MBA Capstone (MGMT 6900) WGU C216
task 1 Updated 2024/2025 with complete
answers
1. Strategic Competitiveness - ANSWER achieved when a firm successfully
formulates and implements a value-creating strategy, increasing revenue and
decreasing expense, through: 1. Cost Leadership, 2. Above average returns (ROI,
ROE, ROA, ROS), 3. Manage Risk (decrease uncertainty, increase profitability) 4.
Process
2. Competitive Landscape - ANSWER Types: 1. Hyper competition (short product
lifecycle, blurred industry boundaries), 2. Global competition (competitors will
steal your market share) 3. Globalization (interdependence), 4. Technology &
Change and Diffusion & Disruption (Innovation is happening faster than we can
capture the skills) 5. IT -> AI 6. Knowledge Intensity (More info, more
intelligence, more expertise) 7. Strategic flexibility (Adapting to the environment)
has
3. Industrial/Organizational Theory - ANSWER Strategy is dictated by an industry
analysis. There is very little room for managerial ingenuity, and very little external
environment orientation, acquire assets and skills to match industry
4. RBV theory - ANSWER Resourced based view of firm, study of external and
internal evironments and creating a secret strategy to yield competitive advantage.
5. Mission and Vision - ANSWER The reason a company exists, and a dream for
the future with a time cap
6. Stakeholder Types - ANSWER Capital (shareholders & creditors), Product
(customers, suppliers, unions & community), Organizational (employees,
managers, non-managers_
7. CEO Shareholders Rank Stakeholders in the following way: - ANSWER 1.
Customers, 2. Employees, 3. Community, 4. Suppliers, 5. Creditors
,8. External Environment (General Environment) - ANSWER All relevant forces
outside a firm's boundaries, such as competitors, customers, the government, and
the economy. Usually something that lies furthest away from your company, which
may or may not affect your company.
9. General Environment Components - ANSWER Demographics, Sociocultural,
Economics, Technological Factors, Legal & Reegulatory, Global
10. Industry Environment (five forces analysis) - ANSWER the set of factors that
directly influences a firm and its competitive actions and responses: the threat of
new entrants, the power of suppliers, the power of buyers, the threat of product
substitutes, and the intensity of rivalry among competing firms
11.What is Strategy? - ANSWER The plan of attach to get rid of competitors. Used
first in the military -> take no prisoners.
12. Strategic Management consists of 4 parts - ANSWER 1. Leadership, 2.
Planning, 3. Organizing, 4. Controlling
13. Strategic Management is a process which follows: - ANSWER Follows the
'going concern' principle
14.Strategic Formulation - 4 Levels - ANSWER 1. Corporate level - how much
diversification? 2. Business Level - competitive advantage, 3. Functional level -
customer satisfaction, 4. International level - how much customization?
15. Businesses should focus on: - ANSWER Differentiation, Cost Leadership,
Focus/Niche
16. How to get above average returns - ANSWER Exceed expectations of your
shareholders, be above the industry average
17. Internal Environment - ANSWER the controllable elements inside an
organization, including its people, its facilities, and how it does things that
influence the operations of the organization
18. Mission vs. Intent - ANSWER Mission - public statement, Intent - Private
intention of the company
, 19.Vision - ANSWER an encompassing explanation of why the organization
exists and where it's trying to head
20. Components of an Internal Analysis - ANSWER 1. Resource Analysis (nuts
and bolts of the organization), 2. Capabilities and Core Competencies
21. Questions for Competitive Advantage - ANSWER 1. Is it valuable?
2. Is it rare?
3. Is it costly to imitate?
4. Is it the advantage of a non-substitute?
(You want to get to as many 'yes' answers as possible)
22. above-average returns - ANSWER returns in excess of what an investor
expects to earn from other investments with a similar amount of risk, refers to
industry ratios (ROE, ROA, ROI, ROS).
23. Challenges of CEOs and Strategic Managers - ANSWER 1. Uncertainty (friend
of palpatine) - Coproate culture, organizational development.
