Question;Final Exam Material;Chapter 7 Questions;1.;What is the ?business;portfolio? of a corporation? Distinguish the terms ?corporation? and ?strategic;business unit?.;2.;Explain the three generic;strategic directions that the corporate center can follow in managing its;business portfolio.;3.;Under what circumstances is;corporate management likely to employ a stabilization or a retrenchment;portfolio strategy?;4.;Describe the differences in;growth strategies based on concentration, related diversification, and;unrelated diversification.;5.;How might a corporation assess;the degree of relatedness of a proposed diversification move in its business;portfolio? Why does related diversification often work better than unrelated;diversification?;6.;Describe several examples of synergy that may be possible among;the SBU?s in a related diversified business portfolio.;a.;7.;Compare vertical integration;and horizontal expansion within an industry value chain.;8.;Describe the components in a vertically integrated healthcare;delivery system and how they interact with each other.;a.;9.;Explain the different forms;that a retrenchment can take ? ranging from the most modest to the most severe.;10. Explain how portfolio;analysis matrices work and their function in making portfolio management;decisions. Use either the BCG Growth-Share matrix or the GE Business Screen as;examples.;a.;11.;What is meant by the ?parenting;style? of the managers of a multi-SBU corporation?;Chapter 8 Questions;1.;Explain the differences in;strategies formulated at the corporate and at the SBU levels.;2.;Describe the possible roles;that corporate management might play in the strategic planning and management;process within individual SBUs in its portfolio. Discuss also the tensions;between corporate and SBU management over these issues.;3.;Explain the five generic types;of growth strategy available to individual SBUs.;4.;Explain the concept of;?competitive advantage? and the purpose it serves in planning and managing;strategy. What is the importance of adding the term ?sustainable? to;competitive advantage?;5.;What are the four generic;business strategies defined by Michael Porter? Explain also a fifth strategy;that is a combination of those four and that was rejected by Porter.;6.;Describe five methods by which;a business can build a ?low-cost leadership? strategic position.;7.;What are some problems that can;develop with a low-cost leadership strategy, leading to poor performance?;8.;What are the four essential;criteria of a differentiation strategy that results in a sustainable;competitive advantage?;9.;What are some problems that can;develop with a differentiation strategy, leading to poor performance?;10.;Explain the concept of a;?hybrid? strategy. Why did Porter think that such a strategy could not work;and how have some businesses found ways to make the strategy successful?;11.;Discuss the concept of a;?focus? strategy and its connection to the definition of individual market;segments.;12.;What are some of the generic;ways in which a business can respond to the strategic initiatives of its;competitors?;Chapter 9 Questions;1.;Which is more important - the;formulation of a strategy or its implementation? Hint: either answer is correct;as long as it is well explained.;2.;In what ways could an;organization?s culture affect, positively or negatively, the success of its;strategic plans?;3.;Describe the three basic forms;of organizational structure and the strategic conditions to which they are best;suited.;i.;4.;Describe the three ways that;personnel in functional areas can provide valuable inputs to the strategic;planning and management process.;5.;Give three examples of;functional area strategies that could be used to support an organization-wide;strategy.;6.;Explain the several steps in;the process by which a strategic plan is broken down into tasks and activities;that can be performed by individual employees.;7.;Describe a multi-step process;for allocating financial resources among several strategic projects, in;addition to other non-strategic capital investment proposals.;8.;A well-conceived strategic plan;can fail through mistakes made in its implementation. What are at least five;ways in which strategy implementation can go wrong?;Chapter 10 Questions;1.;Exactly what is an organization;paying attention to through its strategic monitoring program?;2.;What are some of the elements;and trends in the health care industry that make strategic monitoring;especially important?;3.;List 10 significant;developments or changes in an organization?s competitive or market environment;that might be discovered by a good strategic monitoring program.;4.;Compare and contrast the;monitoring of trends and events in the past, the present, and the future.;Explain how monitoring can occur in each of those three time frames and their;significance to the strategy implementation process.;5.;Describe the steps that a;managed care organization might follow in setting up a strategic monitoring;program. Explain how those steps and the resulting program might differ in a;small physician group practice.;6.;What are the differences in;strategic monitoring programs at the level of multi-SBU corporations and;individual SBUs?;7.;What policies or procedures;might a health care organization use to decide when changes in its external;environment require some type of change or adjustment in its strategies?;8.;Discuss some of the changes;that an organization might make to an ongoing strategy in response to;developments it has observed in its external environment.;Chapter 11 Questions;1.;Describe the four primary purposes;of a professional strategic financial management function in an organization.;2.;Describe the principal;responsibilities of the corporate finance department of a modern professionally-run;organization.;3.;List and briefly explain the;most important sources of capital financing for both for-profit and;not-for-profit corporations.;4.;What are the advantages and;disadvantages of relying on debt for capital financing?;5.;What are the advantages and;disadvantages of relying on equity for capital financing?;6.;Explain the concept of ?capital;structure? and its relevance to the strategic financial management.;7.;Define the term;?creditworthiness? and explain its importance to the purposes of strategic;financial management.;8.;What are some of the factors;that credit rating firms take into account in assigning ratings to individual;businesses?;9.;Discuss the interplay between;maintenance of a business?s creditworthiness and investment of its capital;funds in often risky strategies.;10.;Review some of the mistakes;that are often made in managing the financial component of strategic planning;and management.
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