SBL 7

 0    93 adatlap    michallekawa
letöltés mp3 Nyomtatás játszik ellenőrizze magát
 
kérdés English válasz English
Disclosure limit of shareholding for financial statement in the UK.
kezdjen tanulni
3%
Strategic drift
kezdjen tanulni
Strategic drift can be defined as a gradual deterioration of competitive action that results in the failure of an organization to acknowledge and respond to changes in the business environment. Homogeneous mindset at managerial and board levels.
Key factor to consider in PESTEL – political
kezdjen tanulni
Changes to government policy
Key factor to consider in PESTEL – economic
kezdjen tanulni
Booms or recessions
Key factor to consider in PESTEL – social
kezdjen tanulni
Changes to taste and fashion
Key factor to consider in PESTEL – technological
kezdjen tanulni
New hardware and software capabilities.
Key factor to consider in PESTEL – environmental
2
kezdjen tanulni
Geographic location.| Use of resources.
Key factor to consider in PESTEL – legal
kezdjen tanulni
Restriction or extra regulations
What instrument is used to analyse potential impacts on future growth? It identifies the main drivers in the external environment.
kezdjen tanulni
Pestel analysis.
What instrument is used to analyse potential impacts of future margins?
kezdjen tanulni
Porter's 5 Forces analysis.
What instrument is used to analyse potential new foreign markets for expansion?
kezdjen tanulni
Porter’s diamond.
What instrument is used to analyse the ability to cope with changes in the external environment?
kezdjen tanulni
Strategic capabilities
What instrument is used to determine the source of competitive advantage or disadvantage?
kezdjen tanulni
Value chain analysis.
What instrument is used to bring together the internal and external analysis in order to understand overall strategic position?
kezdjen tanulni
SWOT analysis.
Porter’s diamond factor conditions examples
kezdjen tanulni
Basic factors: weather, local raw materials. Advanced: telecommunications, education system.
CSFs
kezdjen tanulni
Critical Success Factors
Strategic Focus (Leadership, Management, Planning); People (Personnel, Staff, Learning, Development); Operations (Processes, Work); Marketing (Customer Relations, Sales, Responsiveness); Finances (Assets, Facilities, Equipment).
HRM
kezdjen tanulni
Human Resources Management
CPD
kezdjen tanulni
Continuing professional development
What is an Organisational Profile in case of Baldrige performance excellence?
kezdjen tanulni
Relationships, Environment, Challenges.
RECh
No frills CSFs
2 [Competitive strategy]
kezdjen tanulni
Finding cheaper alternatives | Eliminating all waste.
No frills key threats:
2 [Competitive strategy ]
kezdjen tanulni
Changes in buyer preferences | Loss of barriers to entry.
Low cost CSFs
3 [Competitive strategy]
kezdjen tanulni
Economies of scale | A focus on cost reduction | Eliminating all wastes
Low cost key threat:
[Competitive strategy]
kezdjen tanulni
Larger rivals
e.g. international
Hybrid CSFs
3 [Competitive strategy]
kezdjen tanulni
Economies of scale | Branding | Service levels.
Hybrid - threats:
3 [Competitive strategy]
kezdjen tanulni
Loss of brand | Difficult to achieve | Target for all rivals
Differentiation CSFs:
3 [Competitive strategy]
kezdjen tanulni
Innovation | Branding | Marketing.
Differentiation key threats:
2 [Competitive strategy ]
kezdjen tanulni
Being copied by rivals. || New technology.
Focused differentiation CSFs
2 [Competitive strategy ]
kezdjen tanulni
Market knowledge | Unique products and services.
Focused differentiation key threats:
3 [Competitive strategy ]
kezdjen tanulni
Recession | Small market size | Few barriers
Existing product and existing market.
(growth strategy)
kezdjen tanulni
Market penetration
Market penetration best use when...?
2
kezdjen tanulni
Best used when market is growing | Introduce a new or improved product
Market penetration risks:
2
kezdjen tanulni
Competitors will react | Can lead to stagnation.
New product and existing market growth strategy
kezdjen tanulni
Product development.
Product development is used when we have...?
2 [growth strategy]
kezdjen tanulni
New and improved products | Copy rivals.
Product development risks:
2 [Growth strategy ]
kezdjen tanulni
Unknown demand | Can cannibalise existing products
Existing product and new market.
[growth strategy]
kezdjen tanulni
Market development.
