南京财经大学《战略管理》期末复习资料.doc

南京财经大学《战略管理》期末复习资料.doc

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南京财经大学《战略管理》期末复习资料——英文版

名词解释

1.VerticalGrowth:

canbeachievedbytakingoverafunctionpreviouslyprovidedbyasupplieroradistributor.

2.Costfocus:

isalowercostcompetitivestrategythatfocusesonaparticularbuyergrouporgeographicmarketandattemptstoserveonlythisniche,totheexclusionofothers.

3.Astrategicgroup:

isasetofbusinessunitsorfirmsthat"pursuesimilarstrategieswithsimilarresources."

4.Socialenvironment:

ismankind'ssocialsystemthatincludesgeneralforcesthatdonotdirectlytouchontheshort-runactivitiesoftheorganizationthatcanandoftendo,influenceitslongrundecisions.

5.Environmentscanning:

isthemonitoring,evaluating,anddisseminatingofinformationfromtheexternalandinternalenvironmentstokeypeoplewithinthecorporation.

6.mission:

Anorganization'smissionisitspurpose,orthereasonforitsexistence.（Ittellswhatthecompanyisprovidingtosociety,suchashousecleaningormanufacturingautomobiles.）

7.functionalstrategy:

istheapproachtakenbyafunctionalarea,suchasmarketingorresearchanddevelopment,toachievecorporateandbusinessunitsobjectsandstrategiesbymaximizingresourceproductivity.

8organizationalanalysis:

isconcernedwithidentifyinganddevelopinganorganization’sresources.

9taskenvironment:

includesthoseelementsorgroupsthatdirectlyaffectthecorporationand,inturn,areaffectedbyit.

10horizontalintegration：

canbeachievedbyexpandingthefirm'sproductsintoothergeographiclocationsandbyincreasingtherangeofproductsandservicesofferedtocurrentmarket.

11Concentricdiversification:

growththroughconcentricdiversificationisexpansionintoarelatedindustry.

12strategicmanagement:

isthatsetofmanagerialdecisionsandactionsthatdetermentsthelong-runperformanceofacorporation.

13corporatestrategy:

describesacompany'soveralldirectionintermsofitsgeneralattitudetowardgrowthandthemangementofitsvariousbusinessandproductlines.（isthereforeconcernedwiththedirectionofthefirmandthemanagementofitsproductlinesandbusinessunits.）

14aprofitstrategy:

isadecisiontodonothingnewinaworseningsituation,butinsteadtoactasthoughthecompany’sproblemsareonlytemporary.

15.avaluechain:

isalinkedsetofvalue-creatingactivitiesbeginningwithbasicrawmaterialscomingsuppliers,toaseriesofvalue-addedactivitiesinvolvedinproducingandmarketingaproductorservice,andendingwithdistributorsgettingthefinalgoodsintothehandoftheultimateconsumer.

简答：

1.Howdoesstrategicmangementtypicalevolveinacorporation?

Phase1.Basicfinancialplanning:

Seekingbetteroperationalcontrolbytryingtomeetannualbudgets.Phase2.Forecast-basedplanning:

Seekingmoreeffectiveplanningforgrowthbytryingtopredictthefuturebeyondthenextyear.Phase3.Externallyorientedstrategicplanning:

Seekingincreasedresponsivenesstomarketsandcompetitionbytryingtothinkstrate-gically.Phase4.Strategicmangement:

Seekingacompetitiveadvantagebyconsideringimplementationandevaluationandcontrolwhenformulatingastrategy.

2.Togaincompetitiveadvantage,shouldacompanyinvestinitscorecompetencies（strengths）tomakethemdistinctivecompetenciesorshoulditinvestinimprovingitsweaknessessothattheyarenolongeraliability?

Thisisoneofthetoughestquestionsinstrategicmanagement.Unfortunately,thereisnoonebestanswertothisquestion.Onesolutiontothisquestionistoarguethatacompanymustdoboth:

builddistinctivecompetenciesandeliminatecoreweaknesses.However,ifthereisinsufficientmoneytodoboth,whatthen?

Iftheweaknessisanobstacletoeffectivestrategyimplementation,eithertheweaknessmustbefixedorthestrategychanged.Thisshouldbeagooddiscussionquestion-especiallyforgradstudents.

3.Isitpossibleforacompanytohaveasustainablecompetitiveadvantagewhenitsindustrybecomeshypercompetitive?

It'spossible:

theToyotaandHondaautocompaniesareoftenpresentedasexamplesofsuccessfulfirmsabletoachievedbothofthesegenericcompetitivestrategies.Thankstoadvancesintechnology,acompanymaybeabletodesignqualityintoaproductorserviceinsuchawaythatitcanachievebothhighqualityandhighmarketshare-thusloweringcosts.

4.Describeavaluechainanalysis.Howdoesavaluechainanalysishelpafirmgaincompetitiveadvantage?

（1）Avaluechainisalinkedsetofvalue-creatingactivitiesbeginningwithbasicrawmaterialscomingsuppliers,toaseriesofvalue-addedactivitiesinvolvedinproducingandmarketingaproductorservice,andendingwithdistributorsgettingthefinalgoodsintothehandoftheultimateconsumer.

（2）Thesystematicexaminationofindividualvalueactivitiescanleadtoabetterunderstandingofacorporation'sstrengthsand