2 parcial dirección

Within the four key constructs that managers need to analyse and understand to be able to implement strategies in a successful way are included: strategies uncertain4es. core values. all the others are right. ri4cal performance variables.

Mutual adjustment. Refer to... the firm integra4ng backwards. a coordina4on mechanism. performance incen4ves. rou4nes.

⁠ In general, there are two types of organiza onal structures... the mechanic and hierarchy form. the mechanic and the organic form. the managerial decisions and customer demands. the resource and the capability structure.

Big data demands organiza onal designs for the company to operate…. interna4onally in as many countries in the world as the company con go. in real 4me and become faster in the decision making and implementa4on. with many and varied departments full of people and resources. from past experience to present 4mes.

To overcome the coordina on problem the firms use the following mechanism…. Premise. Performance incen4ves. Special alerts. Rules and direc4ves.

For Chandler, concatena on happened when... There is a lack of economies of learning. There is an accumula4on of strategies into more complex structures. There are coordina4on problems in a firm. There is a lack of economies of experience.

Strategic Control System: ensures whether the strategy is implemented correctly. it is a methodological tool to formulate the company's strategy. is a framework that helps companies to gain a good posi4on in the industry. only work for stable environments.

Routines are…. mutual ac4ons. a mechanism to overcome the coordina4on problem. shared values. irregular and unpredictable ac4vi4es.

⁠ Shared values. To what strategic management concept refer to?. aligning employees' ac4ons to firm's strategy. crea4ng common values. ⁠ performance incen4ves. premises.

The principal stages of a classic strategic planning cycle include: business units. business size. business plans. business strategies.

In organiza on Big data refers to... variety, volume and velocity of data. the complementarity of the data. the singularity and specificity of the data. a resource of a company.

⁠ If the surrounding environment is unstable, the organiza onal structure should be... rigid. organic. mechanic. hierarchical.

⁠ In rela on to organiza onal structures, according to Chandler there are... six types. four types. three types. two types.

⁠ ⁠ The performance targets include... financial compe on. return on capital. compe4tors rates. company closedown.

The Star Model integrates... the mul4divisional and the divisional structures. six components to design the strategy. three components to design the strategy. processes and human resources.

To overcome the coordina on problem the firms use the following mechanism…. special alerts. premise. performance incen4ves. rules and direc4ves.

strategic control is an important tool because…. it ensures the properly running process at the implementa4on stage. it ensures the properly running process at the investment stage. it ensures there company is differen4a4ng its product. it ensures the properly running process at the formula4on stage.

Persuasion in strategic management implies…. mechanism to overcome the coordina4on problem. predicable and unpredictable ac4ons. a mechanism for goal aligment. one of the stages of strategic planning.

Shared values. To strategic management concept refer to?. performance incen4ves. crea4ng common values. premises. aligning employees ac4ons to firm´s strategy.

Routines are…. the resources the firm has. unpredictable ac4vi4es of individual ac4ons. none of the others. the services offered to customers.

The company has been strengthening its es with its suppliers. What value chain ac vity is referred to?. Marke4ng. Infrastructure. Inbound logis4cs. Procurement.

The company is distribu^ng its product directly to its customers...What value chain ac vity does it refer to?. outbound logis4cs. marke4ng. customer value. opera4ons.

The company is doing research to create an innova on project. What does it refer to?. an intangible resource. the company's culture. a tangible resource. a capability.

When the cost produc on of a product does not double when the product is bigger than another it means... the suppliers have bargaining power. the company enjoys from economies of scale. the company can forward integrate. the company have a intangible resource.

The firm is in the first of the ranking of companies with the best reputa on. What type of resource is referred to?. intangible. capability. tangible. financial.

Differen a on strategy... it can be followed by a few companies in the industry. is followed only by one company in the industry. does not contribute to the company earning superior profits. is never followed by a company with a cost leadership strategy.

The company is able to retain talent and have a mo vated and commihed workforce. To what value chain ac vity does it refer to?. Human resource management. Procurement. Opera4ons. Infrastructure.

To classify its capabili^es the firm can use... the value chain analysis. the five forces model. the scenario planning. the PESTEL framework.

The study of the firm's resources and capabili^es... iden4fy the firm's strengths and weaknesses. iden4fy the firm's threats and strengths. Iden4fy the firm's opportuni4es and threats. iden4fies the firm's weaknesses and opportuni4es.

Among the support ac vi es of the value chain we find... Procurement. Inbound logis4cs. Opera4ons. Marke4ng.

⁠ Segmenta on analysis.. uses regression analysis to iden4fy the market price for each aTribute of a product. is related to how a firm competes. is concerned with where the firm competes in terms of. product types. analyses consumer's preferences in terms of products characteris4cs.

⁠ Which is the correct answer?. all the 4me the differen4a4on strategy is based on customer's groups. differen4a4on is concerned with where a firm competes. some4mes the differen4a4on strategy is based on customer's groups. segmenta4on is concerned with how the firm competes.

⁠ Large corpora ons in service and manufacturing industries are there consequence of... economies of scale. unstructured design forms. capacity u4lisa4on. differen4a4on.

⁠ When the company competes with only one group of customers like University students... the company is integra4ng forward. the company competes with a focus strategy. the company follows a low cost leadership strategy. the company follows a differen4a4on advantage.

⁠ Routines are... egular and coordinated ac4vi4es. shared values. mutual ac4ons. irregular and unpredictable ac4vi4es.

Competive posi on means …. that a firm has the poten4al to generate higher rate of profits. to be able to have a large company. to have similar benefits to the the other companies. to increase labor at any cost.