subiect e ex amen 2013

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BUSINESS STRATEGIES AND MODELS-

SUBIECTE DE EXAMEN 06.2013

1. When was the concept of strategy implemented in the business world ?

Answer: In the 1960'sthe concept was implemented in the business world.

2. The first treatise on strategy was The Art of War written by !. "on !lausewit#.

a$ true b$ false

Answer: %alse.

The Art of War was written by &un T#u.

'. The Art of War(( is concerned to analyse the nature of war and to show how "ictory

can be assured.a$ true b$ false

Answer: True.

). According to The Art of War((* conflict is not an inescapable part of human life.a$ true b$ falseAnswer: %alse.

At the core of this ancient strategy manual is the understanding that conflict is an

inescapable part of human life.

+. According to &un T#u* people must learn to wor, with conflict in a more

profound and effecti"e way.

a$ true b$ falseAnswer: True.

-. The Art of War(( shows how to conuer with aggression.a$ true b$ false

Answer: %alse.

&un T#u teaches* aggression and response in ,ind can lead only to destruction. Themanual shows how to conuer without agression

/. According to &un T#u war has to be studied in terms of the following fundamentalsfactors:

a$ politics0 b$ weather0 c$ the commander0 d$ doctrine.

Answer: all

War has to be studied in terms of fi"e fundamentals factors: politics* weather* terrain* thecommander* doctrine.

. &un T#u stated that the first ,ey to success is decei"ing the enemy.a$ true b$ false

Answer: True.

. What is military strategy ?


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Answer: &trategy3 the o"erall plan for deploying resources to establish a fa"orable

position

14. &trategy represents a scheme for a specific action.

a$ true b$ false

Answer: %alse.Tactic3 a scheme for a specific action

11. Whereas tactics e"o,es the war at large* as a whole* strategy e"o,es the ideea of

regular* clear defined mo"es which are concei"ed only in the battlefield.a$ true b$ false

Answer: %alse.

Whereas strat!" e"o,es the war at large* as a whole* ta#ti#se"o,es the ideea ofregular* clear defined mo"es which are concei"ed only in the battlefield.

12. &trategy is the science of war.

a$ true b$ falseAnswer: True.

&trategy is the science of war: designs the battle plans and uses the battles in the war.

Tactics uses the troops in the war.

1'. According to !. "on !lausewit#* tactics constitutes the theory of using the battles in

order to reach the scope of the war.a$ true b$ false

Answer: %alse

According to !. "on !lausewit#: Strat!"constitutes 5the theory of using the battles in

order to reach the scope of the war5

1). According to !. "on !lausewit#* strategy represents the theory of using the troops inthe battle.

a$ true b$ false

Answer: %alse

According to !. "on !lausewit#: Ta#ti#srepresents 5the theory of using the troops in the

battle5

1+. &trategy says how one must fight.

a$ true b$ false

Answer: %alseTa#ti#says how one must fight.

1-. Tactics says when and where one must fight.

a$ true b$ falseAnswer: %alse

Strat!"says when and where one must fight. It guides the tactic.


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1/. &trategy represents the art of concei"ing* en"isioning and creating.

a$ true b$ false

Answer: True

1. Tactics constitutes the science of performing6e7ecution.

a$ true b$ falseAnswer: True

1. When and why was corporate planning de"eloped ?

Answer: The e"olution of business strategy has been dri"en more by the practical needsof business than by the de"elopment of theory. 8uring the 1+4s and 1-4s* senior

e7ecuti"es e7perienced increasing difficulty in coordinating decisions and maintaining

control in companies that were growing in si#e and comple7ity. !orporate planning wasde"eloped during the late 1+4s to ser"e this purpose.

24. &trategy and structure was written by A. !handler 9r.a$ true b$ false

Answer: True

In 1-2* A. 8upont !handler 9r. published &trategy and structure5.

21. What is strategy according to A. !handler 9r. ?

Answer:

According to A. 8upont !handler 9r. Strat!" is 5the determination of the basic long

term goals and ob;ecti"es of an enterprise5.

