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Business Transformation V2

Question 1: Business transformation builds on the dynamic interplay among value,
complexity, and change. What are the major considerations that usually revolve
around any transformation process? Also discuss the various types of Business Tr
ansformation.

Question 2: Write short Notes on
a) Business Model Innovation
b) Incremental Strategy Development
c) Elements of Strategic Decision-making Process

Question 3a): How does Environmental Scanning using SWOT, can keep a close watch
over environmental factors that affect your start-up and prepare adequately to
face the emerging challenges?

Question 3b): "VRIO is an acronym for the four question framework". Discuss the
Questions which can help a firm attain the competitive Advantage.

Question 4a): What are critical questions answered by corporate-level strategist
s. Discuss the various types of Corporate Strategies and how does Strickland's G
rand Strategy Selection Matrix help in Making strategic Choices?

Question 4b): Differentiate between BCG and GE Matrix. Also cite the demerits of
BCG matrix in brief.

Question 5: Organizational structures imply formal relationships with well defin
ed duties and responsibilities. Discuss the various types of Organizational Stru
ctures.

Assignment B:
Question 1: Explain the term Strategic Decision Making .Do you agree that in St
rategic decision making situations-"Options are consequential, situations may no
t have clear cause-and-effect outcomes".

Question 2: The balanced scorecard suggests that we view the organization from f
our perspectives, and to develop metrics, collect data and analyze it relative t
o each of these perspectives. Explain the same with the help of example and rele
vant model

Question 3: The understanding for any business is that its core competency is ro
oted in the process of transformation itself, rather than being focused rather n
arrowly on competitive advantage in service or delivery of product. Comment.

Case Study
Nestle (NESN) has long been known for making chocolate treats for the common man
. Think Kit Kat or Crunch bars. But demand for pricier premium chocolates is gro
wing faster than that of plain old candy. So the Vevey (Switzerland)-based compa
ny has devised a novel strategy to move up the value chain: customized confectio
ns. Internet shoppers in Switzerland and Liechtenstein can now order a taster pa
ck from Nestle's Maison Cailler line of expensive Swiss chocolates. After nibbli
ng the samples of five kinds of Ecuador-sourced chocolate with various cocoa con
tent, consumers complete an online survey to determine their "chocolate personal
ity." They then can order larger boxes of the candies, marrying their favored ch
ocolate with preferred fillings ranging from peppercorn and vanilla to raspberry
and verbena.
The bespoke chocolate experience doesn't come at Baby Ruth prices. A 16-piece bo
x of the Maison Cailler chocolates costs 26 Swiss francs ($28.30). That's just 1
28 grams of chocolate, or slightly more than 4 ounces, so these custom sweets pr
ice out to more than $100 a pound. Yet such luxe pricing can succeed even amid t
he economic downturn, says Laurent Freixe, head of Nestle's European business. "
It may sound counterintuitive, but what's happening in the [financial] crisis is
a quest by consumers for value, for more-affordable product, but also for produ
cts that overtake their expectations."
In high-end chocolate, Nestle hopes to mimic a strategy it used to build demand
for its Nespresso capsule, which helped create the luxury home-coffee market. Th
at single-serving espresso-maker business began in only two countries in 1986, w
ith Nestle introducing online sales in the 1990s and stores in 2002. Now it's a
3 billion Swiss franc ($3.3 billion) brand, with about half its sales coming fro
m the Internet and more than 250 boutiques worldwide. Nestle already has tried i
ts hand at other premium, customized goods. The company in 2011 began selling Ba
byNes formula milk capsules, which fit its own $272 single-serving machine. A ye
ar earlier it debuted pricey Special.T pods containing top-quality tea in France
.
While Kit Kat bars are the world's ninth-biggest chocolate brand, according to E
uromonitor International, the company has had mixed success in the premium sweet
s segment in the past. Nestle, which merged with Cailler in 1929, sought to reva
mp the brand in 2006 with higher prices and packaging designed by architect Jean
Nouvel. The overhaul was scrapped after it failed to boost revenue. Cailler sti
ll isn't well-known outside of Switzerland, with only 8 percent of sales coming
from abroad. "Nestle is a strong player in the mass-market, but in the premium s
egment, it doesn't have a strong reputation," says Patrick Hasenboehler, an anal
yst at Bank Sarasin in Zurich.

