Highlights
Task:
QUESTION 1 Strategic position is concerned with the impact on strategy of the external environment and the organisation’s strategic capability.
a) Outline why business leaders should study the external environment and describe how it links to strategic capability.
b) What analysis tools might a business leader use to understand the external environment?
(25 marks)
QUESTION 2
Value creation is a central part of building sustainable competitive advantage. Porters Value Chain is often used to examine where value is created but arguably can be limited by new platform business models and collaborative network arrangements. Describe Porters value chain and compare it to other models that seek to define how value might be derived.
(25 marks)
QUESTION 3
International businesses juggle a complex portfolio of products across multiple markets – compare and contrast the Growth Share/BCG Matrix model to the Directional Policy (GE/McKinsey) Matrix and using examples suggest circumstances in which they might be used.
(25 marks)
QUESTION 4
Successful international strategy involves a fine balance between coordination and configuration of activities. With this in mind, and using theory and examples, how might Born Global firms exploit technology to make the best use of these two activities to rapidly grow.
(25 marks)
QUESTION 5
Many factors motivate change but often it is thrust upon organisations. Discuss with examples, two models of change management and critically evaluate their implications for organisational competitive strategies.
QUESTION 6
The economist Milton Friedman famously said:
“There is one and only one social responsibility of business — to use its resources and engage in activities designed to increase its profits so long as it stays within the rules of the game, which is to say, engages in open and free competition without deception or fraud”
Using theory and examples, critically assess this view compared to that of enlightened self-interest of organisations.
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