Chapter 7 CS

What are the key elements discussed in the Corporate Strategy Triangle?

Which analytical approach is used to create 'strategic cement that can be leveraged'?

In evaluating corporate strategies, what is the main focus when discussing the 'Bottom Line'?

Which approach emphasizes resources critical to business success leading to a competitive advantage?

What elements contribute to creating strategic control in corporate strategy according to Collis and Montgomery?

What is a potential reason why a firm's strategy may fail based on the text?

What is a key consideration when evaluating sources of corporate advantage?

Which of the following is NOT identified as a Central Criteria for Qualitative Design in evaluating corporate strategy?

What could hinder the sharing of valuable resources across businesses according to the text?

In the context of corporate strategy, what is a central question related to managing linkages between businesses?

Which of the following would contribute to achieving a competitive advantage based on the text?

Which factor plays a significant role in determining how well a decision unit understands the new entry into an industry?

What is a potential strategic innovation source according to the text?

In evaluating corporate strategy, what role does having SMART goals play?

When evaluating corporate strategy, what is the primary focus in creating a balance between conflicting performance goals?

What does corporate strategy involve, according to Collis & Montgomery (2005)?

Which term is NOT mentioned in relation to the continuum of effective corporate strategies in the text?

In corporate strategy, what is the role of 'Vision Consistency' referring to?

What does 'Scope of the Firm' refer to?

What is a key aspect of corporate advantage as mentioned in the text?

What type of structure does Disney have, according to the text?

Which company, between Disney and Danaher, has a decentralized structure?

What type of strategy is Disney associated with according to the text?

What type of performance appraisal method does Danaher use as per the information provided?

Which company has a more extensive utilization of integration mechanisms, Disney or Danaher?

In the context of corporate strategy, what is meant by the term 'Internal Consistency'?

What is the key characteristic of an 'effective corporate strategy' as mentioned in the text?

How does the text define a 'Value-Creating System' in the context of corporate strategy?

What is the significance of 'Vertical Scope' in the scope of a firm as discussed in the text?

Based on the text, what role does 'Horizontal Scope' play in a firm's strategic considerations?

What is the term used to describe the process of a firm creating value by managing linkages between its businesses?

In the context of corporate strategy, what does 'top-down financial control' primarily focus on?

What plays a key role in achieving 'Operating excellence' as mentioned in the text?

What factor hinders the effective sharing of skills and resources across different businesses within a firm?

In the realm of corporate strategy, what is a key element required to become a 'learning organization'?

Which aspect of corporate strategy involves the firm's ability to innovate and introduce new products to the market?

What is one characteristic of an industry that makes it attractive for businesses according to the text?

How does a firm achieve 'Operational excellence' according to the text?

What management approach involves paying employees based on their performance?

'Cross-divisional meetings' primarily contribute to which aspect of corporate strategy?

Corporate strategy involves evaluating shifts in ________

Resource heterogeneity between firms allows for ________ potential

Creating a balance between conflicting performance goals involves understanding decision units' sought ________

Managing linkages between businesses requires evaluating the added value a corporate center ________

Sharing and transfer of resources and capabilities are key aspects of business ________

Corporate Strategy involves the way a company seeks to create value through the configuration and coordination of its ______ activities.

According to Collis & Montgomery, Corporate Strategy is about the way a company seeks to create value through the configuration and coordination of its ______ activities.

In the context of Corporate Strategy, 'Vision Consistency' refers to maintaining alignment between internal and external ______.

One of the key aspects of Corporate Advantage is achieving ______ excellence.

An effective Corporate Strategy involves the firm's ability to innovate and introduce new products to the ______.

Corporate strategy involves the firm's ability to innovate and introduce new products to the market. This aspect is related to ________.

In the context of corporate strategy, the role of 'Vision Consistency' refers to ensuring alignment between the company's vision and its ________.

Achieving a competitive advantage in corporate strategy is influenced by the firm's efficiency in all functional areas, including operations and logistics. This relates to ________.