Strategic alliances are often used to...?
kezdjen tanulni
... to reduce risk.
Market development risks:
2
kezdjen tanulni
Puts a strain on stratigic capabilities. | Need new external analysis.
New product and new market
growth strategy
kezdjen tanulni
Diversification
Diversification risks:
3 [growth strategy]
kezdjen tanulni
Very different CSFs | Need new external analysis | Can reduce flexibility.
Forward diversification examples:
kezdjen tanulni
A farmer who directly sells his crops at a local grocery rather than to a distribution center that controls the placement of foodstuffs to various supermarkets. Or, a clothing label that opens up its own boutiques, selling its designs directly.
Forward integration is a business strategy that involves a form of vertical integration whereby business activities are expanded to include control of the direct distribution or supply of a company's products.
Backward diversification example
kezdjen tanulni
A company might buy their supplier. Companies often complete backward integration by acquiring or merging with these other businesses, but they can also establish their own subsidiary to accomplish the task.
BD is a form of vertical integration in which a company expands its role to fulfill tasks formerly completed by businesses up the supply chain. It is when a company buys another company that supplies the products or services needed for production.
Horizontal diversification
kezdjen tanulni
Horizontal diversification is the acquisition of a business operating at the same level of the value chain in the same industry.
Procter and Gamble’s 2005 acquisition of Gillette is a good example which realized economies of scope. Because both companies produced hundreds of hygiene-related products the merger reduced the marketing and product development costs per product.
Conglomerate diversification
kezdjen tanulni
Conglomerate diversification is unrelated diversification: the businesses which are joined together have no connection whatsoever.
An example would be a supermarket joining with a car manufacturing company. Little or no synergy with its core business or technology.
GRI
kezdjen tanulni
Global Reporting Initiative
Corporate Social Responsibility short definition and goals.
2
kezdjen tanulni
International private business self-regulation. | Goals of a philanthropic and charitable nature.
CSR
Cross directorship
kezdjen tanulni
This is when an executive director of Company A serves as a NED in Company B and, at the same time, an executive director of Company B serves as a NED at Company A.
Such a relationship is considered to make the two boards too intimately involved witheach other and potentially reduces the quality of the scrutiny that the two NEDs involved in the cross-directorship can bring.
Environmental footprint accounting
2
kezdjen tanulni
It measures the demand on and supply of nature. On the demand side, the Ecological Footprint measures the ecological assets that a given population requires to produce the natural resources it consumes (like food).
On the supply side, a city, state or nation’s biocapacity represents the productivity of its ecological assets (e.g. cropland). These areas, especially if left unharvested, can also absorb much of the waste we generate, especially carbon emissions.
Organic growth characteristics
3 (development method)
kezdjen tanulni
Popular with employees. | Slow but less risky. | no valuation problem
3) you are not buying goodwill which could be destroyed later or which may never have existed.
Acquisition characteristic
[development method]
kezdjen tanulni
Quick but expensive.
Useful if you are expanding into another country or product line | You have to pay for goodwil but it is usually difficult to value | There is an asymmetry of information: sellers usually knowing more than buyers. This increases the risk to the buyer.
Leader definition by Buchman and Huczynski:
kezdjen tanulni
Someone who exercises influence over other people.
Leadership traditional definition
kezdjen tanulni
An interpersonal influence directed toward the achievement of goals.
3 keywords from leadership definition:
kezdjen tanulni
Interpersonal | influence | goal
Interpersonal
from leadership definition
kezdjen tanulni
Interpersonal means between persons. Thus, a leader has more than one person to lead.
Influence
from leadership definition
kezdjen tanulni
The power to affect others.
Goal
from leadership definition
kezdjen tanulni
Goal is the end one strives to attain.
Problems with traits theories:
kezdjen tanulni
There will always be counter-arguments - one theorist will say a leader should always be courteous whereas another will say that a rude and effective leader was identified.
Behaviour / style theories:
2
kezdjen tanulni
Theory focuses on how leaders behave, and assumes that these traits can be copied by other leaders. | It suggests that leaders aren’t born successful, but can be created based on learnable behavior.
Tells (autocratic) management style:
kezdjen tanulni
The manager makes all the decisions and issues instructions which are to be obeyed without question.
Sells (persuasive) management style:
kezdjen tanulni
The manager still makes all the decisions, but believes that team members must be motivated to accept them in order to carry then out properly.
