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Exam 1: Friday, September 29

Room 344

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Exam 1 preview

The exam will have two parts. Part 1 (about 60%). 32 multiple choice questions on:

assigned H&W chapters (Ch 1-7, 11) and topics covered in class

Readings on organizational effectiveness and the value chain

About a handful of the multiple choice questions will deal with the application of concepts to Dell and Southwest

Part 2 (about 40%). Approximately 1-3 essay questions on Understanding or application of concepts to the PFS

case. One-third to one page of space will be available for the

written response to each discussion question.

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Exam 1 preview—2 of 2

One-third to one page of space will be available for the response to each discussion question.

Slides for Sessions 2 through 9 would be a good review source, but not necessarily a comprehensive one.

Links to the PowerPoint slides for each session are available at the session number on the session schedule.  

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Major concept areas Strategy: purpose, formulation vs. implementation & elements of each;

generic types Strategic Management: process & sub tasks, strategic decision making, top

management’s role Hierarchy of strategy: corporate, business, functional Organizational effectiveness: goal, RB, IP, stakeholders Objectives vs. goals: criteria to distinguish; requirements of objectives Analyzing external environment: societal & task; how to do it, Porter model, Analyzing internal environment

Resource-based: core & distinctive competencies, elements of sustainability Value chain Scanning internal resources: structure, culture, functional capabilities

Strategic audit (appendix 11C) SWOT and building a TOWS matrix of alternative strategies Corporate strategy: directional (growth, stability, retrenchment), portfolio

analysis, parenting Functional strategies: outsourcing, marketing, finance, R&D, operations, HR,

IT 3 tests of distinctive competency Financial performance and condition Implementing strategy: role of programs, budgets, procedures

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Previous quiz questions

What is Daisytek’s corporate strategy?  Address directional, portfolio, and parenting elements.

Corporate strategy deals with three key issues facing the corporation as a whole. Identify any two of the three and explain Daisytek’s approach to each.

Explain how PFS’s business strategy differs from the Daisytek’s core business strategy, i.e., the business strategy Daisytek followed prior to the creation of PFS.

What functional strategies are crucial to Daisytek's current or future success? Identify at least two and explain why they are crucial.