Strategies In MNEs at TU München | Flashcards & Summaries

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TESTE DEIN WISSEN

1) Define Growth programs: 

2) Temoral dimension of management 




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TESTE DEIN WISSEN

1) Growth program is a sum of growth initiatives 

2) Problem: Action today influences results today 


BUT also influences ACTIONS AND REsult ((+ext./int. change) in Future 


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TESTE DEIN WISSEN

Acquisition Process: 

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TESTE DEIN WISSEN

Acquisition process consists of three phases (Planning, Take-Over, Inergration) embedded in Planning and COmpany restrucutring



1. Defining Objectives: Key to value creation: Goals for value creation and cost reduction 

2. Acquisition plannig: find targets and price

3. TAkeover: Approach, DD, CLosing

4. Integration: Realignment of groups, Refinement management responsibilities, Realization process improvement, relaization synergies, ressource optimization

5. Company restrucutring: Selling, reorganisation, refinement


--> Lower risk, by considering integration in all steps 

Lösung ausblenden
TESTE DEIN WISSEN
profit base 
d measures
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TESTE DEIN WISSEN
EVA-ic + (toi-wach)x in / 1+I 
eva:Capital income>cost of capital.
productivity > cost rate 
Lösung ausblenden
TESTE DEIN WISSEN

1) Where does Portfolio management start? 

2) Influence factors Porfolio management 

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TESTE DEIN WISSEN

1) Scope-, performance- and portfolio analysis 

2) Management process, anticipated and intended.. 

 - events and behavior in external environmen + corprate strategies: Investment, divestment, structural adjustments




Lösung ausblenden
TESTE DEIN WISSEN

1. Strategy Making Process


2.1 steps

2.2 What is Decided?

3.3 Goals

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TESTE DEIN WISSEN

1. Initiation, Formulation, Implementation 


2.1 Perception, identification, Structuring, Processing

2.2 External and internal analysis - strategic options - objectives - strategy as a plan

2.3 Strategy as action - Developing structures and systems, derivig plans of ops, envisioning, enabling, empowering, strategy control

Lösung ausblenden
TESTE DEIN WISSEN

Co evolution of firm and environments taks of executives: 


Disruptors: 

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TESTE DEIN WISSEN

Executives have to spice five strategy objects

1. From strategy 

2-5 un/anticiapated events and un/intended behaviour 


-> Complexity, CAusalty, Uncertainty

Lösung ausblenden
TESTE DEIN WISSEN

Generic strategies goal and tell? 

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TESTE DEIN WISSEN

Rach competitive advantage: 


Better perceived value (same price, differentiation)


lower price: same value price leadership



Also: Stuck in the middle -- BAD 


Lösung ausblenden
TESTE DEIN WISSEN

1. Initiation 


2. Formulation 


3.  Implementation


Idea behind process? 


Lösung anzeigen
TESTE DEIN WISSEN

1. 

Perception: Whats going on? 

Identification: Do we have problem? 

Structuring: What are sub-problems? 

Processing: What do we have to do to come to a strategy? 


2. Forulation: 

Int/ext. analysis -> Strategy options --> Evaluation (paired w/ objectives) -->Strategy as a plan 


3. Implementation:
- Strategy as a plan: 

 structures to support strategy

derive plans of operations

envisioning, enabling, etc 

strategy Control!! (All require initiation and implementation before!!!) 



Idea behind process: 

1. perception(identification and processing then (2) Formulation based on environment, (objectives) targets and strategic formulation and (3) Implementation is when strategy comes to action 

Lösung ausblenden
TESTE DEIN WISSEN

What do CEOs manage? 


What creates the multinational? 

Lösung anzeigen
TESTE DEIN WISSEN

The relationship between the firm and its stakeholders (Supply, Shareholders, Customers, Public, Employees.Manaement)


Multiple countries of stakeholders add another dimension to stakeholder management (eg: BP sink oil rig, Allianz CEO) 


Lösung ausblenden
TESTE DEIN WISSEN

What are core competencies? What factors important?


Elaborate on each: 


What important in info based societies? 

Lösung anzeigen
TESTE DEIN WISSEN

1. Ressources + CApabilities = core competencies 

--> VRIN: Valuable, Rare, inimitable not transferable (+ always customer has to see value) 


2a) 

Ressources: Tangible (CASH) and intangible (IP)


+

Capabilities (Ability to deploy resources by coordinating them (processes, systems, structures) 


3) Intangible ressources

Lösung ausblenden
TESTE DEIN WISSEN

1. Different value chain systems and generic strategies 


2. 

Lösung anzeigen
TESTE DEIN WISSEN

Chain: R&D: Purchaising Operations: Marketing/Sales, Service


Differentiation: Patents + creativity - quality, supplier relationship - quality control, flex - Band, target group - relationship, training 


Price leadership: Design to manufacture - price , volume, Econ. of scale, volume - mass market, market penetration - automation 

Lösung ausblenden
TESTE DEIN WISSEN

What are firms influenced by? 