Chocolate producers including Swiss rival Lindt & Spriingli Group (LISP) already
sell online, but only for standard products. Bespoke chocolate is generally sol
d by niche chocolatiers. Maison Cailler's online store will generate the bulk of
its revenue, although some sales will come from a boutique in Broc, Switzerland
, home to the 193-year-old Cailler brand. Nestle plans to expand the custom cand
ies to neighboring countries beginning next year. "The big objective is to make
it sustainable, make it something which will enter into consumption habits and w
hich will not be just a one-off," Freixe says.

Case Study Questions
Question 1: Discuss the Value Chain adopted by Nestle to enhance Value for its T
arget Audience while competing with their counterparts?

Question 2: Nestle does a big business in low-priced candy bars. Now it's sellin
g $100-a-pound chocolates customized to buyers' personal tastes. Comment on the
Generic Business Strategy followed here.


Assignment C
1
A tendency of individuals to adopt the perspective of the group as a whole. It o
ccurs when decision makers don't question the underlying assumptions. Think Ta
nk Group Think Out of Box Thinking Questionable Thinking
2
Clusters of firms within an industry that share certain critical asset configura
tions and follow common strategies. Strategic Business Units Strategi
c Groups Sectoral Groups Rival Groups
3
Focus the firm's efforts and resources in one industry. Diversification Concentr
ation Integration Outsourcing
4
The costs incurred when a buyer switches from one supplier to another. Fixed Co
sts Switching Costs
Transfer Cost
Variable Costs
5
Aggressiveness in Pricing by a firm against its rivals with the intent of drivin
g them out of business. Penetration Pricing Predatory Pricing Skim Pri
cing
Mark Up Pricing
6
Factors that reduce entry of new players or entrants into an industry. Exit Bar
riers Entry Barriers Mobility Barriers Defensive Barriers
7
To monitor, evaluate and disseminate information from the external environment t
o key people within the firm. Information Sharing Environmental Scanning
Data Churning
Data Mining
8
An unfavorable trend or development in the firm's external environment that may
lead to an erosion of the firm's competitive position. Weaknesses Threats
Strengths Opportunities
9
statements indicating the desired strategic future for the firm Purpose Vision
Mission Objective
10
The rate over time at which innovations are copied by rivals Learning Curve
Diffusion Curve Life Cycle Curve Innovation Curve
11
Looking inside the business and identifying strengths and weaknesses of the firm
External Appraisal Internal Appraisal SWOT
Analysis
ETOP Analysis
12
Each product and enterprise is considered as an individual responsibility center
for purposes of strategy formulation. Parenting Anlaysis Portfolio Analys
is Pareto Analysis PEST Analysis
13
Individuals and groups inside and outside the firm who have an interest in the a
ctions and decisions of the firm. Shareholders Stakeholders Human Ca
pital Directors
14
A checklist of questions that provide an assessment of a firm's strategic positi
on and performance. Strategic Schedule
Strategic Audit
Strategic Questionnaire Strategic Accounting
15
Unplanned strategy that emerge from within the organization intended Strateg
y Emergent Strategy Deliberate Strategy Realised Strategy
16
The development of long-range plans for the management of environmental opportun
ities and threats, in light of the firms strengths and weaknesses. Strategy
Formulation Strategy Analysis Strategy
Implementatio
n
Strategy Evaluation
17
Compares performance with desired results and provides the feedback for manageme
nt to evaluate results and take corrective action. Strategy Controls
Strategy Objectives Strategy Actions Strategy statements
18
A strategy serving a specialized part of the market Focus Cost Leadership
Differentiation
Best Solution Provider
19
The process by which strategies and policies are put into action through the dev
elopment of programs, budgets, and procedures. Strategy Implementation Strategy
Evaluation Strategy Formulation Strategy Analysis
20
Fit between what the environment wants and what the firm has to offer Strategi
c Fit Strategic Direction Strategic Disparity Strategic Balance
21
Where one firm has full ownership and control over all the stages in the product
ion of a product Full integration Taper Intergration Quasi In
tegration Horizontal Integration
22
A portfolio planning model based on analysing the relative market share and mark
et growth rates for a company's products and/or strategic business units
BCG Matrix Probability Matrix PIMS Matrix GE Matrix
23
These units typically generate cash in excess of the amount of cash needed to ma
intain the business. They are regarded as staid and boring, in a "mature" market
