Exam (elaborations)

CPA - Global Strategy and Leadership Notes

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Course
CPA - Global Strategy and Leadership

Institution
Macquarie University (MQ )

If you have done the CPA exam you know multiple choice questions are the way to go to get easy marks. This is my index I used for my exam in 2017 which was book “2nd edition”. The index finder is sorted by the concept in alphabetical order for ease to use. Just search the key concept word for ...

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Uploaded on May 20, 2019
Number of pages 20
Written in 2017/2018
Type Exam (elaborations)
Contains Only questions

global strategy and leadership

Institution
Macquarie University (MQ )
Course
CPA - Global Strategy and Leadership

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Module Topic Concept Description Page Number
M2 Remote and Industry Environment 3D Printing The ability to print individual parts one at a time rather than having long production totally changes the cost structure of many products 107
M4 New Product Development 3M Organisation Operating for over 100 years on the basis of innovation and product development 272
M6 Overview of Strategy Implementation 7-S Framework Shows that, for the implementation process to unfold as planned, a number of issues and activities have to be engaged with simultaneously 452
M7 Role of Leaders in Strategy Formulation 7-S Model Strategy; structure; systems; staff; skills;style; shared values 548
M4 Development of New Geographic Markets Access to resources Mineral resources; agricultural products; human resources 287
M6 Future Challenges Access-over-ownership model Sharing economy disruptors which takes a commission 490
M1 Strategy Development Accountant (Role) The role of accountant in strategy 48
M1 Strategy Development Accountants More likely to work in partnership with local and or international cross-functional teams, dealing with different cultures and business practices 46
M7 Role of Leaders in Strategic Analysis Accountants role Aligning the orgnaisations structure with its business strategy 544
M4 Accounting issues in Global Strategy Accounting packages Complexity is added when acquiring a new organisaiton that uses a different accounting package from the acquiring entity 324
M3 Operational Drivers Achievable Orgnisations goals should be achieveable interms of time, resource and skill sets 204
M4 Modes of Entry Acquisition When one organisation buys another and ends up controlling it 305
M7 Role of Leaders in Implementation Strategy Active listening Paying attention to peoples body langugae and tone of voice, as well as to what they say, provides caluable insight 551
M3 Operational Drivers Activity measures How often an event or activity occurs 199
M3 Big Data - Deeper and Faster Analysis Advanced analytical models Neededto enable data-driven optimisation and forecasting, but they must have an objective and a direction 218
Continues to rise, increase in demand for pharmaceuticals and health services in an attempt to cure degenerative diseases such as cancer, cardiovascular
M2 Remote and Industry Environment Ageing population 105
and neurodegenerative conditions
M4 Accountants in 'Big Data' Algorithms Achieve optimal product placement; identify bundling; price optimally 320
M3 Understanding key stakeholders Alignment An organisation trying to create, develop and implement its strategy needs the support and efforts of its key stakeholders, particulary senior management 180
M6 Overview of Strategy Implementation Alignment Alignment between strategy definition and implementation 451
