Question: Overlay a BCG Matrix with a Grand

> Give specifics regarding the nature and role of “Union Membership across Europe.” What are the strategic implications of these facts and figures?

> Explain why concern for wildlife is a strategic issue for firms.

> Do you agree with privacy advocates who contend that Facebook should provide ways for users to opt out of the mobile ad targeting? Why or why not?

> In China, feng shui is important in business, whereas in Japan, nemaswashio is important. What are analogous American terms and practices?

> Why are some American companies, such as Eaton, reincorporating in foreign countries, such as to Dublin, Ireland, as did Eaton? What are the pros and cons of that strategy?

> Discuss the ethics of workplace romance.

> If a firm has two regions and two products, develop a sample framework for measuring organizational performance.

> Why is it both important and necessary to segment markets and target groups of customers, rather than marketing to all possible consumers?

> Why is the Balanced Scorecard an important topic both in devising objectives and in evaluating strategies?

> In developing projected financial statements, what should you do if the $ amount you must put in the cash account (to make the statement balance) is far more (or less) than desired?

> Why should you be careful not to use historical percentages blindly in developing projected financial statements?

> Based on the financial statements provided in this chapter for the Litten Company, calculate the value of this company, if you know that their stock price is $20 and they have 1 million shares outstanding. Calculate 4 different ways and average.

> In your own words, list all the steps in developing projected financial statements.

> Under what conditions would Retained Earnings on the Balance Sheet decrease from one year the next?

> Explain how marketing, finance/accounting, R&D, and computer information systems managers’ involvement in strategy formulation can enhance strategy implementation.

> Explain and discuss the Balanced Scorecard.

> Explain why organizational structure is so important in strategy implementation.

> Compare strategy formulation with strategy implementation in terms of each being an art or a science.

> List reasons why it is important for an organization not to have a “glass ceiling”.

> List three resistance to change strategies. Give an example when you would use each method or approach.

> Compare and contrast profit sharing with gain sharing as employee performance incentives.

> In order of importance in your opinion, list six advantages of a matrix organizational structure.

> What are the two major disadvantages of an SBU-type organizational structure? What are the two major advantages? At what point in a firm’s growth do you feel the advantages offset the disadvantages? Explain.

> Explain how to choose between a divisional-by-product and a divisional-by-region organizational structure.

> Explain why Chandler’s strategy-structure relationship commonly exists among firms.

> Considering avoidance, defusion, confrontation, which method of conflict resolution do you prefer most? Why? Which do you prefer least? Why?

> In stating objectives, why should terms such as increase, minimize, maximize, as soon as possible, adequate, and decrease be avoided?

> The chapter says strategy formulation focuses on effectiveness, whereas strategy implementation focuses on efficiency. Which is more important, effectiveness, or efficiency? Give an example of each concept.

> List the five labor cost-saving activities that you believe would be most effective for Best Buy. Give a rationale for each activity.

> Discuss three ways for linking performance and pay to strategies.

> Describe a conflict situation in which to resolve the problem you would use 1) Avoidance, 2) Defusion, and 3) Confrontation.

> College football coaches get paid millions, presumably because there is so much money involved in college football the need to win is paramount. However, head coaches are often fired when a season goes badly, such as Gene Chizik at Auburn University in l

> Women comprise only 6 percent of corporate board seats in Asia, compared to 17 percent in Europe and 15 percent in the USA. Why is this a problem globally for 1) companies with a low percent and 2) countries with a low percent?

> List seven guidelines to follow in developing an organizational chart.

> Discuss recent trends of firms downsizing family-friendly programs.

> Discuss recent trends among women and minorities becoming top executives in the USA.

> List the advantages and disadvantages of a functional versus a divisional organizational structure.

> List the different types of organizational structure. Diagram what you feel is the most complex of these types of structure and label your chart clearly.

> Advertising agencies are an example industry transitioning from specialist Hispanic, African American, and Asian firms to multicultural, generalist agencies. Why is this occurring? What other industries or institutions may follow suit? Why?

> What are the advantages and disadvantages of decentralizing the wage and salary function of an organization? How could this be accomplished?

> Think of a company that would operate best in your opinion in a division-by-services organizational structure. Explain your reasoning.

> What do you especially like and dislike about Halliburton’s organizational chart shown in the chapter? What would you change if anything? Why?

> Discuss the glass ceiling in the United States, giving your ideas and suggestions.

> Would the angle or degrees of the vector in a SPACE Matrix be important in generating alternative strategies? Explain.

> For the following three firms using the given factors, calculate a reasonable Stability Position (SP) coordinate to go on the SPACE Matrix axis, given what you know about the nature of those industries.

> List three limitations of the SWOT Matrix and analysis.

> List six drawbacks of using only subjective information in formulating strategies.

> Many multidivisional firms do not report revenues or profits by division or segment in their Form 10K or Annual Report. What are the pros and cons of this management practice? Discuss.

> Walt Disney’s Board of Directors consists of eight men and five women. Why should a Board not consist of all men, or all women, or all whites, or all minorities?

