INDEX

CHAPTER-1

THE STRATEGIC MANAGEMENT PROCESS

Give the definition of Strategy, Strategic Management and Strategic Planning?

Q. Why it is importance of Crafting, implementing, and executing a strategy?

Q. The most trustworthy signs of good management:.

Or,Good strategy and good strategy execution are the most trustworthy signs of good management”. - Discuss:

Q***What are the five tasks of strategic management?

Q**Explain the three phases of Strategic Management?

Q. How mission and vision of an organization can be developed?.

Q. Define strategic vision & mission statement. What are the differences between a strategic vision and a mission statement?

Q. What is the difference between-?

a) Goal, objectives and vow;

b) Strategic planning and operational planning;

c) Policy & Strategy;

d) Logistics & Strategy.

Q. Why is a Strategic Vision important for the organization? S-7

Q. Give the definition of objectives. Discuss their classification:

Q. How managers are crafting (artifice/technique) a strategy? 30, 2009

** Q: Describe the methods of executing strategies?

Q. What does a company’s strategy consist of? Aug-10

Q. Why is company strategies Evolve? /1

Q. Why are company strategies Evolve?

Q. Once a strategy is taken should not be changed overnight, Or

Q. What are the effects of occasional strategy changes? Or

Q. How can an organization implement and execute a strategy?

Q In a diversified company who performs the five task of strategic management:

Q. What is the role of Board of Directors in crafting and executing strategy?

Q. What is the benefit of a strategic approach to managing /28?

Q. Do you think that strategic intent & strategic objectives are same? Discuss. Aug-09

Q. Discuss the advantages and disadvantages of flexible strategy:

Q. How could you evaluate the merits of one strategy over another?

Q. Distinguish between strategic planning and tactical planning:

Q. Why is case method the best approach for learning the skills needed in strategy formulation and

implementation?

Q. How can strategies influence the external environment?

Q. Distinguish between corporate, business, and functional strategies:

Q. Explain how strategy relates to objectives and mission:

Q. Describe the different dimension of strategic decisions.

Q. Discuss the manager’s three direction setting tasks:

Q. Why today’s manager should be more concerned about ethical judgment in establishing strategies for their

organization?

CHAPTER TWO # 2

ESTABLISHING COMPANY DIRECTION

DEVELOPING A STRATEGIC VISION: THE FIRST DIRECTION SETTING TASK

Q. The Mission is not to make profit

Q**Incorporating what, who, and how into the mission statement Dec-09 (3-a)

ESTABLISHING OBJECTIVES: THE SECOND DIRECTION –SETTING TASK

** Why and how the mangers are setting their objectives for an organization?

Financial Objectives

Financial objectives

Strategic Objectives

Strategic objectives

The concept of strategic intent (aim):

CRAFTING A STRATEGY - THE THIRD DIRECTION-SETTING TASK

Crafting a strategy:

The strategy-making pyramid:

CORPORATE STRATEGY:

Q. Give the definition of corporate level strategy.

Q. What kind of initiative a company should be taken for crafting a corporate strategy?

*What is importance of corporate strategy?

*What are the problems of corporate level strategies for a diversified firm?

What are the common questions to be taken into consideration before crafting a corporate strategy?

** A corporate strategy

Distinguish between corporate, business, and functional strategies:

“Strategy is shaped by both the external and internal considerations.” – Explain:

Q. How does external environment shape the strategies of an organization?

How can strategy are linked with ethics?

Q. What are the types of corporate culture?

CHAPTER # 3

INDUSTRY AND COMPETITIVE ANALYSIS

How strategic thinking and strategic analysis lead to good strategic choices?

Q. What are the industry’s dominant economic features?

Q. What is competition like and how strong is each of the competitive forces?

Porter’s five competitive forces:Dec-09

Q. Discuss the five forces of competition:

R. What is causing the industry’s competitive structure and business environment to change?

Which companies are in the strongest/weakest position?

Q. What strategic moves are rivals likely to make next?

Q. What are the key factors for competitive success?

Q. Is the industry attractive and what are the prospects for above-average profitability?

Q. How could you proceed to evaluate the overall competitive position of an organization?

Chapter # 4........................................

Evaluating company resources and competitive capabilities

Thinking strategically about a company’s own situation/75

S. How well is the company’s present strategy working?/Aug-09

What are the company’s strengths, weakness, opportunities, and threats? /117

Or,

**What is SWOT analysis? What is its purpose? Ap-09

**Q: What is usefulness of SWOT analysis?

**What is its important to assess a firm’s strengths and weakness in relative term? Ap-09

How can a company’s strengths and resource capabilities Identified? /Aug-09.

SWOT Analysis - What to look for in sizing up a company’s strength, weaknesses, opportunities, and threats.

