Rv Sheet MQM 385 S9 Ex1 by 28G69v


									                                                                                        MQM385: Page: 1

                                REVIEW SHEET FOR FIRST EXAM

    Exam Portions: Chapters 1, 2 & 3
    Exam Date: Feb 25, 2008
    Exam Format: 37 Multiple-choice questions
    Please do not use these review sheet topics as a substitute for reading the textbook. Read
     the assigned chapter and then use this review sheet as a checklist for self-study.
    We will be using the Scantron sheets for the Quiz. Please make sure you bring a no. 2 pencil for
     the quiz and your ISU student ID.
    Please note all electronic devices (e.g. cell phones, I-pods, etc.,) need to be switched off.
     Students failing to do will not receive any credit for this exam.

Chapter-1: Strategic management and strategic competitiveness:
              Strategic competitiveness
              Competitive advantage
              Above average returns
              Average returns
              Competitive landscape & Hypercompetition
              The global economy
              The march of globalization
              Technology and technological changes: Technology diffusion and disruptive technologies,
              The information age
              Knowledge intensity
              Strategic flexibility
              The I/O model of above-average returns
              The resource-based model of above-average return
              Resources, capability, core-competencies
              Vision and mission
              Classification [Capital market/Product market/Organizational]
              Strategic leaders
              Organizational culture
              Effective of strategic leaders
              Predicting outcomes of strategic decisions
              Profit pools
              The strategic management process

Chapter-2: The external environment: Opportunities, threats, industry competition, and
competitor analysis
             The general environment
             Industry environment
             External environmental analysis: Opportunity, Threat,
             Components: Scanning, Monitoring, Forecasting, Assessing
             Segments of the general environment:
                     Demographic segment (population size, age structure, geographic distribution,
                     ethnic mix, income distribution)
                     Economic environment
                     Political legal segment
                     Socio-cultural segment
                     Technological segment
                     Global segment
                                                                                              MQM385: Page: 2

                Industry environment analysis
                        Threat of new entrants
                        Barrier to entry [economics of scale, product differentiation, capital
                        requirements, switching costs, access to distribution channels, cost
                        disadvantages independent of scale, government policy expected retaliation]
                        Bargaining power of suppliers
                        Bargaining power of buyers
                        Threat of substitute products
                        Intense rivalry among competitors [numerous or equally balanced competitors,
                        slow industry growth, high fixed cost or high storage cost, lack of differentiation
                        or low switching costs, high strategic stakes, high exit barriers]
                Strategic groups
                Competitor analysis: Competitor intelligence, ethical considerations

Chapter-3: The internal organization: Resources, capabilities, core competencies, and
competitive advantages
              Internal analysis,
              Creating value
              The challenge of analyzing the internal organization
              Conditions affecting managerial decisions [uncertainty, complexity, intra-organizational
              Tangible and intangible resources
              Core competencies
              Building core competencies
              Four criteria of sustainable competitive advantage:
                       Valuable capabilities
                       Rare capabilities
                       Costly-to-imitate capabilities (social complexity, causal ambiguity, historical
                       Non-substitutable capabilities
              Value chain analysis: primary activities, support activities
              Competencies, strengths, weaknesses, and strategic decisions

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