> Why is it important to work row by row instead of column by column in preparing a QSPM?

> Rank Business Week’s “principles of good governance” from 1 to 14 (1 being most important and 14 least important) to reveal your assessment of these new rules.

> How does the Sarbanes-Oxley Act of 2002 impact boards of directors?

> Make up an example to show clearly and completely that you can develop an IE Matrix for a 3-division company, where each division has $10, $20, and $40 in revenues, and $2, $4, and $1 in profits. State other assumptions as needed. Label axes and quadrant

> List 4 limitations of a BCG Matrix.

> How are the SWOT Matrix, SPACE Matrix, BCG Matrix, IE Matrix, and Grand Strategy Matrix similar? How are they different?

> Explain why cultural factors should be an important consideration in analyzing and choosing among alternative strategies.

> Discuss the limitations of various strategy-formulation analytical techniques.

> What do you think is the appropriate role of a board of directors in strategic management? Why?

> How would you develop a set of objectives for your school of business?

> In developing a SPACE Matrix, what would you expect the SP average to be for 1) Apple, 2) Heinz, 3) Verizon, 4) Amazon, and 5) Kroger.

> Explain the steps involved in developing a QSPM.

> Given the information in the table below, develop a BCG Matrix and an IE Matrix. Divisions 1 2 3 $10 $100 $15 $50 $25 $100 0.8 Profits Sales Relative Market Share 0.2 0.5 Industry Growth Rate IFE Total Weighted Success EFE Total Weighted Success +.2

> Given the following information, develop a SPACE Matrix for the XYZ Corporation: FP = +2; SP = -6; CP = -2; IP = +4.

> Develop a 2x2x2x2x2 QSPM for an organization of your choice (i.e., two strengths, two weaknesses, two opportunities, two threats, and two strategies). Follow all the QSPM guidelines presented in the chapter.

> In an IE Matrix, do you believe it is more advantageous for a division to be located in quadrant II or IV? Why?

> Would a BCG Matrix and analysis be worth performing if you do not know the profits of each segment? Why?

> In a BCG Matrix, would the Question Mark quadrant or the Cash Cow quadrant be more desirable? Explain.

> Develop a BCG Matrix for your university. Because your college does not generate profits, what would be a good surrogate for the pie slice values? How many circles do you have and how large are they? Explain.

> Describe a situation where the SPACE analysis would have no vector. In other words, describe a situation where the SPACE analysis coordinate would be (0,0). What should an analyst do in this situation?

> On the competitive position (CP) axis of a SPACE Matrix, what level of capacity utilization would be necessary for you to give the firm a negative 1? Negative 7? Why?

> Why should one avoid putting double 4’s in a row in preparing a QSPM?

> What strategies are best for turbulent, high-velocity markets?

> Discuss the nature as well as the pros and cons of a “friendly merger” versus “hostile takeover” in acquiring another firm. Give an example of each.

> Give some advantages and disadvantages of cooperative versus competitive strategies.

> List 11 types of strategies. Give a hypothetical example of each strategy listed.

> What do you believe are the five most important benefits of outsourcing?

> Kroger is adding clothing to its line of products. Give two reasons why this may be a good strategy and two reasons why it may be a bad strategy.

> The number and dollar value of hostile takeovers are on the rise. Give two reasons for this trend.

> How do the levels of strategy differ in a large firm versus a small firm?

> Compare and contrast financial objectives with strategic objectives. Which type is more important in your opinion? Why?

> What conditions, externally and internally, would be desired/necessary for a firm to diversify?

> What are the pros and cons of a firm merging with a rival firm?

> Give recent examples of forward integration, backward integration, and horizontal integration.

> Consumers can purchase tennis shoes, food, cars, boats, and insurance on the Internet. Are there any products today that cannot be purchased online? What is the implication for traditional retailers?

> Give recent examples of market penetration, market development, and product development.

> Discuss how important it is for a college football or basketball team to have a good game plan for the big rival game this coming weekend. How much time and effort do you feel the coaching staff puts into developing that game plan? Why is such time and e

> List five reasons why many merger/acquisitions historically have failed.

> List six major benefits of acquiring another firm to achieve desired objectives.

> List four major benefits of forming a joint venture to achieve desired objectives.

> Could a firm simultaneously pursue focus, differentiation, and cost leadership? Should firms do that? Discuss.

> Called de-integration, there appears to be a growing trend for firms to become less backward integrated. Discuss why.

> In order of importance, list six “benefits of objectives.”

> How are for-profit firms different from nonprofit firms in terms of business? What are the implications for strategic planning?

> Define and give an example of a dividend recapitalization. List some pros and cons of doing this in a business.

> Why is it not advisable to pursue too many strategies at once?

> How does strategic management differ in profit and nonprofit organizations?

> What are the major advantages and disadvantages of an integrative strategy?

> What are the major advantages and disadvantages of diversification?

> Do you think hostile takeovers are unethical? Why or why not?

> Give recent examples of joint venture, retrenchment, divestiture, and liquidation.