2. Complexity - Engagement in multi-modal thinking (multiple perspectives
simultaneously)
3. Intra-organizational conflict - people fighting each other, chaos management is
recognized as a leadership style (Trump)
24. Resource Analysis - ANSWER Grew out of RBV theory, most valuable
internal analysis for an organization. Made up of two categories: Tangible
Resources and Intangible resources
25. Tangible resources - ANSWER Physical Resources, Financial Resources,
Technological Resourvces, Organizational Resources
26. intangible resources - ANSWER Human Resources, Reputation, Innovation
27. Value Chain Analysis - ANSWER a systematic way of examining all of the
activities a firm performs and determining how they interact to form a source of
competitive advantage, made of up of primary and secondary activities
28. primary activities - ANSWER inbound logistics, operations, outbound
logistics, marketing and sales, service
, 29. secondary activities - ANSWER procurement, technology, human resources,
firm infrastructure
30.A company's strategy concerns: - ANSWER Managements action plan for
outperforming competitors and achieving superior profitability.
31. A companies strategies stand a better chance of succeeding when: - ANSWER
It is predicated on competitive moves aimed at appealing to buyers in ways that set
the company apart from its rivals.
32. A company achieves competitive advantage when: - ANSWER It provides
buyers with superior value compared to rival sellers or offers the same value at a
lower cost.
33. Winning and sustainable competitive edge over generally hinges on: -
ANSWER 1. Having a distinctive competitive offering
2. Having "hard to beat" capabilities and impressive product innovation
3. Building experience, know-how, & specialized capabilities that have been
perfected over a long period of time
4. Building competitively valuable expertise & capabilities not readily matched, &
offering a distinctive product offering
34. Changing circumstances & ongoing managerial efforts to improve the strategy:
- ANSWER account for why a company's strategy evolves over time.
35. It is normal for a company's strategy to end up being: - ANSWER a blend of
proactive actions to improve the company's competitiveness & financial
performance, & adaptive reactions to unanticipated developments, & fresh market
conditions.
36. In the course of crafting a strategy it is common for management to: -
ANSWER 1. abandon certain strategy elements that have grown stale or obsolete
2. modify the current strategy, when market & competitive conditions turn, or
some aspects of the company strategy hit a stone wall
3. modify the current strategy in response to the fresh strategic maneuvers of rival
firms
4. take proactive actions to improve this or that piece of the strategy
37. The difference between the company's strategy & a company's business model
is: - ANSWER a company's strategy is management's game plan for achieving
task 1 Updated 2024/2025 with complete
answers
1. Strategic Competitiveness - ANSWER achieved when a firm successfully
formulates and implements a value-creating strategy, increasing revenue and
decreasing expense, through: 1. Cost Leadership, 2. Above average returns (ROI,
ROE, ROA, ROS), 3. Manage Risk (decrease uncertainty, increase profitability) 4.
Process
2. Competitive Landscape - ANSWER Types: 1. Hyper competition (short product
lifecycle, blurred industry boundaries), 2. Global competition (competitors will
steal your market share) 3. Globalization (interdependence), 4. Technology &
Change and Diffusion & Disruption (Innovation is happening faster than we can
capture the skills) 5. IT -> AI 6. Knowledge Intensity (More info, more
intelligence, more expertise) 7. Strategic flexibility (Adapting to the environment)
has
3. Industrial/Organizational Theory - ANSWER Strategy is dictated by an industry
analysis. There is very little room for managerial ingenuity, and very little external
environment orientation, acquire assets and skills to match industry
4. RBV theory - ANSWER Resourced based view of firm, study of external and
internal evironments and creating a secret strategy to yield competitive advantage.
5. Mission and Vision - ANSWER The reason a company exists, and a dream for
the future with a time cap
6. Stakeholder Types - ANSWER Capital (shareholders & creditors), Product
(customers, suppliers, unions & community), Organizational (employees,
managers, non-managers_
7. CEO Shareholders Rank Stakeholders in the following way: - ANSWER 1.
Customers, 2. Employees, 3. Community, 4. Suppliers, 5. Creditors
,8. External Environment (General Environment) - ANSWER All relevant forces
outside a firm's boundaries, such as competitors, customers, the government, and
the economy. Usually something that lies furthest away from your company, which
may or may not affect your company.
9. General Environment Components - ANSWER Demographics, Sociocultural,
Economics, Technological Factors, Legal & Reegulatory, Global
10. Industry Environment (five forces analysis) - ANSWER the set of factors that
directly influences a firm and its competitive actions and responses: the threat of
new entrants, the power of suppliers, the power of buyers, the threat of product
substitutes, and the intensity of rivalry among competing firms
11.What is Strategy? - ANSWER The plan of attach to get rid of competitors. Used
first in the military -> take no prisoners.