M4 Modes of Entry Alliances Aiming for simplicity and flexibility in the scope of an alliance rather than for broad and all-encompassing equity participation is often helpful 301
M7 Role of Leaders in Strategic Thinking Alternatives Enthusiasm; readily agreeing; prior views 541
M2 Competition in the industry Analysis (External environment) Daunting; involves gathering a large amount of qualitative and quantitative data from a diverse range of sources 141
M3 Operational Drivers Analytical measures Measures such as the proportion of products developed that are within statistical process control limits 199
Can determine strategic fit and select the best strategic option for hte organisation, ensuring that qualitative assessments are supported and validated by
M5 Developing the Strategy Analytics 381
the quantitative analysis
M5 Developing the Strategy Ansoff matrix Useful classification tool 372
M1 Strategy Process Ansoff product matrix Assists in guiding and organisation in determining their strategic options for products in their portfolio 30
M4 Product and Market Options Ansoff Product/Market Matrix Looks at options from an organisations perspective based on two dimensions: product focus and market focud 257
M1 The Global Context Arbitrage benefits Gained by using resources in different subsidiaries in different countries to achieve maximum advantage 46
M7 Strategic leadership Attribution theory Argues that people attempt to make sense of events by seeing outcomes in terms of external or internal causes 529
The tendancy of people to see leaders as the prime movers, and explains the popular belief that leadership is capable of objective actions in the face of
M7 Strategic leadership Attribution theory 531
contexual forces
M2 Remote and Industry Environment Backward integrate Ability to make or supply the suppliers product or service themselves 119
M4 Modes of Entry Backward integration Moving up the system 314
M3 Operational Drivers Balanced Score Card Support strategy implementation; translate strategy into linked casual activities in different parts of the organisation, and in turn motivate behaviour 201
M5 Developing the Strategic Plan Balanced Scorecard (BSC) The achievement of goals can be tracked using a performance measurement tool 364
M3 Strategic Drivers Bar code scanning Processing innovation 194
M3 Big Data - Deeper and Faster Analysis Barcode scanning Immediate input of data into systems has eliminated a lot of manual processing and sped up the process so that data can be analysed and reported on faster 216
M2 Remote and Industry Environment Bargaining power Force prices down, play off competition against each other and bargain for better quality or service 119
M2 Remote and Industry Environment Barriers (New competitors) Industry size; Ecomies of scale; Product differentiation; intellectual property; capital requirements; switching costs; access to distribution; government 116
M7 What is Leadership Basic research approach Isolate and measure the dimensions underlying behaviour in order to define and categorise types of leadership 519
M2 Understanding Customers and Markets Behavioural Grouping customers on usage level and brand loyalty 128
M7 What is Leadership Behavioural approach Suggests that leaders can be trained, as opposed to the traits approach, which assumes that leaders are born 519
M5 Values Behaviours Reinforce the values and illustrate the types of actions that are appropriate to achieve the organisations vision and mission 369
M3 Operational Drivers Benchmark A judgement is made about some aspect of performance 200
M3 Operational Drivers Benchmarkindex Computer based fully facilitated performance measurement tool, aimed primarly at SMEs 205