Consults (participative) management style:
kezdjen tanulni
The manager confers with the team and takes their views into account, although still retains the final say.
Joins (democratic) management style:
kezdjen tanulni
The leader and the team members make the decision together on the basis of consensus.
Problems with behavioural theories:
kezdjen tanulni
Unfortunately, as with trait theories, it is possible to find counter examples.
E.g. Steve Jobs demonstrating the least effective style (autocratic) but running the largest technology company in the World.
Contingency / contextual theories:
kezdjen tanulni
The modern consensus is that there is no one best style of leadership that is equally effective for all circumstances. | A theory that is a mixture of both trait and behavioural is the situational approach.
What instrument it is used to respond a risk?
kezdjen tanulni
TARA framework
risk response – Transfer
3
kezdjen tanulni
Insurance. | Outsource operations. | Joint ventures (partial transferring).
risk response – Avoid
TARA framework
kezdjen tanulni
The risk has been assessed as being so serious that all possibility of the event occurring should be avoided.
risk response – Reduce. Give one example.
TARA framework
kezdjen tanulni
Take steps to mitigate the risk. For example, instead of installing a new computer system in every branch over one weekend, run a pilot operation then gradually extend.
risk response – Accept
TARA framework
kezdjen tanulni
Don’t do anything about the risk. It’s just part of everyday business.
People role of NEDs
kezdjen tanulni
To oversee the appointment and remuneration of executive directors.
Join venture, Strategic Alliance, Partnering characteristic
3
kezdjen tanulni
Share skills | and costs | but difficult to agree.
Cash-cow
3; [BGC matrix]
kezdjen tanulni
Strong position in a low growth (therefore unattractive) market. | Little threat from rivals. | Just keep the product ticking over and collect the cash.
Key advantage of IRR
kezdjen tanulni
Tells us the highest acceptable cost of capital.
NPV key disadvantage:
kezdjen tanulni
Relies on a cost of capital estimate.
Payback period key disadvantage:
kezdjen tanulni
Requires a target or benchmark.
ARR key disadvantage:
kezdjen tanulni
Profits are easily manipulated.
IRR key disadvantage:
kezdjen tanulni
It is not useful for comparing projects.
Dealing with risk in decision making. An expected value summarises all the different possible outcomes by calculating a...?
kezdjen tanulni
_a single weighted average
It is the long run average (though not necessarily the most likely result).
Complicated scenarios in dealing with risk in decision making could be represented as...?
kezdjen tanulni
as decision tree.
Decision trees force the decision maker to consider the logical sequence of events.
Key limitations in dealing with risk in decision making:
3
kezdjen tanulni
Useful only for one-off decisions. | Based on subjective information. | Ignores attitudes to risk.
Who is the ultimate principal in the public organizations?
2
kezdjen tanulni
Tax payer. | Customers.
2. e.g. Railway passengers.
Ultimate difference between CEO and chairman.
2
kezdjen tanulni
The chairman has the ultimate role of leading the board, | whilst the CEO leads the business.
Efficiency gains
unimportant
kezdjen tanulni
Working with lower costs to make more profit. The usual way is to employ fewer staff by making staff redundant.
The distinction between CSR strategy and strategic CSR with examples.
kezdjen tanulni
CSR strategy is to have set of policies which guide CSR activities. | E.g. a company might have a policy to invest in some particular communities. | Strategic CSR is when company support the main business areas. | Bank might favour financial education.
It would be seen as strategically wasteful to use CSR to support activities which are not aligned to the core activities.
Environmental risk example:
kezdjen tanulni
the release of dangerous chemicals into the local river.
Competitor risk example:
kezdjen tanulni
a competitor launches a fantastic product.
Product risk example:
kezdjen tanulni
you launch a poor product
Economic risk example:
kezdjen tanulni
interest rates being increased so that consumer demand is suppressed.
Commodity risk example:
kezdjen tanulni
the supply and price of raw materials change adversely.
Political, cultural and legal risk example:
kezdjen tanulni
becoming illegal or unpopular
Financial risk example:
kezdjen tanulni
you are exporting and the buyer’s currency weakens before you are paid.
Investment risk example:
kezdjen tanulni
subsidiary is bought but it turns out that it isn’t as good as you thought it would be.
AC and RC report to...?
Remuneration committee
kezdjen tanulni
to Chairman.

Kommentár közzétételéhez be kell jelentkeznie.