Potential resource and strengths and competitive capabilities:

Potential Company Opportunities:

Potential Resource weaknesses and competitive deficiencies:

Potential threats to company’s well being:

1) Are the company’s prices and costs competitive?

2) How strong is the company’s competitive position?

Competitive strength assessment:

Signs of competitive strength:

Signs of competitive weaknesses:

3) What strategic issues does the company face?

What is the benefit of a strategic approach to managing? Apr – 08(4-c)

Q. “A good strategy must lead to sustainable competitive advantages.” – Do you agree to this statement? Why or

why not?

CHAPTER # 5

Five generic competitive strategies:

Competitive strategy: Dec-09

Five distinct competitive strategy approaches are:/150

1. Law cost provider strategies:

Ways to achieve the cost advantage

There are nine (9) major cost drivers that come into play in determine a company’s costs in each activity segment of the chain.

Revamping value chain

** The keys to success in achieving low-cost leadership:

E-BUSINESS TECHNOLOGIES: Powerful tools for restructuring value chains to create a low cost advantage /161-Aug ‘09

When a low-cost provider strategy works best-p161/Aug-09

2 A broad differentiation strategy

Differentiation strategies:

** Where along the value chain to create the differentiating attributes/164

** Achieving a differentiation-based competitive advantage/165

When a differentiation strategy works best/166

*** Pitfalls (drawback) of differentiation strategy/167

3 A best cost provider strategy /Aug-08–

**WHEN BEST COST STRATEGY WORK BEST:/167

** The big risk of a best cost provider strategy:

4. A focused strategy based on lower cost- concentrating on a narrow buyer segment and out competing rivals by serving niche

members at a lower cost than rivals:

** A focused (or market niche) strategies:

When focusing is attractive

COOPERATIVE STRATEGIES AND COMPETITIVE ADVANTAGE/172-Aug-09

(What is strategic alliance? /Aug-09)

** Why and how strategic alliance are advantageous-Aug-09

A company that is racing to stake out a strong position in an industry of the future need alliance to:

Merger and acquisition strategies:/177

VERTICAL INTEGRATION STRATEGIES: A COMPETITIVE PLUS OR MINUS /178

Q: How does forward integration differ from backward integration? When will you suggest firms to go for backward integrations? Give

examples of some companies that follow backward integration in Bangladesh. April ’10, 5(c)

Integrated backward to achieve greater competitiveness:

Integrated forward to enhance competitiveness:

Unbundling and outsourcing strategies-narrowing the boundaries of the business:/182 Aug-10

The Advantages of outsourcing:

USING OFFENSIVE STRATEGIES TO SECURE COMPETITIVE ADVANTAGE/185

Initiative to capitalize on competitor weakness:

Choosing home to attract:

USING DEFENSIVE STRATEGIES TO PROTECT COMPETITIVE ADVANTAGE/191/Aug-10

FIRST-MOVER ADVANTAGES AND DISADVANTAGES:

**Q: How you judge the best strategy option for the company? April-10

Q. What do you mean by strategic value chain? How determines whether a company is cost competitive or not?

CHAPTER # 6

STRATEGIES FOR COMPETING IN GLOBALIZING MARKETS

Why companies expand into foreign markets?

The difference between competing internationally and competing globally

Strategy options for entering and competing in foreign markets:

What is the different between Multicountry and Global Strategies? Ap-10

PURSUING COMPETITIVE ADVANTAGE BY COMPETING MULTINATIONALLY/209

Achieving locational advantages: P-210

Making the most of strategic alliances with foreign partners:

Difference between licensing strategy and franchising strategy: Apr. ’10, 5(b)

Q. What is international strategic management?

Q. How can you develop an international strategy?SOLUTION September 8, 2009

Q. Explain in brief the different components of international strategy?

Q. What is the strategy would you adopt to allocate resources in international market?

Q. Explain in brief, the different concepts of international strategies.

Or;Explain in brief, the levels of international strategy:

Q. What are the factors that must be considered to assess the level of competition in international markets? TEGIC

September 8, 2009

Q. How can you analyze legal and political environments of international market?

Q. Discuss about foreign market analyze:

CHAPTER # 7

BUSINESS MODELS AND STRATEGIES IN THE INTERNET ERA

The Internet technology and participants/S-226:

The suppliers of internet technology and services:

HOW INTERNET TECHNOLOGY IMPACTS COMPANY AND INDUSTRY VALUE CHAINS? Apr-08

Internet technology improves supply chain efficiency:

Internet technology improves internal operating efficiency:

Internet technology improves distribution channel efficiency:

How the Internet reshapes the competitive environment? /S-232***Apr-08

** Technology rivals typically employ any of several strategic initiatives in waging the battle (conflict) for technological supremacy: S-

