Strategic Management Phase 4 and Phase 5
Connecting vision, strategy and value creation. Network Management Corporate Governance
Connecting vision, strategy and value creation. Network Management Corporate Governance
Kartei Details
| Karten | 28 |
|---|---|
| Sprache | English |
| Kategorie | BWL |
| Stufe | Universität |
| Erstellt / Aktualisiert | 16.01.2018 / 29.01.2020 |
| Weblink |
https://card2brain.ch/box/20180116_strategic_management_phase_4
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| Einbinden |
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On which level ist the Business Model in the organizational context?
- Between Business Vision and Strategy
- and Business operating Model
What are the 3 components of a Business Model?
- Strategic components
- Customer & Market components
- Value creation components
What are the 3 parts of the Strategic component of a business model?
- Strategy model
- Resource model
- Network model
What are the 3 parts of the customer and market components of a business model?
- Customer model
- Market offer model
- Revenue model
What are the 3 parts of the Value creation components of a business model?
- Manufacturing model
- Procurement model
- Financial model
The Business model of Amit & Zott brought the business model to a new level. What are the 4 criterias which are defined by a business model after Amit & Zott?
- Efficency
- Complementarities
- Lock-in (loiality programs, customization)
- Novelty
Know the parts of the Business Model Canvas of Osterwalder & Pigneur. What are the 9 Parts of the Business Model Canvas?
- Key Partners
- Key Activities
- Key Ressources
- Value Propositions
- Customer Relationsship
- Channels
- Customer Segments
- Cost structure
- Revenue Streams
Know the St. Gallen Business Model Navigator. What are the key questions for the Business Model Navigator of Gassmann?
- Who? (ist the customer?)
- What? (is offered to the customer?)
- How? (to build and distribute the value proposition?)
- Value? (why is the business model financially viable?)
-> see picture of Moldel
Name the 4 possible functions how a company can create value:
- Layer Player Model (like P&G)
- Market Maker Model (like e-bay)
- Integrator Model (like ZARA)
- Orchestrator Model (like DELL)
Name 6 examples for network in the Air-Line industry:
- Point to Point
- Low-Cost-Carrier Network
- The advantage Hub
- Regional Multi-Hub
- Global Mega Carrier
- Long-Haul Low Cost Carrier
What are the 3 Hub Economies which can be achived throug Hub management?
- Economies of scale (Production)
- Economies of scope (Marketing)
- Economy of density (Strategy)
What are the Dis-Economies of the Hub strategy?
- cost competition between several hubs
- Hub-Load Peaks (all arrive at the same tima)
- sensitivity towards delays
- sunken cost when change of strategy
Name 3 types of networks:
- Line Network (Transportation)
- Grid Network (Computing)
- Hub-and-Spoke Network
What are the success crirerias for networks?
- Complementarity
Possibility to create and exchange conections - Compability
Simplicity of the exchange - Dynamic ability to develop
Ability to react based on changes
What are the success factors of supply networks?
- Size potential of network
- Potential for protected possition (with potential for value added)
- Low transaction costs
- Efficency, low risk
- Thrust
What are the success factors of Emirates Airlines?
- Geographic possition very good (between europe and asia)
- 24 hour opperation from Dubai
- no complex network needed
What is the goal of corporate governance?
Seeking a good balance between:
- direction
- control
- transperancy
at the top company level while maintaining efficency.
What is the swiss code for best practice for corporate governance?
The swiss code is a gude line and recomendation for swiss companies how to organize corporate governance.
Waht is the purpose of corporate governance?
To keep the balance between economic and social goals as well and between individual and communal goals. Not only shareholders but also other stakeholders are important.
What is the optimal number of board members?
It's between 5 - 9 depending of the size and business area.
Which skills should members of the board of directors have (Case small european airline)?
- Lawyer
- Communication
- Finances
- Technical
- Politician
- Risk Manager
- What defines a big company in switzerland?
- more than CHF 20 Mion Assets
- more than CHF 40 Mion Turnover
- more than 250 full time employees
Two or three options have to be given during two consecutive years.
What are the 10 concrete values of corporate governance?
- Apropriate relationship between owners and management
- Efficency in management and control
- Reduction of the leadership effort
- Improovement of the ratings of banks
- Reduction of insurance premiums
- Strenghtening customer relationship
- Improovement of supplier retention
- Simplification of cooperation
- Liability prevention
- Improovement of ethic conduct and increasing the value of the company
What was the corporate governance problem with Swissair?
A lot of governement and politicians in the Board of Directors no Aviation experts!
- Burgisser made many mistakes, however the board did not interrupt him, because of nice payments and firstclass tickets as well as the board was way too big.
Problem: A lot of governement and politicians in the Board of Directors no Aviation experts!
What are the 10 most frequent mistake which can be avoided with corporate governance?
- Insufficent composition and qualifications of the board of directors
- Bord memberns not enough aware of situation
- Conflicts of interest
- Missing strategy or strategy control
- Missing or insuficent risk management
- Not enough meetings for the board of directors
- Insufficent or wrong infomration reporting
- Too late or poor decicion making
- Unclear duties and competences
- No periodical screening of top management
What is risk management?
Risk management means the permanent, systematic recording and analysing of all kinds of risks towards the existence and development of the company.
What are the 9 steps of risk management in a company?
- Organisation (Head of Quality)
- SWOT-Analysis
- Collect the risk and risk assesment
- Master risk list
- Evaluation of possibilities of mitigation
- Insurance review
- Implementing reporting and process
- Analysis of incurrence
- Perriodically review of the master risk list and the risk organisation
What are the two axes of the risk evaluation matrix?
- Impact (small to disaster)
- Probability of risk (impossible to often)
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