is  strategy  and  why  is  it  important?

L1 p. 3

An o organization  transforms  resources  into  products  or  services,  using   production  factors  such  as  capital  and  labor  . Input � (resources,   production   factors)

Transformation

O u t p u t� (products)

uniseminar.eu


Strategic and  International  Management What  is  strategy  and  why  is  it  important?

What are  resources? -­‐  5  Points  -­‐

6 /  341


Strategic and  International  Management What  is  strategy  and  why  is  it  important?

L1 p. 8

  Human rresources:    employees

  Financial  rresources:    capital,  investment  capacity

  Physical  rresources:    equipment,  plants

  Technological  rresources:    patents,  know-­‐how

  Reputation: brands,  networks,  customer  relationships uniseminar.eu


Strategic and  International  Management What  is  strategy  and  why  is  it  important?

De�ine Strategy! -­‐  De�inition  -­‐

7 /  341


Strategic and  International  Management What  is  strategy  and  why  is  it  important?

Grecian root:  Art  of  military  leading   stratos  =  military,  agos  =  leader  

L1 p. 9

“… consists  of  the  competitive  moves  and  business   approaches  that  managers  are  employing  to  compete   successfully,  improve  performance  and  grow  the   business”

“… is  the  creation  of  a  unique,  valuable  position  in  the   market  space,  using  a  bundle  of  speci�ic  activities”

Thompson et  al.,  2012,  Porter,  HBR,  Nov./Dez.,  1996

uniseminar.eu


Strategic and  International  Management What  is  strategy  and  why  is  it  important?

What is  Strategic  Management? -­‐  4  Points  -­‐

8 /  341


Strategic and  International  Management What  is  strategy  and  why  is  it  important?

  Strategic management  tries  to  explain  abnormal   returns  and  the  success  of  �irms

L1 p. 11

  The question  it  tries  to  answer  is:  Why  do  some  �irms   perform  better  than  others?     Strategic  management  claims  that  a  �irm’s  success  is   the  result  of  the  content  of  strategy  as  well  as  the   process  of  strategy     The  process  of  strategy  consists  of  its  development   and  implementation  

uniseminar.eu


Strategic and  International  Management What  is  strategy  and  why  is  it  important?

What is  a  business  model? -­‐  3  Points  -­‐

9 /  341


Strategic and  International  Management What  is  strategy  and  why  is  it  important?

L1 p. 12

  A b business    m model    shows  how  the  strategy  chosen   ensures  pro�itability  and  the  generation  of  revenues

  It answers  the  question  of  how  revenues/pro�its  are   generated  based  on  the  company‘s  strategy   It  has  two  elements:

–  Customer  V Value    P Proposition� How  the  company  satis�ies  consumers‘  preferences  at  a   reasonable  price  

–  Pro�it  fformula    �� How  the  company  generates  more  revenues  than  costs,  i.e.   ef�iciently  meets  customers’  needs

uniseminar.eu


Strategic and  International  Management What  determines  the  success  of  a  strategy?

Describe the  Fit  Test! -­‐  3  Points  -­‐

10 /  341


Strategic and  International  Management What  determines  the  success  of  a  strategy

L1 p. 15

Does  tthe    sstrategy    m match    tthe    eexternal    aand    iinternal    cconditions?

  External  F Fit:

–  Does the  strategy  �it  the  competitive  environment?   –  Is  it  compatible  with  the  present  market  conditions?  

  Internal  F Fit:

–  How ef�iciently  are  the  company‘s  resources  and  competencies   exploited? –  Does  the  strategy  assess  the  company‘s  strengths  and   weaknesses?  

  Dynamic  F Fit:

–  Can the  strategy  be  adapted  to  changing  circumstances?

uniseminar.eu


Strategic and  International  Management What  determines  the  success  of  a  strategy?

Describe the  Competitive  Advantage  Test! -­‐  3  Points  -­‐

11 /  341


Strategic and  International  Management What  determines  the  success  of  a  strategy?

