1. PHEA Vanna, PhD in Economics Page 1
CSP: Topic assignment & Case study
Chapter3
1. The benefits and limitations of SWOT analysis in conducting an internal
analysis of the firm.
2. The primary and support activities of a firm's value chain.
3. The different types of tangible and intangible resources, as well as
organizational capabilities.
4. The four criteria that a firm's resources must possess to maintain a sustainable
advantage.
Chapter5
5. The three generic strategies—overall cost leadership, differentiation, and focus
6. How the successful attainment of generic strategies can improve a firm’s relative
power vis á vis the five forces that determine an industry’s average profitability
7. The pitfalls managers must avoid in striving to attain generic strategies
8. How firms can effectively combine the generic strategies of overall cost
leadership and differentiation
9. The importance of considering the industry life cycle to determine a firm’s
business-level strategy and its relative emphasis on functional area strategies and
value creating activities
Chapter6
10. How managers can create value through diversification initiatives
11. How corporations can use related diversification to achieve synergistic benefits
through economies of scope and market power.
12. How corporations can use unrelated diversification to attain synergistic benefits
through corporate restructuring, parenting, and portfolio analysis(BCG model)
13. The various means of engaging in diversification_ mergers and acquisitions,
joint ventures/strategic alliances, and internal development
Chapter7
14. The importance of international expansion as a viable diversification strategy
15. The sources of national advantage(NA), that is, why an industry in a given
country is more (or less) successful than the same industry in another
country(Analysis NA sources)
16. The motivations and the risks associated with international expansion
2. PHEA Vanna, PhD in Economics Page 2
17. The two opposing forces—cost reduction and adaptation to local markets—that
firms face when entering international markets
18. The advantages and disadvantages associated with each of the three basic
international strategies—global, multi-domestic, and transnational
19. The four basic types of entry strategies and their relative benefits and risks that
are associated with each of them
Chapter9
20. The value of effective strategic control systems in strategy implementation
21. The key difference between “traditional” and “contemporary” control systems
22. The imperative for “contemporary” control systems in today’s complex and
rapidly changing competitive and general environments
23. The benefits of having the proper balance among the three levers of behavioral
control _ culture, rewards and incentives/boundaries
24. How a strong and positive culture and reward system can lessen the need for
boundaries
25. Why there is no “one best way” to design strategic control systems and the
important contingent roles of business- and corporate-level strategies
Chapter10
26. The importance of organizational structure and concept of the “boundary-less”
organization in implementing strategies
27. The growth patterns of major corporations and the relationship between a firm’s
strategy and its structure
28. Each of the traditional types of organizational structure—simple, functional,
divisional, and matrix
29. The relative advantages and disadvantages of traditional organizational
structures
30. The implications of a firm’s international operations for organizational
structure
31. The different types of boundary-less organizations—barrier-free, modular, and
virtual—and their relative advantages and disadvantages
3. PHEA Vanna, PhD in Economics Page 3
Case study
1. Market analysis (E.g., Mineral water market in Cambodia ):
Market description: Demand & supply
Market segments: Local populations & Tourists
Projection of potential market demand
Projected total market size
Estimate of market share & Project revenue
2. Market strategy (E.g., Mineral water market in Cambodia).
Base on finding and observation mad in Market analysis, a marketing mix is
recommended to aid in the formulation of a market strategy:
Recommended marketing Mix (4P_Product, Price, Promotion & Place)