, and every corporation would be thrilled to own as many as possible. Cash Cow
s Dogs Stars
Question Marks
24
The business unit has low market share compared to competitors, however it is do
ing business in high-growth market. Most of the new businesses start in this qua
drant. There are well established businesses in this market and new businesses t
ry to grow and capture more market share. This market is growing and there are o
pportunities for new businesses.
Question Marks
Cash Cows Dogs Stars
25
GE Matrix compares different products or businesses on "Business Strength" and "
Market Attractiveness" variables and in addition the size of the bubbles represe
nts the market size.It is also known as Multifactor Portfolio Analysis Model
ETOP Model Hofer Model Ansoff Model
26
It is a collection of businesses ranging from primary producers, processors, dis
tributors and retailers that progressively create consumer value in a specific m
arket segment. Value chain Supply Chain Distribution Chain Food Cha
in
27
It is positive disposition of a customer toward a particular enterprise. It howe
ver, also includes intangible assets or qualities of the company, or its managem
ent, that cause people to hold the company in high regard. Goodwill
Patents Copyrights Competencies
28
It is the return of information about the impact of an activity. In other uses i
t can also mean the return of a portion of the output of a process as new input.
Feedback Reverse Logistics Reverse Information Relative Input
29
These are resources under the control of an enterprise that are typically non-ph
ysical and not of a monetary nature, and that are critical for the success of th
e business. These resources include things such as brand image, customer and emp
loyee loyalty, quality of business relationships, social standing Intangib
le Resouces Tangible Resources Valuable Resources Human Resources
30
It is an organization that is able to adapt to change, move forward, and transfo
rm itself by acquiring new knowledge, skills, or behaviors. Learning Organis
ation Lean Organisation Flat Organisation Tall Organisation
31
It is a cost/benefit comparison of the cost of an investment or activity compare
d with the financial and/or non-financial benefits that result. Cost of Return
Cost of investment Break Even Return on Investment
32
A is appropriate where the target customer segment is not pric
e-sensitive, the market is competitive or saturated, customers have very specifi
c needs which are possibly under-served, and the firm has unique resources and c
apabilities which enable it to satisfy these needs in ways that are difficult to
copy Best Solution Strategy Focus strategy Cost
Leadership
Strategy
differentiation strategy
33
A should target market segments that are less vulnerable to su
bstitutes or where a competition is weakest to earn above-average return on inve
stment. Best Solution Strategy Cost
Leadership
Strategy
differentiation strategy
focused strategy
34
The Primary Activities of the Value Chain which are the transformation activitie
s that change inputs into outputs that are sold to customers. Here, your operati
onal systems create value. Operations Logistics Marketing
Customer Service
35
These are all the processes related to receiving, storing, and distributing inpu
ts internally. Your supplier relationships are a key factor in creating value he
re. Inbound Logistics Outbound Logistics Warehousing Transpor
tation
36
These are a company's support systems, and the functions that allow it to mainta
in daily operations. Accounting, legal, administrative, and general management a
re examples of necessary infrastructure that businesses can use to their advanta
ge. Infrastructure Human
Resource
Management
Procurement Research and Technology
37
"Restitching" business portfolio
according to changes in market requirements allows corporate managers to focus o
n the best market opportunities.
Patching Co evolving Regeneration Refocus
38
Ability of two or more business units to generate greater value working together
than they could working apart, synergy has its sources in shared resources, kno
wledge and skills, coordinated strategies, vertical integration or establishing
internal alliances in enterprise Co-Evolution
Diversification
Differentiation
Business Splits
39
It is usually a restructuring plan and is adopted when a turnaround has been att
empted but has proved to be unsuccessful or it was ignored. Divestment
Captive Company
Bankruptcy
Stability
40
It is any combination of Data, Information, and Knowledge concerning the Busines
s environment in which a company operates that, when acted upon, will confer a s
ignificant Competitive advantage or enable sound decisions to be made Action w
ith Intelligence
Innovation with Intellegence
Business Intelligence
Business Decisions
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