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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

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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.  

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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).

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Strategic  and  International  Management

Chapter    1 1:

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

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

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

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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

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

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

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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

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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  -­‐  

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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

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

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

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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)

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

What  are  resources? -­‐  5  Points  -­‐

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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  -­‐

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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

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

What  is  Strategic  Management? -­‐  4  Points  -­‐

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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  

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

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

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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

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

Describe  the  Fit  Test! -­‐  3  Points  -­‐

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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?

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

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

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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)  

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

Describe  the  Performance  Test! -­‐  3  Points  -­‐

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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?  

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

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

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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)

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

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

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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

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

Describe  the  strategy  process  graphically! -­‐  Graph  -­‐

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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