Strategic Management Course Overview

The determination of the long-term goals and objectives of an enterprise and the choice of actions and allocation of resources necessary to achieve them.

The overall purpose and scope of an organization and how value will be added to the different parts (business units) of the organization.

The configuration and coordination of its multimarket activities.

<p>Determining the competitive advantage of any given company and above all, the durability of that advantage.</p> Signup and view all the answers

<p>Strategos</p> Signup and view all the answers

<p>The best strategy is the one that allows you to achieve your goals without having to fight.</p> Signup and view all the answers

<p>The art of leading, in times of war and in times of peace, all the forces and means of struggle of a nation.</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>Political, Economic, Social, Technological, Environmental, and Legal</p> Signup and view all the answers

<p>Internal analysis of the organization, External Analysis of the organization, Strategic Capabilities, and the Course of action.</p> Signup and view all the answers

<p>The four key categories are Production, Problem solving, Platform/network, and Customer focused</p> Signup and view all the answers

<p>Vision</p> Signup and view all the answers

<p>They are the fundamental set of beliefs and principles guiding a stakeholder's actions and decision-making. (A)</p> Signup and view all the answers

<p>Internal growth involves expanding within the existing organizational boundaries, while external growth involves merging, acquiring, or collaborating with other companies.</p> Signup and view all the answers

<p>Partial diversification and total diversification.</p> Signup and view all the answers

<p>To achieve the best possible level of competence in a single activity and to make it a decisive competitive advantage.</p> Signup and view all the answers

<p>It helps companies achieve a decisive competitive advantage by concentrating their resources and efforts on a specific area, but it can be risky if a company fails to anticipate changes in the market. (C)</p> Signup and view all the answers

<p>Diversification can reduce risk, generate wealth through synergy, and improve flexibility by expanding into multiple areas of activity</p> Signup and view all the answers

<p>Diversification's main disadvantages include the scale of investments required, the dispersion of resources across various activities, potential loss of company identity, and lack of cohesion between different activities.</p> Signup and view all the answers

<p>Introduction, Growth, Maturity, and Decline.</p> Signup and view all the answers

<p>Environmental analysis, Business analysis, and Strategic recommendations.</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>Stars, Cash Cows, Question Marks, and Dogs</p> Signup and view all the answers

<p>The Scenario Method aims to construct plausible representations of the evolution of an industry's environment to anticipate which strategy might prove relevant for the company in the future.</p> Signup and view all the answers

<p>Figurehead, Leader, Liason, Monitor, Disseminator, Spokesperson, Entrepreneur, Regulator, Resource Allocator, and Negotiator</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

The process of making decisions and actions to create a sustainable competitive advantage.

Positioning a company in relation to its rivals to create added value and increase profitability

The company's long-term goal or purpose.

Fundamental beliefs and principles guiding actions & decisions.

Measurable goals to achieve the company's vision and values.

Tool to analyze external factors like political, economic, social, technological, environmental, and legal aspects impacting a company.

Tool to identify internal strengths and weaknesses, and external opportunities and threats facing a company.

Organizational and managerial abilities to adjust resource base to environmental changes, enhancing resilience.

Tool to evaluate and classify a company's strategic business units (SBUs).

Portfolio matrix that uses market share and market growth rate of SBUs to classify them.

Portfolio matrix that classifies businesses based on attractiveness and competitive position.

Combination of products/services that creates value for a customer segment.

Means of communication and distribution to reach customers.

Essential resources (physical, intangible, human, financial) for a company's value proposition.

Essential activities (production, problem-solving, network platforms) for value creation and delivery.

All costs associated with a company's business model.

Decisions about the size and mix of business units within a company.

Refocusing on a single area of expertise to achieve competitive advantage.

Expanding into new areas of business.

Company expansion through internal development and resources.

Company expansion through mergers, acquisitions, or partnerships.

Combining two or more companies into a single entity.

One company buying another company.

A plan of action designed to achieve long-term goals and objectives, often in a complex and competitive environment.

The process of making decisions and taking actions to create a sustainable competitive advantage for a company.

A unique feature or capability that allows a company to outperform its rivals and create value for its customers.

To set a clear, aspirational, and long-term goal for the company, guiding its direction and inspiring its employees.

The fundamental beliefs and principles that guide a company's actions and decision-making, shaping its culture and ethical conduct.

Specific, measurable, achievable, relevant, and time-bound (SMART) goals that help a company achieve its vision and uphold its values.

To analyze and monitor external environmental factors that impact a company's performance, helping identify threats, opportunities, strengths, and weaknesses.

A framework for evaluating a company's internal strengths and weaknesses, and external opportunities and threats to guide strategy development.

To enable a company to adapt its resource base to changing environmental conditions, strengthening its resilience and ability to seize new opportunities.

To evaluate and classify a company's strategic business units (SBUs) based on various criteria, helping guide resource allocation decisions.

It uses market share and market growth rate to classify a company's SBUs into four categories: Cash Cows, Stars, Dogs, and Question Marks.

It classifies businesses based on their competitive position and attractiveness, considering factors like market growth, profitability, and risk.

A clear statement of the benefits and value that a company offers to its customers, addressing their specific needs and motivations.

They are the communication and distribution pathways that a company uses to reach its customers, connecting with them and facilitating transactions.

The essential assets, capabilities, or skills that a company needs to create and deliver its value proposition, reach markets, and maintain customer relationships.

The essential actions and processes that a company undertakes to create and deliver its value proposition, reach markets, and maintain customer relationships.

It outlines all the expenses associated with a company's business model, including the costs of key resources, key activities, and other operational expenses.

Decisions that a company makes about the size and composition of its business portfolio, determining which business units (SBUs) to invest in and how to allocate resources.

A strategy where a company focuses its efforts on a single area of expertise, aiming to become a leader in that particular field.

It involves a company expanding into new areas of business, either by selling new products, entering new markets, or creating new combinations of both.

A company's expansion through its own resources and capabilities, investing in internal processes, technology, and employees.

It refers to a company's expansion through mergers, acquisitions, or partnerships with other companies, leveraging external resources.

A combination of two or more companies into a single entity, often with both companies ceasing to exist as separate entities.

One company buying another company outright, with the acquired company becoming a subsidiary of the acquiring company.

To create multiple plausible future scenarios based on key variables to anticipate potential changes and develop effective strategies for each.

A key factor that could significantly alter the structure of a market or industry, potentially leading to unforeseen changes.