Deneme Sınavı Soruları

Divisional structure is a popular structure for organizations with several products or services which may or may not be related.

These structures are common in multi-national or holding type organizations.

A divisional structure has some advantages as decentralizing, which allows managing and controlling according to each divisions’ objectives.

More skilled employees are needed in order to take part in the decision making process and delegation of authority.

One more advantage of divisions is to be able to control the local factors, which turns out a critical competitive disadvantage for decades.

Auditing

Strategic plan

Feedback

Strategic control

Strategic objectives

Backward integration

Horizontal integration

Market penetration

Forward  integration

Related diversification

to minimize the costs of the decisions taken. 

for firms to allocate resources in their portfolio correctly.

to sell their products in fast-growing markets.

to operate in a growing market.

to decide on planned market positions. 

A strategy that meets the
needs of one or more specific customer
groups or segments.

A strategy providing a wide range of
customers with products or services in the best
price-value range on the market.

A strategy providing a narrow group of
customers with products or services in the best
price-value range on the market.

A strategy aiming
at distinguishing a firm’s products or services
from other similar products or services offered
by the competitors.

A strategy providing  a wide range of
customers with products and services at the lowest
cost and price in the market.

internal environment

external environment

business environment

primary competitor analysis

matching

to minimize the costs of the decisions taken. 

for firms to allocate resources in their portfolio correctly.

to sell their products in fast-growing markets.

to operate in a growing market.

to decide on planned market positions. 

The layers of management.

The status of the organization on a
centralization- decentralization base.

The level of formal hierarchy in the organization.

The parts of the organization
divided, mostly relating to the objectives of the
set strategy.

The number of the hierarchical layers.

Favorable external factors

Favorable internal factors

Favorable financial factors

Favorable  strategic objective factors

 Favorable sociocultural  factors

how much risk a firm wants to take in research 

how much risk a firm wants to take in social activities

how much risk a firm wants to take in budget

how much risk a firm wants to take in volume of external dept

how much risk a firm wants to take in volume of internal dept

Horizontal growth is increasing the area the production site covers.

Horizontal growth is growing in the number of the products produced.

Horizontal growth is increasing the number of sales points.

Horizontal growth is increasing the cost of the products.

Horizontal growth is increasing the number of customer at each sales point.

Lower cost; Narrow target

Lower cost,;Broad target

Differentiation; Narrow target

Differentiation; Broad target

Differentiation; Focus

Functional approach

Swot analysis

Vrio analysis

Gap analysis

Ocat analysis

Class Structure

Legislation

Change in lifestyle

Export and import figures

Greenhouse gas emissions

Government

Banks

Financial institutions

Labour unions

Customers

 the compass of budget 

 the compass of businesses 

 the compass of guides 

guides them to reach their desired destination 

A vision is first to identify

Scanning

Forecasting

Leading

Assessing

Monitoring

Strategies are the means through which firms achieve short-term objectives. 

Strategies are the means through which countries achieve short-term efficients. 

Strategies are the means through which company's planning short-term efficients. 

Strategies are the means through which firms achieve long-term objectives. 

Strategies are the means through which managers gaining short-term efficients. 

developing vision and mission statements

conducting external and internal analyses

developing long-term goals

generating, evaluating, and selecting strategies

expanding the activity areas