22. What is structure according to A. !handler 9r. ?Answer:

According to A. 8upont !handler 9r. Str$#t$r can be defined as 5the design of

organi#ation through which the enterprise is administered5


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2+. According to A. !handler 9r.* the organisational structure must always follow

strategy6comes after the strategy.a$ true b$ false

Answer: True

The organisational structure must always follow strategy6comes after the strategy

2-. According to A. !handler 9r.* the new organisational structures are the effects of the

strategic changes.

a$ true b$ falseAnswer: True

The new organisational structures are the effects of the strategic changes.

2/. >. . Andrews is considered the father of strategic management.a$ true b$ false

Answer: %alse

=. I. A%s& . . A%)r*s


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According to A%s&there are ) strategy components:

productmar,et scope

growth "ector competiti"e ad"antage

synergy

''. According to >. . Andrews* corporate strategy is the pattern of decisions in a

company that:

a$ determines and re"eals its ob;ecti"es* purposes or goals0b$ produces the principal policies and plans for achie"ing those goals0

c$ defines the range of businesses the company is to pursue0

d$ defines the ,ind of economic and human organi#ation it is or intends to be

Answer: all

'). Cnumerate the ) strategy components according to Andrews.

Answer: According to A%)r*s* &trategy has ) components:

mar,et opportunity*corporate competence and resources*

personal "alues and aspirations*

ac,nowledged obligations to people in society other than shareholders.

'+. According to >. . Andrews* corporate strategy is to be seen as an organi#ation

process* in many ways separable from the structure* beha"iour and culture of thecompany.

a$ true b$ false

Answer: %alse

!orporate strategy is to be seen as an organi#ation process* in many ways i%s+ara,

from the structure* beha"iour and culture of the company.

'-. Which are the 2 aspects interrelated in practice of corporate strategy according to >.

. Andrews ?

Answer:!orporate strategy has 2 aspects interrelated in practice: formulation


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'. According to E. C. orter* the intensity of competition in an industry depends upon

the collecti"e effect of fi"e forces. Cnumerate these forces.Cntry barriers* threat of substitution* bargaining power of buyers* bargaining power of

suppliers* ri"alry among current competitors.

)4. resent the E. C. orter(s diamond model.

The )ia(&%) (&)is aneconomical model de"eloped byEichael orter in his boo,

The Competitive Advantage of Nations* where he published his theory of why particularindustries become competiti"e in particular locations. Afterwards* this model has been

e7panded by other scholars.

Fa pun un lin, pentru ca e foarte mult de citit aici si fiecare poate sinteti#a ce crede ca ar

trebui scris: http:66"ectorstudy.com6managementtheories6diamondmodel

)1. resent the E. C. orter(s "alue chain.

A a$ #/ai%is a chain of acti"ities that a firm operating in a specific industry performs

in order to deli"er a "aluableproduct orser"ice for themar,et. The concept comes frombusiness management and was first described and populari#ed byEichael orter in his

1+ bestseller* Competitive Advantage: Creating and Sustaining Superior

Performance.
http://en.wikipedia.org/wiki/Economicshttp://en.wikipedia.org/wiki/Michael_Porterhttp://en.wikipedia.org/wiki/Competition_(economics)http://vectorstudy.com/management-theories/diamond-modelhttp://en.wikipedia.org/wiki/Producthttp://en.wikipedia.org/wiki/Servicehttp://en.wikipedia.org/wiki/Markethttp://en.wikipedia.org/wiki/Michael_Porterhttp://en.wikipedia.org/wiki/Economicshttp://en.wikipedia.org/wiki/Michael_Porterhttp://en.wikipedia.org/wiki/Competition_(economics)http://vectorstudy.com/management-theories/diamond-modelhttp://en.wikipedia.org/wiki/Producthttp://en.wikipedia.org/wiki/Servicehttp://en.wikipedia.org/wiki/Markethttp://en.wikipedia.org/wiki/Michael_Porter


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http:66www.managemente7change.com6hac,6mappingporterGC2G4Gs"aluechainacti"itiesbusinessfunctionalunits

H sa re"in la astea sa le fac un summary

)2. =. Eint#berg states that strategy is not the conseuence of the planification* but its

starting point.

a$ true b$ false

=e sees strategy: '...not as the consequence of planning but the opposite: its startingpoint'.

