STRAT M10
問題一覧
1
a corporate-level strategy that involves a company entering new industries to increase its long-run profitability
VERTICAL INTEGRATION
2
Under certain circumstances, companies can realize the advantages of vertical integration, without experiencing problems due to low incentive to contain cost or due changing technology, by entering into cooperative outsourcing relationship with suppliers or distributors
INTEGRATION AND OUTSOURCING
3
promotes a company`s competitive
advantage
OUT SOURCING
4
the process of entering one or more
industries that are distinct or different from a company`s
core or original industry
DIVERSIFICATION
5
one that operate in to two or
more industry to find ways to increase its long run profitability.
DIVERSIFIED COMPANY
6
Certain senior executives develop superior skills in
managing and overseeing the operation of many
business units and pushing the managers in charge of
these business units to achieve high performance
SUPERIOR INTERNAL GOVERNANCE
7
A strategy in which a company acquires
inefficient and poorly managed enterprises and creates value by putting a superior financial governance structure in place in these acquired companies. This strategy can be can be considered diversification because the acquired company does not have to be in the same industry as the acquiring company.
ACQUISITION AND RESTRUCTURING STRATEGY
8
Top managers seek out companies in new
industries where they believe they can apply these competencies to create value and increase profitability. Alternatively, corporate managers may decide to acquire a company in a different industry because they believe the acquired company possesses superior skills that can improve the efficiency of their existing value creation activities.
TRANSFERRING COMPETENCIES
9
The strategy of operating a business unit in a new industry that is related to a company's existing business units through some commonality in their value chains.
RELATED DIVERSIFICATION
10
The strategy of operating a business unit in a new industry that has no value chain connection with a company's existing business units.
UNRELATED DIVERSIFICATION
11
A company pursuing unrelated diversification
CONGLOMERATE
12
can create value by resource sharing and
by transferring competencies between businesses.
RELATED COMPANY
13
cannot create value by sharing
resources or transferring competencies.
UNRELATED COMPANY
14
can create value only by pursuing an
acquisition and restructuring strategy.
UNRELATED DIVERSIFIERS
15
can create value in more ways
RELATED DIVERSIFICATION
16
concentrate on fewer businesses
RESTRUCTURING AND DOWNSIZING
17
The phenomenon that shares of stock in highly diversified companies are often assigned a lower market valuation than shares of stock in less diversified companies.
DIVERSIFICATION DISCOUNT
18
Strategies Exit:
DIVESTMENT, HARVEST, AND LIQUIDATION
19
Selling a business unit to the highest bidder.
DIVESTMENT
20
The sale of a business unit to another company or to
independent investors.
SPINOFF
21
The sale of a business unit to its current management
MANAGEMENT BUYOUT (MBO)
22
The halting of investment in a business unit to
maximize short to medium term cash flow from that unit.
This strategy seems fine in theory, it is often a
poor one to apply in practice.
HARVEST STRATEGY
23
The shutting down of the operations of a business units and the sale of its assets.
It requires that the company write off its investment in a business unit, often at considerable cost.
LIQUIDATION STRATEGY
24
Is the process of acquiring or merging in the industry competitors in an effort to achieve the competitive advantages that come with large size or scale.
HORIZONTAL INTEGRATION
25
The strategy a company adopts when it focuses its resources and capabilities on competing successfully within a particular product market.
CONCENTRATION ON A SINGLE INDUSTRY
26
occurs when the company uses its capital resources to purchase another company and merge is an agreement between two companies to pool their resources in a combined operation.
ACQUISITION
27
Profitability increases when horizontal integration results in four major benefits:
1. LOWERS OPERATING COSTS 2. INCREASES PRODUCT DIFFERENTIATION 3. REDUCES RIVALRY WITHIN AN INDUSTRY 4. INCREASES A COMPANY’S BARGAINING POWER OVER SUPPLIERS AND BUYERS.
28
Achieving economies of scale is very important in industries that have high fixed costs, because large-scale production allows
company to spread its fixed costs over a large volume, which drives down average operating costs.
LOWER OPERATING COSTS
29
May boost profitability when it increases product differentiation, by, for example, allowing a company to combine the product lines of merged companies in order to offer customers a wider range of products that can be bundled together.
INCREASED PRODUCT DIFFERENTIATION
30
the strategy of offering customers the opportunity to buy a complete range of the product they need a single, combined price.
PRODUCT BUNDLING
31
Acquiring or merging with a competitor helps to eliminate excess capacity in an industry, often triggers price wars. By taking excess capacity out of an industry, horizontal integration creates a more benign(gentle) environment in which prices might stabilize or even increase.
REDUCED INDUSTRY RIVALRY
32
which strengthens its competitive position and increasing its profitability at their expenses. By using horizontal
integration to consolidate its industry, company
becomes a much larger buyer of a supplies
product it can use this buying power as leverage
to bargaining don the price it pays for inputs, and this also lowers its costs.
INCREASING BARGAINING POWER
33
has been coined to describe companies that outsource most of their functional activities and focus on one or a few core value chain functions.
VIRTUAL CORPORATION
34
A second tactic that a company may deploy to improve its competitive position in an industry is to outsource one or more of its own value creation functions and contract with another company to perform that activity on its behalf.