, Systematically identifiying processes and performance outcomes of an organisation with those of its competitorsas well as comparing processes and
M3 Operational Drivers Benchmarking 201
outcomes within the organisatoin
M6 Successful Strategy Implementation Benefits-realisation tracking Determines whether the intiative is successful 471
M6 Successful Strategy Implementation Best Management Practice (BMP) An organisation that produces best practice methodologies and publications in relation to management 466
M2 Understanding the External Environment BI The many ways industries analyse and collect raw data 80
M2 Understanding the External Environment BIDA Business Intelligence and data analysis 79
M5 Developing the Strategic Plan BIDA Essential to ensure decisions are supported with evidence and financial robustness 361
M7 BIDA BIDA Useful for augmenting strategic leadership, in particulat as far as deicision making 543
M1 Strategy Development Big data The exponentially increasing data sets created from the millions of interactions that occur every day with internet-created devices 47
M2 Understanding Customers and Markets Big data Incredibly specific information about customers is becoming more readily available 129
M3 Big Data - Deeper and Faster Analysis Big data The exponentially increasing data sets now available 216
M3 Big Data - Deeper and Faster Analysis Big data The large volume of data that inundates a business on a day to day basis 217
M4 Accountants in 'Big Data' Big data CPA must recognise the full spectrum of capabilities that the organisation must invest in 320
M6 Overview of Strategy Implementation Big data The vast data sets generated by internet-connected devices to analyse customers and build market knowledge 460
M7 Role of Leaders in Setting Direction Blind leadership No vision and only the pursuit of directionless action 547
M3 Understanding key stakeholders Blind-spots Failure to recognise important stakeholder group may affect organisations performance 178
M6 Future Challenges Block strategy Using all means available to inhibit the disruptor 490
M5 Developing the Strategy Blood, sweat and tears High-value and high-effort options require time and resources, but have great potential to create high value for the organisation 378
M4 New Product Development Blue Ocean Strategy The creation of new, undiscovered markets through activities to innovate an organisation product offering 276
Boston Consulting Group (BCG) Assess the organisations products in terms of market growth and its market share, making it easier to identify the position of all services and products and
M3 Strategic Drivers 189
Matrix how they contribute to the firm
M2 Competition in the industry Brand name High-profile brands with strong customer loyalty are fundamental to maintain market share, generate high sales growth and prolong the product life cycle 134
M2 Competition in the industry Brand support Important to enable brand recall for impulse purchases 134
M4 Modes of Entry Breakthrough innovation Large investment and large opportunity 318
M1 Strategy and Leadership Broader view (Socioeconomic) Leaders should refrain from socially undersirable behaviour and act in the public good, maximising their positive impact on society 25
Considers an organisations financial, internal process, learning and growth, and customer perspectives, and seeks to track and improve progress on all four
M5 Goals BSC 370
components across the entire organisation
M1 Strategy Development Building blocks Customer segments served; customer value-creation proposition; channel to market; customer relationships; revenue sources 47
M2 Remote and Industry Environment Bundling More difficult for consumers to directly compare one product with another, and therefore reduces their ability to make direct product comparisons 122
M5 Developing the Strategy Business analytics Supported by IT, can be used to evaluate new strategic options 381
M5 Risk Assessment Business analytics Can provide organisations with quantitative risk assessments that help determine the likelihood or consequence of a given risk event 388
M6 Overview of Strategy Implementation Business analytics Enhances real time inventory control, predictive maintenance optimisation, increased service liability, automation 460
M7 Leadership and Ethics Business ethics The study of rules of conduct, basic values, and ehtical principles of the organisation 553
M6 Successful Strategy Implementation Business impact assessment Analyses the impact of the change on the organisation to determine where the impact will be the heaviest 470
M2 Understanding the External Environment Business intelligence An umbrella term that refers to a variety of software applications used to analyse an organisations raw data 79
M7 BIDA Business intelligence data Cascade down for the leader to the staff 544
M1 Strategy Development Business model Describes the organisations current state, albeit in an abbreviated form, blueprint of the business 47
M1 Strategic Thinking Business strategy Aims to build and strengthen the long-term competitive position in the market 37
M6 Successful Strategy Implementation Buy-in (lack) Not seek input from line managers and employees who play important roles in executing the strategic plan 471
M2 Remote and Industry Environment Buyer concentration Few supermarkets compared to food industry manufacturers, supermarket buyers will have power over the industry 119
M2 Remote and Industry Environment Buyers Customers of the industry 119
M6 Challenges of Implementing Strategy C's Communication, Commitment and coordination 478
M3 People and Orgnisational Drivers Capabilities To undertake activites, an organisation needs to have resources, and it needs to have capabilities to apply those resources to 207
M3 Qualitative Analysis Capability gaps Organisations competitive position is assessed against all the important capabilities required to carry out the main business activities 222
M7 Strategic leadership Captivator Inspires passion, enthusiasm and commitment 530
M7 Nature of Strategic Leadership Caretakers Help an organisation move from the growth phase into the maturity phase 535
M3 Strategic Drivers Cash cows Products and services with large market share in low growth industries 189
M3 Understanding key stakeholders Categories (stakeholders) Crowds, Context setters, Subjects, Players 183
M3 Strategic Drivers Category killers Specialise in a particular type of discounted merchandise and become the dominant retailer in that category 193
M1 The Global Context Central View (Globalisation) The standardisation of products and services for global markets can allow better coordination of activities along an organisations value chain 39

