Strategic Management at Universität Marburg

Flashcards and summaries for Strategic Management at the Universität Marburg

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Exemplary flashcards for Strategic Management at the Universität Marburg on StudySmarter:

From Differentiation to Outpacing

Exemplary flashcards for Strategic Management at the Universität Marburg on StudySmarter:

From cost/price-leadership to Outpacing

Exemplary flashcards for Strategic Management at the Universität Marburg on StudySmarter:

Competitive advantage erkennen durch competitive positioning

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Exemplary flashcards for Strategic Management at the Universität Marburg on StudySmarter:

Competitive disadvantage erkennen durch competitive positioning

Exemplary flashcards for Strategic Management at the Universität Marburg on StudySmarter:

MBV and RBV can be used to explain differences in the performance of multibusiness firms

Exemplary flashcards for Strategic Management at the Universität Marburg on StudySmarter:

Process of Corporate Strategy -

Goal Setting

Exemplary flashcards for Strategic Management at the Universität Marburg on StudySmarter:

HHL Roland Berger Approach to Scenario-based strategic planning - Step 02 - PERCEPTION ANALYSIS 


(Aim)

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HHL Roland Berger Approach to Scenario-based strategic planning - Step 03 - TREND & UNCERTAINTY ANALYSIS


(Aim)

Exemplary flashcards for Strategic Management at the Universität Marburg on StudySmarter:

HHL Roland Berger Approach to Scenario-based strategic planning - Step 04 - SCENARIO BUILDING


(Aim)

Exemplary flashcards for Strategic Management at the Universität Marburg on StudySmarter:

HHL Roland Berger Approach to Scenario-based strategic planning - Step 05 - STRATEGY DEFINITION


(Aim)

Exemplary flashcards for Strategic Management at the Universität Marburg on StudySmarter:

HHL Roland Berger Approach to Scenario-based strategic planning - Step 06 - MONITORING


(Aim)

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Exemplary flashcards for Strategic Management at the Universität Marburg on StudySmarter:

HHL Roland Berger Approach to Scenario-based strategic planning - Step 06 - MONITORING


(Scenario Cockpit - Step 01)

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Exemplary flashcards for Strategic Management at the Universität Marburg on StudySmarter:

Strategic Management

From Differentiation to Outpacing

  • Use product differentiation
    • to gain market share/increase volume
  • Exploit economies of scale
    • to reduce cost

Strategic Management

From cost/price-leadership to Outpacing

  • Use low price position
    • to build value-for-money image
  • Invest in brand
    • to create differentiation

Strategic Management

Competitive advantage erkennen durch competitive positioning

Competitive performance -> high 

+

Importance to customers -> high

Strategic Management

Competitive disadvantage erkennen durch competitive positioning

Competitive performance -> low

+

Importance to customers -> high

Strategic Management

MBV and RBV can be used to explain differences in the performance of multibusiness firms

Resource-based view is more important than the market based view. From resource perspective, superior perfomance of multi business firms is mainly explained by...


  • Transfer of resources and capabilities between business unit (synergies)
  • Synergy management as lever to improve performance of diversified companies 

Strategic Management

Process of Corporate Strategy -

Goal Setting

  • On Corporate Level, companies mostly use Megatrends for defining mission and vision statements
  • Why?
    • Megatrends form adequate basis as they have a long time horizon
    • Generally, large markets behind megatrends
    • Shareholders can easily be convinced that following these trends is desirable

Strategic Management

HHL Roland Berger Approach to Scenario-based strategic planning - Step 02 - PERCEPTION ANALYSIS 


(Aim)

Aim of the PA is to:

-  Identify assumptions and mental models of the management team AND come up with a holistic list of influence factors which will shape the future of the company or industry 

Strategic Management


HHL Roland Berger Approach to Scenario-based strategic planning - Step 03 - TREND & UNCERTAINTY ANALYSIS


(Aim)

Aim of the T&U A is to:

  • Structure influence factors (derived from 360 degree Stakeholder Feedback) and derive important trends and uncertainties

Strategic Management

HHL Roland Berger Approach to Scenario-based strategic planning - Step 04 - SCENARIO BUILDING


(Aim)

The aim of SB is to:

  • Develop four distinct environmental scenarios based on Trends and Critical Uncertainties

Strategic Management

HHL Roland Berger Approach to Scenario-based strategic planning - Step 05 - STRATEGY DEFINITION


(Aim)

The aim of the SD is to: 

  • Develop ideal typical business portfolios for each of the scenarios

Strategic Management

HHL Roland Berger Approach to Scenario-based strategic planning - Step 06 - MONITORING


(Aim)

The Aim of M is to: 

  • Constantly track the development of the companies environment and its influence factors, and to allocate or re-allocate resources to the most appropriate scenario-based portfolio

Strategic Management

HHL Roland Berger Approach to Scenario-based strategic planning - Step 06 - MONITORING


(Scenario Cockpit - Step 01)

Derive indicators..

.. that form the core of the scenario cockpit

.. from the Influence diagram, use all Trends & Critical Uncertainties as indicators (Step 04)

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