Management

Rubric: You are required to answer THREE questions from a total of SIX All questions carry equal marks
All answers need to be supported with relevant case examples

Word Count:
The maximum word count for this exam is 2,000 words. Please do not exceed the word count as the work will not be marked.

Handwritten calculations and diagrams
Please photograph any handwritten calculations or diagrams that form part of your answer, and embed them into the Word document. You are not expected to use Excel for calculations.

Question 1

Using the Ansoff Matrix as a guide, discuss some of the challenges faced when embarking on the different types of diversification.
⦁ What are the different types of diversification shown in the Matrix, give examples of each?
⦁ What challenges are faced by each?
⦁ Using an example you are most familiar with, explain how challenges of unrelated diversification can be overcome.
Question 2
The implementation of strategy is often difficult to achieve as it often requires comprehensive changes in a firm. Using a real-world example address the following questions.
⦁ Sometimes a firm’s incremental approach to change is not enough to keep pace with the external environment. Why does this emerge over time and what can be done to address it?
⦁ Why can path dependency present a significant challenge when implementing strategy?
⦁ Provide an example of the connection stakeholders have to the strategy process and what managers can do to mitigate key challenges.
Question 3
Innovation is important in order to create and sustain competitive advantage. Using a real world example, address the following:
⦁ What is the link between product and process innovation and the industry lifecycle?
⦁ What could be the benefits of being a late mover in a fast-moving industry?
⦁ What challenges would they face from incumbent firms and what are their implications to innovation?

Question 4

Strategic decisions and challenges differ depending on the level at which they are made. Using relevant examples, answer the following questions:
1.What is the focus of strategic decisions at the corporate level and what can be some of the issues arising?
2.What are the challenges of managing synergies between strategic business units when acquiring new strategic business units?
3.Give an example of a company that uses the synergy approach and state how this synergy adds value to products / services?
Question 5
When measuring success and strategy formulation, governance plays an important role in deciding which future to take. Giving a real-world example, address the following questions.
⦁ First, what do we mean by governance?
⦁ Giving relevant examples, what are the two dominant approaches to governance and how can these affect strategy formulation and evaluation?
⦁ What role do stakeholders have in the selection of strategy?
Question 6
Porter originally stated that firms should avoid being “stuck in the middle”. Providing a relevant example, address the following questions:
⦁ What does being “stuck in the middle” mean and why is it not ideal?
⦁ Describe three circumstances in which this can happen without it being detrimental to the firm and provide examples.
⦁ How does the strategy clock address some of these issues?