Exam November 2017, questions PDF

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Summary

PY2017...

Description

Student ID ________________ Semester / Year:

Semester 1 2017

Faculty / Dept.:

Management and Marketing

Subject Code:

MGMT30013

Subject Name:

Strategic Management

Writing Time:

2

hrs

Reading Time:

15

minutes

Open Book Status:

No

Number of Pages (including this page):

3

Authorised Materials: English-other language translation dictionaries Instructions to Students: This examination contributes 60% to the final subject mark. This examination paper includes 2 sections. Section 1:

Contains FIVE (5) short-answer questions. You are required to answer FOUR (4) questions. This section accounts for 20% marks.

Section 2:

Contains FIVE (5) long-answer questions. You are required to answer FOUR (4) questions. This section accounts for 80% marks.

Instructions to Invigilators: Student may keep the paper: No Student may annotate the paper during reading time: Yes Paper to be held by Library: Yes Extra Materials Required: Not Applicable

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Section 1: Short-answer Questions In responding to the questions of this section, you are expected to effectively define a concept (and provide supplementary information as requested). Please choose any FOUR (4) questions out of the FIVE (5) questions listed below. Each answer is worth 5% of the final exam value. 1. What is “tapered integration”? 2. What is industry “shake-out”? At which stage(s) of industry life-cycle is it likelier to occur? 3. What does “BHAG” refer to?

4. What does it mean for a firm to be “out-focused” by rivals? 5. What is “market failure”?

Section 2: Long-answer Questions Please choose any FOUR (4) questions out of the FIVE (5) questions listed below. Each answer is worth 20% of the final exam value. 1. One of the major theories of strategic management is the resource-based view of the firm. A) Explain the resource-based view of the firm and its predictions. B) What are the implications of resource-based view for managers while crafting their firms’ (i) business strategy and (ii) corporate strategy? Please elaborate on (i) and (ii) separately and support your response with examples wherever applicable.

2. When a firm does not possess distinctive resource/capabilities for engaging in an upstream or downstream stage of the industry value system, the general verdict is to not integrate into those stages. In class, we discussed four exceptions to this generic rule. Please explain three of these exceptions and provide an example for each of these exceptions.

3. Firms usually experience two major competing pressures in the course of expanding into international markets: integration (for cost reduction) and local responsiveness. A) Explain these two major pressures. B) Explain four distinct international strategies emerging from differential degrees of incorporating these two pressures while expanding abroad, i.e., the integrationresponsiveness matrix (provide ONE example for EACH strategy). Explain how each of these four strategies enables the firm to respond to the integration and/or responsiveness pressures.

4. Explain how the Blue Ocean strategy as conceptualised by Kim and Mauborgne (2004) differs from Porter’s concepts of Generic Strategy and Strategic Positioning. Provide specific examples to illustrate your points.

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5. A) Please define the notion of strategic groups and explain three (out of four) predictions (hypotheses) Hunt made regarding the strategic groups. B) Please come up with a strategic grouping of the restaurants in Melbourne, i.e., specify the attributes based on which you divide the restaurants into different groups and provide examples for each group. Why do you consider these attributes relevant for the purpose of strategic grouping of Melbourne restaurants? Can you think of an alternative strategic grouping (please name the attributes based on which these alternative strategic grouping is constructed)? Which one of these two strategic groupings do you consider preferable and why? END OF EXAMINATION PAPER

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Library Course Work Collections

Author/s: Management and Marketing Title: Strategic Management, 2017 Semester1, MGMT30013 Date: 2017 Persistent Link: http://hdl.handle.net/11343/190885...