12. Strategic Management consists of 4 parts - ANSWER 1. Leadership, 2.
Planning, 3. Organizing, 4. Controlling
13. Strategic Management is a process which follows: - ANSWER Follows the
'going concern' principle
14.Strategic Formulation - 4 Levels - ANSWER 1. Corporate level - how much
diversification? 2. Business Level - competitive advantage, 3. Functional level -
customer satisfaction, 4. International level - how much customization?
15. Businesses should focus on: - ANSWER Differentiation, Cost Leadership,
Focus/Niche
16. How to get above average returns - ANSWER Exceed expectations of your
shareholders, be above the industry average
17. Internal Environment - ANSWER the controllable elements inside an
organization, including its people, its facilities, and how it does things that
influence the operations of the organization
18. Mission vs. Intent - ANSWER Mission - public statement, Intent - Private
intention of the company
, 19.Vision - ANSWER an encompassing explanation of why the organization
exists and where it's trying to head
20. Components of an Internal Analysis - ANSWER 1. Resource Analysis (nuts
and bolts of the organization), 2. Capabilities and Core Competencies
21. Questions for Competitive Advantage - ANSWER 1. Is it valuable?
2. Is it rare?
3. Is it costly to imitate?
4. Is it the advantage of a non-substitute?
(You want to get to as many 'yes' answers as possible)
22. above-average returns - ANSWER returns in excess of what an investor
expects to earn from other investments with a similar amount of risk, refers to
industry ratios (ROE, ROA, ROI, ROS).
23. Challenges of CEOs and Strategic Managers - ANSWER 1. Uncertainty (friend
of palpatine) - Coproate culture, organizational development.
2. Complexity - Engagement in multi-modal thinking (multiple perspectives
simultaneously)
3. Intra-organizational conflict - people fighting each other, chaos management is
recognized as a leadership style (Trump)
24. Resource Analysis - ANSWER Grew out of RBV theory, most valuable
internal analysis for an organization. Made up of two categories: Tangible
Resources and Intangible resources
25. Tangible resources - ANSWER Physical Resources, Financial Resources,
Technological Resourvces, Organizational Resources
26. intangible resources - ANSWER Human Resources, Reputation, Innovation
27. Value Chain Analysis - ANSWER a systematic way of examining all of the
activities a firm performs and determining how they interact to form a source of
competitive advantage, made of up of primary and secondary activities
28. primary activities - ANSWER inbound logistics, operations, outbound
logistics, marketing and sales, service
, 29. secondary activities - ANSWER procurement, technology, human resources,
firm infrastructure
30.A company's strategy concerns: - ANSWER Managements action plan for
outperforming competitors and achieving superior profitability.
31. A companies strategies stand a better chance of succeeding when: - ANSWER
It is predicated on competitive moves aimed at appealing to buyers in ways that set
the company apart from its rivals.
32. A company achieves competitive advantage when: - ANSWER It provides
buyers with superior value compared to rival sellers or offers the same value at a
lower cost.
33. Winning and sustainable competitive edge over generally hinges on: -
ANSWER 1. Having a distinctive competitive offering
2. Having "hard to beat" capabilities and impressive product innovation
3. Building experience, know-how, & specialized capabilities that have been
perfected over a long period of time
4. Building competitively valuable expertise & capabilities not readily matched, &
offering a distinctive product offering
34. Changing circumstances & ongoing managerial efforts to improve the strategy:
- ANSWER account for why a company's strategy evolves over time.
35. It is normal for a company's strategy to end up being: - ANSWER a blend of
proactive actions to improve the company's competitiveness & financial
performance, & adaptive reactions to unanticipated developments, & fresh market
conditions.
36. In the course of crafting a strategy it is common for management to: -
ANSWER 1. abandon certain strategy elements that have grown stale or obsolete
2. modify the current strategy, when market & competitive conditions turn, or
some aspects of the company strategy hit a stone wall
3. modify the current strategy in response to the fresh strategic maneuvers of rival
firms
4. take proactive actions to improve this or that piece of the strategy
37. The difference between the company's strategy & a company's business model
is: - ANSWER a company's strategy is management's game plan for achieving
