Exam 17: Implementing Corporate Strategy: Management of the Multibusiness Firm

The basic purpose of the "Ashridge portfolio display" is to:

The main differences between strategic planning and financial controls are:

Besides managing the overall corporate portfolio of businesses, corporate management adds value by:

Williamson described corporate headquarters as:

The fit or misfit between the business's needs and the parent's corporate style

The GE/McKinsey matrix has two dimensions:

How does corporate management create value?

The final step in the McKinsey pentagon is to establish the value of the company after optimizing for all internal restructurings and external improvements, so that management can rapidly sell the business to a corporate raider

The example of Exxon illustrates:

Oliver Williamson was the first person to provide a theoretical rationale for the multidivisional (M-form, as he called it) firm

In multibusiness corporations, corporate management invariably takes primary responsibility for business level strategy

Which company pioneered many managerial innovations, at the end of the 1960s?

The balanced scorecard, strategy maps, and an office of strategy management are tools that aim to:

The Profit Impact on Market Strategies data base (PIMS) uses data from 4000 firms to study:

The two axes of the BCG growth-share matrix are real growth rate of the market, and market share

For a merger to add value to both sets of shareholders realistic synergies must be identified and achieved. This implies

One of the criticisms of strategic planning is that it:

CEOs should be good at managing contradictions such as:

The BCG matrix has two dimensions:

Vital questions relate to the role of the corporate head office and its relationships with the businesses