What can they influence?


Differentiate: 

Lösung anzeigen
TESTE DEIN WISSEN

1. Macro (pastel) and industry environment ( Customer, company, competitors) 


2: Industry environment - cannot macro environment


Shaping: Industry is is comprised of forces that directly shape competition 

- Industry environment can be shaped


- Effect: Macro environment affects alll firms in general fashion 

- macro has effekt through effects on industry environment






Lösung ausblenden
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Q:

1) Define Growth programs: 

2) Temoral dimension of management 




A:

1) Growth program is a sum of growth initiatives 

2) Problem: Action today influences results today 


BUT also influences ACTIONS AND REsult ((+ext./int. change) in Future 


Q:

Acquisition Process: 

A:

Acquisition process consists of three phases (Planning, Take-Over, Inergration) embedded in Planning and COmpany restrucutring



1. Defining Objectives: Key to value creation: Goals for value creation and cost reduction 

2. Acquisition plannig: find targets and price

3. TAkeover: Approach, DD, CLosing

4. Integration: Realignment of groups, Refinement management responsibilities, Realization process improvement, relaization synergies, ressource optimization

5. Company restrucutring: Selling, reorganisation, refinement


--> Lower risk, by considering integration in all steps 

Q:
profit base 
d measures
A:
EVA-ic + (toi-wach)x in / 1+I 
eva:Capital income>cost of capital.
productivity > cost rate 
Q:

1) Where does Portfolio management start? 

2) Influence factors Porfolio management 

A:

1) Scope-, performance- and portfolio analysis 

2) Management process, anticipated and intended.. 

 - events and behavior in external environmen + corprate strategies: Investment, divestment, structural adjustments




Q:

1. Strategy Making Process


2.1 steps

2.2 What is Decided?

3.3 Goals

A:

1. Initiation, Formulation, Implementation 


2.1 Perception, identification, Structuring, Processing

2.2 External and internal analysis - strategic options - objectives - strategy as a plan

2.3 Strategy as action - Developing structures and systems, derivig plans of ops, envisioning, enabling, empowering, strategy control

Mehr Karteikarten anzeigen
Q:

Co evolution of firm and environments taks of executives: 


Disruptors: 

A:

Executives have to spice five strategy objects

1. From strategy 

2-5 un/anticiapated events and un/intended behaviour 


-> Complexity, CAusalty, Uncertainty

Q:

Generic strategies goal and tell? 

A:

Rach competitive advantage: 


Better perceived value (same price, differentiation)


lower price: same value price leadership



Also: Stuck in the middle -- BAD 


Q:

1. Initiation 


2. Formulation 


3.  Implementation


Idea behind process? 


A:

1. 

Perception: Whats going on? 

Identification: Do we have problem? 

Structuring: What are sub-problems? 

Processing: What do we have to do to come to a strategy? 


2. Forulation: 

Int/ext. analysis -> Strategy options --> Evaluation (paired w/ objectives) -->Strategy as a plan 


3. Implementation:
- Strategy as a plan: 

 structures to support strategy

derive plans of operations

envisioning, enabling, etc 

strategy Control!! (All require initiation and implementation before!!!) 



Idea behind process: 

1. perception(identification and processing then (2) Formulation based on environment, (objectives) targets and strategic formulation and (3) Implementation is when strategy comes to action 

Q:

What do CEOs manage? 


What creates the multinational? 

A:

The relationship between the firm and its stakeholders (Supply, Shareholders, Customers, Public, Employees.Manaement)


Multiple countries of stakeholders add another dimension to stakeholder management (eg: BP sink oil rig, Allianz CEO) 


Q:

What are core competencies? What factors important?


Elaborate on each: 


What important in info based societies? 

A:

1. Ressources + CApabilities = core competencies 

--> VRIN: Valuable, Rare, inimitable not transferable (+ always customer has to see value) 


2a) 

Ressources: Tangible (CASH) and intangible (IP)


+

Capabilities (Ability to deploy resources by coordinating them (processes, systems, structures) 


3) Intangible ressources

Q:

1. Different value chain systems and generic strategies 


2. 

A:

Chain: R&D: Purchaising Operations: Marketing/Sales, Service


Differentiation: Patents + creativity - quality, supplier relationship - quality control, flex - Band, target group - relationship, training 


Price leadership: Design to manufacture - price , volume, Econ. of scale, volume - mass market, market penetration - automation 

Q:

What are firms influenced by? 


What can they influence?


Differentiate: 

A:

1. Macro (pastel) and industry environment ( Customer, company, competitors) 


2: Industry environment - cannot macro environment


Shaping: Industry is is comprised of forces that directly shape competition 

- Industry environment can be shaped


- Effect: Macro environment affects alll firms in general fashion 

- macro has effekt through effects on industry environment






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