Chapter 6 CS

What is one of the central criteria for evaluating corporate strategy?

Which company is mentioned as an example of the transfer of best practices in the text?

What can be a reason for a corporate strategy to fail according to the text?

Why might an organizational design be considered a weakness in a corporate strategy?

What is an example of sharing activities mentioned in the text?

What is the role of the corporate office in creating corporate advantage?

Which factor is NOT mentioned as a part of 'Related' Firm Resources in creating corporate advantage?

What is one of the characteristics of a 'World-class management' mentioned in the text regarding corporate strategy?

Which of the following is NOT cited as an aspect contributing to 'Operating excellence' in the context of corporate strategy?

In the context of corporate strategy, what is the importance of 'Shared activities'?

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

Which approach is NOT part of evaluating corporate strategies based on the text?

What does a 'tight fit and integration' in corporate strategy result from?

Which element is NOT considered in achieving competitive advantage in corporate strategy?

What does the 'strategic cement that can be leveraged' refer to in the context of corporate strategy?

What is the primary focus of Corporate Strategy according to the text?

How is Corporate Advantage defined in the text?

In the context of Corporate Strategy, what does 'Scope of the Firm' refer to?

According to Collis & Montgomery, what is a key aspect of Corporate Strategy?

How does Corporate Strategy differ from Corporate Advantage?

Which factor is crucial to consider when evaluating corporate strategy in terms of sustainability?

What is a common challenge that organizations face when assessing if a strategy truly produces a corporate advantage?

In the context of corporate advantage, what is the 'Window of Value Creation' primarily associated with?

What does the concept of 'Value Creating System' encompass in the realm of corporate strategy?

When assessing the feasibility of a corporate strategy, what aspect related to value creation is particularly crucial for sustainable success?

What is one way in which a 'Parent' can create value at the Corporate level through resource management?

How does Portfolio Management create value through 'linkages'?

Which action falls under the strategy of 'Restructuring' as mentioned in the text?

In the context of 'Business Linkages', what is an example of how a 'Parent' can create value through transfer of skills?

How does 'Corporate Strategy' aim to manage 'Linkages' between businesses according to the text?

What is a key resource heterogeneity between firms that can lead to differentiation potential?

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

Which factor is mentioned as crucial for firms to exploit changes faster and more efficiently?

What aspect should decision units seek to understand regarding the target market, according to the text?

Which company's lean production system is used in the text as an example of balancing quality and costs?

What concept refers to creating a balance between conflicting performance goals in corporate strategy?

Which term relates to the differences within decision units, such as segmentation, as mentioned in the text?

What is considered as a valuable external source that can impact corporate advantage?

"Sharing and Transfer of resources and capabilities" most closely relates to:

Which factor mentioned in the text can help create differentiation potential among firms?

Decentralization is discussed in the context of creating ____________ Advantage

Resource Allocation aims to reduce ____________ costs

Corporate Strategy involves the formation of a corporate ____________

_______ control is based on price and competition of external markets for control of transaction costs

The design of supporting systems is crucial to perform the ____________ role in corporate strategy

Shared activities and transfer of resources are key elements in achieving ____________ improvement

Transactions are controlled through the organization's hierarchy in _______ control

Clan control is based on standards, values, and opinion systems of employees and is suitable for organizations that behave _______

Coherence involves advantages in value creating activities such as economies of scale and experience curve effects. It also includes coordination of market positions and leveraging _______

The costs-benefits of coherence include economies of scope, economies of scale, synergy, and corporate value, while also considering coordination costs and incentive _______

Corporate Strategy is defined as "The way a company seeks to create value through the configuration and coordination of its multimarket activities." according to Collis & Montgomery in the year ______.

According to Artur Baldauf, in the Corporate Strategy Triangle, the three key elements are Vision, Goals, and ______.

In the realm of Corporate Strategy, one of the key central issues is the balance between Centralization vs. ______.

Artur Baldauf mentions that one of the primary roles of the Corporate Office is to act as a ______ Guardian.

In the context of Corporate Strategy, managing the Multi-business Firm involves dealing with Regulation and ______ Mechanisms.

______ capacity

Financial ______

Core ______

Human ______

Liquid Crystal ______

Top-Managers lead corporations through structure, processes and systems: Corporate Control (primarily via business units) Corporate Coherence (the composition of business units (portfolio) has to make sense) Bower (1970) Study: The role of corporate management at capital budgeting. Top managers do not make decisions directly, but control them over the administrative context. Functional Managers identify projects, SBU-Managers pursue promising projects. Top-Managers make final decisions. This process is controlled over the ______ context.

McKinsey 7-S Model includes Structure, Strategy, Systems, Shared Values, Skills, Style, and Staff. Which organizational structure matches the corporation? What kind of control systems? What does the corporation want to achieve? How does organizational culture look like? Do the employees have the necessary skills? Which management style is cultivated? What characteristics of employees are required? This model helps in assessing various aspects of the corporation's ______.

Corporate Strategy aims to manage linkages between businesses by focusing on Portfolio Management. This approach creates value through optimizing the ______ between different business units.

In the context of Corporate Strategy, the importance of 'Shared activities' lies in creating synergy and efficiency by leveraging common resources and capabilities across different parts of the organization. This enhances overall ______ within the corporation.

According to Collis & Montgomery, a key aspect of Corporate Strategy is understanding and leveraging the firm's unique resources and capabilities to create a sustainable ______.

Corporate Strategy Prof.Dr.Artur Baldauf is from the Department of ________ at University of Bern

Presentation Evaluation criteria include content, application of new learnings, structure, depth of reflection, presentation style, and formal ________

The Final Presentation includes Part 1: Introduction, External & Internal Analysis and Part 2: Strategy Formulation & ________

The Group Number for Stadler Rail in the Final Presentation is ________

One of the content topics discussed in the course is 'Value driver tree based on Du Pont ________'

_______ costs for every unit decline

Alfred D. Chandler is associated with the Evolution of the Modern Organization in the year _______

_______ Organization Systems emerged in the year 1950

_______ is a type of leadership mentioned in the text

_______ is a characteristic of M-Forms related to the utilization of Integration Mechanisms

A Single/dominant-business corporation is a characteristic of a _______ Structure

_______ is a key aspect of Corporate Strategy according to Collis & Montgomery

The primary focus of Corporate Strategy according to the text is to achieve _______

_______ is a type of Strategy associated with the Competitive M-Form