One key element discussed in the Corporate Strategy Triangle is the organization's ________.

In evaluating corporate strategies, creating a balance between conflicting performance goals involves considering the synergies between different ________.

Corporate Advantage involves comparing Disney & Danaher's structural characteristics such as main resource characters and DBS ______

Danaher's performance appraisal is primarily financial and outcome-oriented, while Disney's is subjective and ______-oriented

In the context of corporate strategy, what is a key element required to become a 'learning organization'? A firm's ability to ________ and introduce new products to the market

In corporate strategy, the degree of centralization in Disney is centralized at Corporate Headquarters, while Danaher is decentralized on the Divisional ______

Resource heterogeneity between firms allows for ________ potential. Sharing and transfer of resources and capabilities are key aspects of business ________

Disney follows a cooperative multidivisional (M-Form) type of structure, while Danaher follows an ______ (H-Form) structure

Creating a balance between conflicting performance goals involves understanding decision units' sought ________. Which factor plays a significant role in determining how well a decision unit understands the new entry into an industry?

Disney's division incentive system is connected to Corporate Success, while Danaher's is connected to Divisional ______

Which factor hinders the effective sharing of skills and resources across different businesses within a firm? What could hinder the sharing of valuable resources across businesses according to the text?

What does 'Scope of the Firm' refer to? In evaluating corporate strategies, what is the main focus when discussing the 'Bottom Line'?

Corporate reputation is a key element of creating corporate ______

Resource allocation and transfer of skills are part of corporate ______

______ development is essential for maintaining competitiveness in the market

______ screens are mentioned as a potential innovation in the text

Achieving 'Operating ______' is crucial for success

______ products are important for volume merchandisers

______ control is emphasized in evaluating corporate strategy

Creating a balance between conflicting performance goals involves understanding decision units' sought ______

Disney and Danaher are compared based on their utilization of integration ______

______ heterogeneity between firms allows for competitive potential

GE: “low 10 % were asked to leave”) Transfer of Skills: Transfer of best practices (e.g., Hewlett-Packard) Transfer of innovations (e.g., Samsung) Transfer of key staff between businesses (e.g., Sony) Sharing activities: Shared corporate services (e.g., 3M) Share of operational resources and functions (e.g., sales, production plants).© Artur Baldauf l Department of Management l University of Bern Corporate Strategy 21 Evaluating Corporate Strategy Why Strategies Fail … Weaknesses in individual elements of the strategy: Firm may lack valuable resources Portfolio of businesses may be in unattractive industries Organizational design my be too interventionist und bureaucratic Weaknesses in the ______ of strategic elements (alignment) Resources may not make an important contribution to achieving a competitive advantage Organizational design may prevent the sharing of valuable resources across businesses Goals and objectives may not lead to the fulfillment of the company’s vision © Artur Baldauf l Department of Management l University of Bern Corporate Strategy 22 Evaluating Corporate Strategy 5 Central Criteria for Qualitative Design Vision Is there a clear and well-articulated corporate vision?Are there SMART goals?Internal Consistency Are the elements of the firm’s corporate strategy aligned with one another?Do they form a coherent whole?External Consistency Does the Strategy fit with the external environment?