, Centralisation (Structure
M6 Overview of Strategy Implementation The degree to which authority to make decisions is concentrated in one or a few roles or positions 457
component)
M6 Overview of Strategy Implementation Centralised Many levels of management, vests decision making authority at the top, has narrow spans of control and is consequently hierarchical 458
M1 Strategy and Leadership Chandlers Approach (Strategy) Articulation of long term goals and the allocation of resources to achieve those goals 17
M7 Strategic leadership Change driver Creates readiness for change 530
Designed to ensure that an organisation and its people transition effectively from the current state to future states, and in so doing support the realisation
M6 Successful Strategy Implementation Change management 469
of business benefits
M6 Successful Strategy Implementation Change readiness assessment Determine how prepared the organisation is to adopt the new ways of working, in terms of processes, policies, structures and provision of new services 470
M6 Successful Strategy Implementation Change strategy Sets the tone and context for the whole organisation for the whole change intiative 470
M3 Strategic Drivers Channel analysis Identify potential loss or profitable areas, and displays data in a way that identifies the strong and weak channels 191
M3 Strategic Drivers Channels The methods by which an organisation distributes its product or provides its service 190
M5 Developing the Strategy Channels (Strategic driver) Target customer spending by building an online retail presence 373
M7 Role of Leaders in Implementation Strategy Charismatic Enthisiastic, talkative and dominant 552
M7 Nature of Strategic Leadership Chinese business leaders Remain more relationship-oriented than rule based 534
M3 Operational Drivers Chosen measures Are important; if it isnt measured, it doesnt count 199
M3 Operational Drivers Clarity Easy to understand, with little or no ambiguity in interpreting the results 199
M4 New Product Development Click through rate Can indicate whether to further purse specific product developement 280
M7 Nature of Strategic Leadership Coaching While specific instructions and supervision are provided, there are also still explanations of what is occuring 533
M7 Role of Leaders in Strategic Thinking Collaborative Decisions are made collaboratively with the team 542
M7 Role of Leaders in Strategic Thinking Command Where decisions are made by leaders without consultation with their team 542
M4 New Product Development Commercialisation Commercialisation means taking the successfully built and test-marketed product and making it a success in the overall marketplace 275
The ongoing exchange of information that helps everyone in the organisation understand the change and prepare themselves for the new to be strategic
M6 Successful Strategy Implementation Communication 470
model
M7 Role of Leaders in Implementation Strategy Communication (Role) Communicate and share their understanding and vision to the whole organisation 551
M6 Successful Strategy Implementation Communication strategy Provides a clear statement of the approach to be used for the development and execution of all communication activity 471
M3 Understanding key stakeholders Community engagement Listening to these groups and attempting to address their concerns will increase engagement 184
M3 Operational Drivers Comparisons Measured at one point of time; measured over periods of time 200
M1 The Global Context Competition Number and type of competitors have typically increased as more countries have opened up for trade 42
M2 Competition in the industry Competition (basis) About understanding what drives demand for the industrys products and services, and upon what the competition is based 130
Evaluate strengths and weaknesses within the organisation, and design a strategy that takes advantage of the strengths and overcomes or minises the
M1 Strategy Process Competitive advantage 30
weaknesses
M3 Strategic Drivers Competitive advantage An organisation can pursue a low-cost advantage or a differentiation advantage 192
M5 Rumelts Criteria Competitive advantage Checklist for competitive advantage 400
Competitive advantage (Strategic
M5 Developing the Strategy Position itself uniquelt against competitors in the market 373
driver)
Competitive business
M3 Operational Drivers How to assess the organisations performance against competitors 200
environment
M2 Remote and Industry Environment Competitive environment The conditions of businesses providing a similar type of product or service 97
M1 The Global Context Competitive Forces (Driver) Indicators of the increasing internationalisation of economic activity in the 20th century 40
M6 Future Challenges Competitive landscape Rapid changes to the marketplace and the nature of customer demand are challenging the ways that organisations compete for market share 489
M2 Competition in the industry Competitive pricing matrix Tool that allows an organisation to assess competitor positioning within an industry 133
M4 Development of New Geographic Markets Competitive rankings Criteria when evaluating whether a country is competitive 289
M1 Strategy and Leadership Competitive strategy Attempts to transform the activities performend 18
That a firms profitability was determined by the characteristics of its industry and by its position int hat industry, and these factors determine the
M1 Strategy and Leadership Competitive strategy (Porter) 17
organisations overall strategy
M2 Competition in the industry Competitor Analysis Competitors are the organisations in your industry that compete with you for customer dollars 135
Timely and considerable resolution of a problem or concern can lead to increased business with existing customers, while potentially obtaining a higher
M4 Product and Market Options Complaints handling 259
market share through word of mouth from positive experiences
M6 Overview of Strategy Implementation Complexity factors such as rapid pace of change and innovation in the business environment and the increasing application of technology has made complexity 461
Complexity (Structure
M6 Overview of Strategy Implementation The degree of differentiation, horizontally and vertically between jobs and units 457
component)
M6 Overview of Strategy Implementation Computer networks Enabled an improvement in decentralised decision making 457
M6 Overview of Strategy Implementation Concensus on change An organisation needs a common language and share assumptions 463

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