OUTSOURCING FUNCTIONAL ACTIVITIES
問題一覧
1
a corporate-level strategy that involves a company entering new industries to increase its long-run profitability
VERTICAL INTEGRATION
2
Under certain circumstances, companies can realize the advantages of vertical integration, without experiencing problems due to low incentive to contain cost or due changing technology, by entering into cooperative outsourcing relationship with suppliers or distributors
INTEGRATION AND OUTSOURCING
3
promotes a company`s competitive
advantage
OUT SOURCING
4
the process of entering one or more
industries that are distinct or different from a company`s
core or original industry
DIVERSIFICATION
5
one that operate in to two or
more industry to find ways to increase its long run profitability.
DIVERSIFIED COMPANY
6
Certain senior executives develop superior skills in
managing and overseeing the operation of many
business units and pushing the managers in charge of
these business units to achieve high performance
SUPERIOR INTERNAL GOVERNANCE
7
A strategy in which a company acquires
inefficient and poorly managed enterprises and creates value by putting a superior financial governance structure in place in these acquired companies. This strategy can be can be considered diversification because the acquired company does not have to be in the same industry as the acquiring company.
ACQUISITION AND RESTRUCTURING STRATEGY
8
Top managers seek out companies in new
industries where they believe they can apply these competencies to create value and increase profitability. Alternatively, corporate managers may decide to acquire a company in a different industry because they believe the acquired company possesses superior skills that can improve the efficiency of their existing value creation activities.
TRANSFERRING COMPETENCIES
9
The strategy of operating a business unit in a new industry that is related to a company's existing business units through some commonality in their value chains.
RELATED DIVERSIFICATION
10
The strategy of operating a business unit in a new industry that has no value chain connection with a company's existing business units.
UNRELATED DIVERSIFICATION
11
A company pursuing unrelated diversification
CONGLOMERATE
12
can create value by resource sharing and
by transferring competencies between businesses.
RELATED COMPANY
13
cannot create value by sharing
resources or transferring competencies.
UNRELATED COMPANY
14
can create value only by pursuing an
acquisition and restructuring strategy.
UNRELATED DIVERSIFIERS
15
can create value in more ways
RELATED DIVERSIFICATION
16
concentrate on fewer businesses
RESTRUCTURING AND DOWNSIZING
17
The phenomenon that shares of stock in highly diversified companies are often assigned a lower market valuation than shares of stock in less diversified companies.
DIVERSIFICATION DISCOUNT
18
Strategies Exit:
DIVESTMENT, HARVEST, AND LIQUIDATION
19
Selling a business unit to the highest bidder.
DIVESTMENT
20
The sale of a business unit to another company or to
independent investors.
SPINOFF
21
The sale of a business unit to its current management
MANAGEMENT BUYOUT (MBO)
22
The halting of investment in a business unit to
maximize short to medium term cash flow from that unit.
This strategy seems fine in theory, it is often a
poor one to apply in practice.
HARVEST STRATEGY
23
The shutting down of the operations of a business units and the sale of its assets.
It requires that the company write off its investment in a business unit, often at considerable cost.
LIQUIDATION STRATEGY
24
Is the process of acquiring or merging in the industry competitors in an effort to achieve the competitive advantages that come with large size or scale.
HORIZONTAL INTEGRATION
25
The strategy a company adopts when it focuses its resources and capabilities on competing successfully within a particular product market.
CONCENTRATION ON A SINGLE INDUSTRY
26
occurs when the company uses its capital resources to purchase another company and merge is an agreement between two companies to pool their resources in a combined operation.
ACQUISITION
27
Profitability increases when horizontal integration results in four major benefits:
1. LOWERS OPERATING COSTS 2. INCREASES PRODUCT DIFFERENTIATION 3. REDUCES RIVALRY WITHIN AN INDUSTRY 4. INCREASES A COMPANY’S BARGAINING POWER OVER SUPPLIERS AND BUYERS.
28
Achieving economies of scale is very important in industries that have high fixed costs, because large-scale production allows
company to spread its fixed costs over a large volume, which drives down average operating costs.
LOWER OPERATING COSTS
29
May boost profitability when it increases product differentiation, by, for example, allowing a company to combine the product lines of merged companies in order to offer customers a wider range of products that can be bundled together.
INCREASED PRODUCT DIFFERENTIATION
30
the strategy of offering customers the opportunity to buy a complete range of the product they need a single, combined price.
PRODUCT BUNDLING
31
Acquiring or merging with a competitor helps to eliminate excess capacity in an industry, often triggers price wars. By taking excess capacity out of an industry, horizontal integration creates a more benign(gentle) environment in which prices might stabilize or even increase.
REDUCED INDUSTRY RIVALRY
32
which strengthens its competitive position and increasing its profitability at their expenses. By using horizontal
integration to consolidate its industry, company
becomes a much larger buyer of a supplies
product it can use this buying power as leverage
to bargaining don the price it pays for inputs, and this also lowers its costs.
INCREASING BARGAINING POWER
33
has been coined to describe companies that outsource most of their functional activities and focus on one or a few core value chain functions.
VIRTUAL CORPORATION
34
A second tactic that a company may deploy to improve its competitive position in an industry is to outsource one or more of its own value creation functions and contract with another company to perform that activity on its behalf.
OUTSOURCING FUNCTIONAL ACTIVITIES