)'. Which are the + forms of strategy according to =. Eint#berg ?1. lan. 3 &trategy is a plan some sort of consciously intended course of action* a

guideline


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&trategy is a pattern specifically* a pattern in a stream of actions. &trategy is

consistency in beha"iour* whether or not intended. The definitions of strategy as

plan and pattern can be uite independent of one another: plans may go

unrealised* while patterns may appear without preconception. lans are intended

strategy* whereas patterns are realised strategy0 from this we can distinguish

deliberate strategies* where intentions that e7isted pre"iously were realised* and

emergent strategies where patterns de"eloped in the absence of intentions* or

despite them.

). osition. 3 &trategy is a position specifically a means of locating an organisation

in an 5en"ironment5. Dy this definition strategy becomes the mediating force* or

5match5* between organisation and en"ironment* that is* between the internal and

the e7ternal conte7t.

+. erspecti"e.3 &trategy is a perspecti"e its content consisting not ;ust of a chosen

position* but of an ingrained way of percei"ing the world. &trategy in this respect

is to the organisation what personality is to the indi"idual. What is of ,eyimportance is that strategy is a perspecti"e shared by members of an organisation*

through their intentions and 6 or by their actions. In effect* when we tal, of

strategy in this conte7t* we are entering the realm of the collecti"e mind

indi"iduals united by common thin,ing and 6 or beha"iour.

)). According to T. 9. eters top companies are concentrated around:

a$ essential "alues0 b$ strategic priorities0 c$ some financial ,ey indicators.

All answers.

)+. J. =amel and !. =. rahalad created the concept of ,ey competences.

a$ true b$ false

)-. 8efine the concept of competence.

A competence represents the sum of learning across indi"idual s,ill sets andorgani#ational units.

)/. Cnumerate the ' !(s of the strategic triangle.

the customer the corporation

the competition

). Driefly describe the toolsdri"en approach to learning strategy.

toolsdri"en understanding each tool comes first* while combining them to sol"e realproblems comes later. All ma;or theories would first be understood separately* to be

compared or combined later when using them in practice.

). Driefly describe the problemdri"ing approach to learning strategy.


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problemdri"ing K understanding problems comes first* while searching for the

appropriate tools is based on the type of problem. >ey strategy issues are first identified

and then each is loo,ed at from the perspecti"e of the most appropriate theories.

+4. 8efine strategy.The term strategy deri"es from the Jree, word strategia* meaning generalship.

&trategy 3 the o"erall plan for deploying resources to establish a fa"orable position.

3 a plan* method or series of actions designed to achie"e a specific goal or effect3 the determination of the longrun goals and ob;ecti"es of an entreprise and the adoption

of courses and action and the allocation of resouces necessary for carrying out these goals

3 the pattern of ob;ecti"es* purposes or goals and the ma;or policies and plans for

achie"ing these goals* stated in such a way as to define what business the company is inor is to be in and the ,ind of company it is or is to be

+1. &trategy:a$ is focused on achie"ing ce rtain goals0

b$ in"ol"es allocating resources0c$ implies some consistency* integration* or cohesi"eness of decisions and actions.

Answer: a$* b$* c$

+2. &trategy can be defined as a plan* method or series of actions designed to achie"e a

specific goal or effect.

a$ true b$ false

Answer: a$

+'. The more turbulent the en"ironment* the more must strategy embrace fle7ibility and

responsi"eness.a$ true b$ false

+). Why do firms need strategy ?Strateg is the direction and scope of an organisation over the long term! "hich

achieves advantage in a changing environment through its configuration of resources

and competences "ith the aim of fulfilling stoc#holder e$pectations% &/%s&% t a

200

Without a strategy an e7isting business can drift away from its customers and become

uncompetiti"e within its en"ironment and e"entually stops ma,ing profit* this is ,nownas &trategic 8rift. Therefore ha"ing a strategy is a way to remain competiti"e or a way of

forcing a strategic change when an organisation has drifted away from its en"ironment

and is starting to fail.

++. =ow does strategy assist the effecti"e management of organi#ations ?

L Cnhancing the uality of decision ma,ing


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L M %acilitating coordination


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