L1 p. 16

  Is the  strategy  generating  a  ssustainable  competitive   advantage?

  Sustainable  ccompetitive    aadvantage    

–  Is it  dif�icult  for  rivals  to  imitate  the  strategy?  

–  Is the  competitive  advantage  durable  and  long-­‐lasting?  

  Examples: –  Brands

–  Exclusive access  to  resources  

–  Knowledge about  processes  and  technologies  (patents)  

uniseminar.eu


Strategic and  International  Management What  determines  the  success  of  a  strategy?

Describe the  Performance  Test! -­‐  3  Points  -­‐

12 /  341


Strategic and  International  Management What  determines  the  success  of  a  strategy

  Is the  strategy  ensuring  a  good  performance?   Pro�itability    aand    ��inancial    sstrength    

L1 p. 17

–  Does the  strategy  strengthen  the  competitive  position  of  the   �irm  compared  to  its  rivals?   –  Does  the  strategy  support  the  gain  of  market  share?  

  Competitive  sstrength    aand    m market    sshare     –  Does  the  strategy  lead  to  pro�its?  

–  Is the  �inancial  strength  of  a  �irm  enhanced  through  its   strategy?  

uniseminar.eu


Strategic and  International  Management What  determines  the  success  of  a  strategy?

Explain McDonald‘s  Plan-­‐to-­‐Win-­‐Strategy! -­‐  5  Points  -­‐

13 /  341


Strategic and  International  Management What  determines  the  success  of  a  strategy?

L1 p. 18

  Improved restaurant  operations  (employee  training)   Affordable  prices  at  good  quality  (cost  &  quality   control)

  Wide variety  of  food  &  beverage  choices  (wraps,   salads,  coffee,  pastry,  1$  savers  menu,  …)

  Convenience &  expansion  of  dining  opportunities   (McCafé,  24h  drive-­‐thru)

  Ongoing restaurant  reinvestment  &  global  expansion   (China,  Russia)

uniseminar.eu


Strategic and  International  Management What  determines  the  success  of  a  strategy?

Is McDonald‘s  strategy  successful? -­‐  3  Points  -­‐

14 /  341


Strategic and  International  Management What  determines  the  success  of  a  strategy?

  Company  p performance    

L1 p. 19

–  Operating income:  $  7.4  billion  (2010)    =  Sales  record  in  despite  the   global  economic  crisis  

  Global  eexpansion    

–  Restaurants in  118  countries   –  3200  McCafés  in  Europe   –  Largest  ice  cream  retailer  in  China  

  Dynamic  ccustomer    n needs    

–  Increased demand  for  coffee  shops  (McCafés  ) –  Health-­‐awareness  (salads,  wraps,…)  

à Between    2 2005    -­‐-­‐    2 2010,    M McDonalds‘    rrevenues    ggrew    cconsiderably   more    tthan    o other    D Dow    JJones    iindustrials    aand    tthe    SS&P    5 500    IIndex

uniseminar.eu


Strategic and  International  Management What  determines  the  success  of  a  strategy?

Describe the  strategy  process  graphically! -­‐  Graph  -­‐

15 /  341


Strategic and  International  Management What  determines  the  success  of  a  strategy?

Vision  & &    m mission    sstatement,    ttarget    p planning

Environmental  A Analysis,    M Mis�it    A Analysis,    & &    C Corporate    A Analysis        

Strategy  fformulation: Corporate  Strategy Business  Unit  Strategy Functional  Strategy Project  Strategy  validation/selection  of  a  strategy

Strategy  iimplementation    //    o operative    p planning   Functional  planning   Project  planning   Budget  planning Check    o on    sstrategy

L1 p. 20

Mission building

Strategic analysis Strategy   formulation Strategy   implementation uniseminar.eu


UMA_HS2012_Management_Karteikarten