228

Strategic mistakes made by early internet entrepreneurs

The mistake of ignoring low barriers to entry:

The mistake of competing solely on the basis of low price:

The mistake of selling value cost a trying to make it up with revenues from other sources:

Discuss E-commerce business models and strategies for the future:/245**

(State the key factors that need to be considered in strategy formulation in the age of e-commerce. Aug-10.Ap-08)

CHAPTER # 8

TAILORING STRATEGY TO FIT SPECIFIC INDUSTRY AND COMPANY SITUATION

Strategies for competing in maturing industries:

Strategic moves in maturing industries: S-267

Strategies for firms in stagnant (slow) or declining industries: S-269

Strategies for sustaining rapid company growth: S-273

Strategies for industry leaders: S-275

Offensive strategies to build market share: S-279

Strategies for weak and crisis-ridden business: S-281

Turned around strategies for business in crisis: S-281

End-game strategies: S-283

10 Commandments for crafting successful business strategies: S-286

CHAPTER # 9

STRATEGY AND COMPETITIVE ADVANTAGE IN DIVERSIFIED COMPANIES

The task of crafting corporate strategy for a diversified company encompasses four areas: S-291

Q. *Why rushing to diversify isn’t necessarily a good strategy? S-293

Advantages of one business strategies: S-293

The Risk of concentrating on single business: S-293

Factors that signal when its time to diversify: S-292

Q. Discuss the factors that signal when to diversify:

Building shareholder value: The ultimate justification for diversifying- (S-294)

Three tasks for judging a diversification move: S-294

Choosing the diversification path related versus unrelated: S-295

Strategy alternatives for a company looking to diversify: S-295-6

The Case for related diversification strategies: S-296

Cross Business strategic fits along the value chain: S-297

Discuss about the strategic fit, economies of scope and competitive advantage:/301

The case for unrelated diversification strategies: S-303

Strategy options for companies that are already diversified:/313

Figure: Strategy options for companies that are already diversified:

Q. Do you think that unrelated diversification strategy can create some value for an organization? –Give

arguments.

How goal congruence can be achieved?

Q. What do u mean by diversified business?

Q How can you evaluate strategies in diversified companies?

Q. Discuss the strategies for entering new business:

Q. What are the fundamental approaches to diversification?RATEGIC MANAGEMEQ13, 2009

Q. In the recent past, acquisition was a popular strategy. What were the reasons behind it? Explain.

Entrepreneurship

National benefits of entrepreneurship (role in economic development):

Entrepreneurship has at least four national benefits. These are as follows;

Corporate Governance

Ques: 1: Give the definition of Corporate Governance:

Ques: 2: Give the definition of goal congruence:

Ques: 3: Discuss the concept and process of goal congruence:

Ques: 4: What are the goals of different interest group of a corporation?

Ques: 5: What are the aims and objectives of a corporation?QUESTIONS SOLUTION September

Ques: 6: How goal congruence can be achieved?

Ques: 7: Discuss the importance/Benefits of corporate governance?

Ques: 8: What is the elements underlining good corporate governance?

Ques: 9: Problems of corporate governance in Bangladesh:

Ques: 10: What are the previewing conditions of corporate governance at present in Bangladesh?

Ques: 11: What recommendation you may think to implement good corporate governance in Bangladesh?

Write short notes on any five of the following: M-4 (each)

i. Best cost provider Aug. & Dec. ’08 (New), Aug. ’07 (New),

ii. Cost dynamics April ’09 (New), April ’08 (New),

iii. Corporate Strategy, Franchising and Direct Marketing Dec. ’08 (New), April ’08 (New)

iv. Franchising:

v. Direct Marketing:,

vi. Industry leader April ’09 (New), Aug. ’08 (New), Dec. ’07 (New),

vii. Industry maturities. ’08 (New), Dec. ’07 (New),

viii. Muscle-flexing strategy April ’09 (New), Aug. ’08 (New), April ’08 (New),

ix. Organizational Vision and Mission April ’09, ‘08 (New), Aug. ’08 (New), Dec. ’08 (New), Aug. ’07 (New)

x. Preemptive strategy April ’09 (New), Aug. ’08 (New), Aug. ’07 (New),

xi. Runner-up firms April ’09 (New), Aug. ’08 (New), Dec. ’07 (New),

xii. Strategic code of ethics Aug. & Dec. ’08 (New), Dec. ’07 (New),

xiii. Strategic intent,

xiv. Strategic objectives Aug. ’07 (New),

xv. Strategic options for weak business Dec. ’08 (New), Dec. ’07 (New),

xvi. Symbolic culture Dec. ’08 (New), April ’08 (New), Dec. ’07 (New),,

xvii. TQM Dec. ’08 (New)