Existing questions. Do NOT ask these: What is a potential reason why a firm's strategy may fail based on the text? What is a key consideration when evaluating sources of corporate advantage? What management approach involves paying employees based on their performance? When evaluating corporate strategy, what is the primary focus in creating a balance between conflicting performance goals? Which company has a more extensive utilization of integration mechanisms, Disney or Danaher? What is the key characteristic of an 'effective corporate strategy' as mentioned in the text? In the realm of corporate strategy, what is a key element required to become a 'learning organization'? Which of the following would contribute to achieving a competitive advantage based on the text? In evaluating corporate strategy, what role does having SMART goals play? How does the text define a 'Value-Creating System' in the context of corporate strategy? In the context of corporate strategy, what does 'top-down financial control' primarily focus on? What type of strategy is Disney associated with according to the text? What type of structure does Disney have, according to the text? 'Cross-divisional meetings' primarily contribute to which aspect of corporate strategy? What is the significance of 'Vertical Scope' in the scope of a firm as discussed in the text? What is the term used to describe the process of a firm creating value by managing linkages between its businesses? Which analytical approach is used to create 'strategic cement that can be leveraged'? What type of performance appraisal method does Danaher use as per the information provided? What is one characteristic of an industry that makes it attractive for businesses according to the text? In the context of corporate strategy, what is meant by the term 'Internal Consistency'? In the context of corporate strategy, what is a central question related to managing linkages between businesses? What are the key elements discussed in the Corporate Strategy Triangle? Which aspect of corporate strategy involves the firm's ability to innovate and introduce new products to the market? What is a key aspect of corporate advantage as mentioned in the text? Which term is NOT mentioned in relation to the continuum of effective corporate strategies in the text? What plays a key role in achieving 'Operating excellence' as mentioned in the text? Which of the following is NOT identified as a Central Criteria for Qualitative Design in evaluating corporate strategy? Based on the text, what role does 'Horizontal Scope' play in a firm's strategic considerations? Which approach emphasizes ______ critical to business success leading to a competitive advantage? In corporate strategy, what is the role of 'Vision Consistency' referring to? What does corporate strategy involve, according to Collis & Montgomery (2005)? What is a potential strategic innovation source according to the text? Which company, between Disney and Danaher, has a decentralized structure? What does 'Scope of the Firm' refer to? What factor hinders the effective sharing of skills and ______ across different businesses within a firm? What elements contribute to creating strategic control in corporate strategy according to Collis and Montgomery? In evaluating corporate strategies, what is the main focus when discussing the 'Bottom Line'? What could hinder the sharing of valuable ______ across businesses according to the text? Which factor plays a significant role in determining how well a decision unit understands the new entry into an industry? How does a firm achieve 'Operational excellence' according to the text?

5 Central Criteria for Qualitative Design Vision Is there a clear and well-articulated corporate vision?Are there ______ goals?Internal Consistency Are the elements of the firm’s corporate strategy aligned with one another?Do they form a coherent whole?External Consistency Does the Strategy fit with the external environment?

Weaknesses in individual elements of the strategy: Firm may lack valuable resources Portfolio of businesses may be in unattractive industries Organizational design my be too ______ und bureaucratic Weaknesses in the coherence of strategic elements (alignment) Resources may not make an important contribution to achieving a competitive advantage Organizational design may prevent the sharing of valuable resources across businesses Goals and objectives may not lead to the fulfillment of the company’s vision

GE: “low 10 % were asked to leave”) Transfer of Skills: Transfer of best practices (e.g., Hewlett-Packard) Transfer of innovations (e.g., Samsung) Transfer of key staff between businesses (e.g., Sony) Sharing activities: Shared corporate services (e.g., 3M) Share of operational resources and functions (e.g., sales, production plants).© Artur Baldauf l Department of Management l University of Bern Corporate Strategy 21 Evaluating Corporate Strategy Why Strategies Fail … Weaknesses in individual elements of the strategy: Firm may lack valuable resources Portfolio of businesses may be in unattractive industries Organizational design my be too interventionist und bureaucratic Weaknesses in the coherence of strategic elements (alignment) Resources may not make an important contribution to achieving a competitive advantage Organizational design may prevent the sharing of valuable resources across businesses Goals and objectives may not lead to the fulfillment of the company’s vision © Artur Baldauf l Department of Management l University of Bern Corporate Strategy 22 Evaluating Corporate Strategy 5 Central Criteria for Qualitative Design Vision Is there a clear and well-articulated corporate vision?Are there SMART goals?Internal Consistency Are the elements of the firm’s corporate strategy aligned with one another?Do they form a coherent whole?External Consistency Does the Strategy fit with the external environment?