Section 1 Compulsory general case question Use examples from Cases Section 2 Theory - do 2 questions out of 4 Use examples from lectures, cases, etc All.

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Presentation transcript:

Section 1 Compulsory general case question Use examples from Cases Section 2 Theory - do 2 questions out of 4 Use examples from lectures, cases, etc All Questions carry equal marks MT301 Exam Structure

MT301 Revision Notes These notes review the main areas covered in this course but should be studied in conjunction with the prescribed text, lecture and case discussion notes. Ch 1 & 2 The Strategic Management Process 5 tasks of SMgt - issues important at the different stages SMgt as process rather than event Factors that shape a company’s strategy

Ch 3 Industry & Competitive Analysis Thinking strategically about industry & competitive conditions What are the dominant ec. chars of the industry? What is competition like and how strong are each of the 5 forces? What are the drivers of change in the industry & what impact? What companies are in the strongest/weakest positions in industry? What key factors will determine competitive success in the ind env? Is this an attractive industry and what are prospects of profitability? Ch 4 Evaluating Co. Resources & Competitive Capabilities How well is current strategy working? What are the company’s resource SWOT? Are the company’s costs competitive with rivals? - SCA/Vchain How strong is the company’s competitive position? - CSA

Ch 5 Strategy & Competitive Advantage Porter’s model of 5 generic competitive strategies Vertical integration/de-integration - advantages/disadvantages Cooperative, Offensive & Defensive strategies & comp. advantage First mover advantage & disadvantage Ch 6 Strategies for Competing in Globalizing Markets Strategies for entering international mkts - licensing, export, JVs & alliances. Profit sanctuaries & cross subsidisation. Global v. multi-country strategies.

Ch 8 Matching Strategy to Ind & Co. Situations Characteristics of the different types of industry & implications for strategy - emerging, high velocity, maturing, stagnant/declining, fragmented. Strategies for industry leaders, runners up, weak businesses Ch 7 New Business Models and Strategies for the Internet Econ. Supply side of internet economy. Implications of e-commerce env for strategy & organisations. E-commerce business models & strategies. Key success factors in e-commerce.

Ch 9 & 10 Evaluating Strategy & C. Advan in Diversified Co. When to diversify. Ways to diversify - acq/startup/J. Strategies - related/un/combo - advan/dis. Pfolio mgt - divest/turnaround /retrench/restruct - balance & flows. Nb of Composition & Coordination. Evaluating attractiveness, comp strength, strategic & resource fit. 9 cell matrix, resource allocation/direction Ch 11, 12 & 13 Implementing Strategy Understanding wide range of issues involved/affected by imp. & how to improve the imp. process Nb of strategy-supportive leadership; capabilities; structure; budget; policies/procedures; best practice/kaizen; support systems ;reward systems; culture & ethics Ongoing iterative process that in conjunction with good strat formulation can be source of competitive advantage