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4. for strategy to be success full ,it has to be well – matched (1)to market opportunities and threatening (2 external developments, this usually means :

5. ???? ?? ? ??? ?? ??: ?? ???????? ????? ????????? ??? ?? ?? ???? ?? ???? ??? ????? ? ????? ??? ?? ? ??? ?????? ??? ? ??? ??? ???? : ??? ?? ????? ????? ?? ?????? ?????? ????? ?? ??? ????? ???? ???? ??? ?????  ????? ?????? ????? ?? ?????? ????? ?? ?????? ?????? ? ??? ???? ???? ??? ???? .

6.  1- Making the moves to accomplish (3) diversification .2- Initiating action to boost (4) the combined performance of the business the firm has diversified into.  3- Finding ways to capture(5) the synergy (6) among related business units and turn it into competitive advantage. 4- Establishing investment priorities(7)and steering (8) corporate resources into the most attractive(9) business units. 1- ???? ??? 2- ?????? ? 3- ???? ????? 4- ???? ???? 5- ???? ????? 6- ?????? 7-?????? 8-????? ???? 9- ????

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14.  Bank one’s new internet Banking strategy; Bank one’s initial strategy for wingspan(1) included the following elements: - Creating the capability to approve or reject customer applications for loans in less than a minute . -providing credit(2) cards offering(3) a 5 percent discount(4) on purchases(5) from selected internet retailers , such as Amazon . Com -providing free access to Bank one’s ATMs and reimbursing(6) customers up to $ 5 per month for ATM fees incurred at the ATMs of other banks (so that wingspan customers could get cash out of their accounts).To make deposits, customers had to mail the checks and slips to wingspan’s(7) post office box in Philadelphia1- ??? ??? ??????? 2-?????? 3-???? ??? 4-????? 5-??????? 6-??????? 7-????? ????

15. offering a menu of investments)1), mortgages(2) , and insurance from companies not affiliated(3) with Bank one .whereas Bank one customers had online access to only 49 mutual funds. Wingspan customers could choose from 7,000 mutual funds . A special search function allowed wingspan customers to scan the internet for the lowest available mortgage rate and get an e- mail telling them the location of the best deal . 1- ?????? ????? 2-??? 3- ?????? 

16. ???????? ???? ?? ???? ???? ???? ????? ??? ?????? ????? ??? ????: -????? ??????? ???? ???? ?? ?? ?? ????? ????? ???? ??? ????? ?? ???? ?? ?? ?????.-?????? ???? ??????? ??????? ?? ????? 5%?? ???????? ???? ?? ???? ??????? ?????? ?????? ??? ???.-?? ???? ?????? ?? ??? ?????? ?? ??? ?? ???? $5 ???? ??? ??? ????? ???????? ??? ???????? ?????? ?????? ?? ???? ????? ?????? ???? ? ????????? ????? ?????? ????? ???? ? ?????? ????? ???? ???? ???? ??? ?????? ??????? ?????? ?????? ????.-????? ???? ?? ??? ?? ???????? ????? ????? ? ?? ?????? ??????? ?????? ????????? ? ?? ?????? ?? ?????? ?????? ????? 7000 ?????? ????? ???? ?? ???? ????? ?????? ??????????? ????? ???? ?? ?? ?? ??? ???????.

41. Uniting the Strategy-Making Effort ???????? ???? ????? ???????? A company strategic plan is a collection (1) of strategies devised(2) by different managers at different levels in the organizational hierarchy(3).

42. Uniting the Strategy-Making Effort The larger the enterprise(1), the more points of strategic initiative(2) it has.

43. Uniting the Strategy-Making Effort Ideally(1) the pieces and layers(2) of strategy should fit together like a jigsaw(3) puzzle.

44. Uniting the Strategy-Making Effort To achieve this unity, the strategizing process(1) has to proceed more from the top down(2) than from the bottom up(3).

45. Uniting the Strategy-Making Effort Lower-level managers cannot do good strategy making without understanding the company’s Long-term direction(1) and higher-level strategies.

46. Uniting the Strategy-Making Effort functional and operating-level managers have a duty(1) to set performance targets and invent(2) strategic actions that will help achieve business objectives and make business strategy more effective(3).

47. Uniting the Strategy-Making Effort The larger the company and the more geographically(1) scattered (2)its units and subsidiaries(3), the more tedious(4) and frustrating(5) the task of harmonizing(6) objectives and strategies piece by piece and level by level.

48. Uniting the Strategy-Making Effort ???? ??? ???? ?? ????? ???? ?? ?? ??? ????????? ??????? ??????? ????? ?????? ???? ????? ????? ??????? ???????? ????? ????????? ?? ?? ???? ??? ?? ??? ???? ?? ??? ?????? ??????? ?????? ?????.

49. Uniting the Strategy-Making Effort Functional managers are sometimes more interested(1) in doing what is best for their own areas, building their own empires(2), and consolidating(3) their personal power and organizational influence(4) than they are in cooperating(5) with other functional managers to unify behind(6) the overall business strategy.

50. Uniting the Strategy-Making Effort ?????? ????? ?? ???? ???????? ??? ?????????? ????? ???? ????? ?? ??? ???? ?? ?????? ???? ?????? ?????? ????? ?? ????? ??? ???????? ????? ??????? ?? ???? ??????? ???? ???? ?????? ????????? ?????? ????? ???? ????? ??????? ???? ???? ????????? ??? ?? ?????.

51. THE FACTORS THAT SHAPE A COMPANY’S STRATEGY Many situational(1) considerations enter into crafting strategy.

52. THE FACTORS THAT SHAPE A COMPANY’S STRATEGY Very few strategic choices(1) are made in the same context(2).

53. THE FACTORS THAT SHAPE A COMPANY’S STRATEGY Even in the same industry, situational(1) factors differ(2) enough from company to company that the strategies of rivals turn out(3) to be quite distinguishable(4) from one another rather than imitative(5).

54. THE FACTORS THAT SHAPE A COMPANY’S STRATEGY ????? ??????? ?? ?? ???? ?? ????? ?? ???? ?????? ???????? ????? ????? ???? ?? ?????? ???? ????? ????????? ?? ????? ????? ????? ?????.

55. The factors that shape a compony’s strategy Carefully sizing(1) up all the various(2) situational factors, both external and internal, is the starting point in crafting strategy.

58. Societal(1), Political(2), Regulatory(3), and Citizenship Considerations(4) All organizations operate(5) within the broader(6) community(7) of society.

59. Societal, Political, Regulatory, and Citizenship Considerations: What an enterprise(1) Can and cannot do strategy wise(2) is always constrained(3) by what is legal(4) .

60. Societal, Political, Regulatory, and Citizenship Considerations: What an enterprise Can and cannot do strategywise is always constrained by what complies With(1) government policies(2) and regulatory(3) requirements

61. Societal, Political, Regulatory, and Citizenship Considerations: What an enterprise Can and cannot do strategywise is always constrained by what is considered(1) ethical(2), And By what is in accord(3) with societal expectations(3) and the standards of good cummunity(4) citizenship(5) .

64. Societal, Political, Regulatory, and Citizenship Considerations: Factoring(1) in societal values and priorities(2), business ethics(3), community(4) concerns(5),and the potential(6) for onerous(7) legislation(8) and regulatory(9) requirements(10) is a regular(11) part of external situation analysis at more and more companies.

66. The task of making an organization’s strategy socially responsible(1) means: (1) Conducting(2) organizational activities within(3) the bounds(4) of what is considered(5) ethical(6) and in the general public interest(7) .

67. The task of making an organization’s strategy socially responsible means (2) Responding(1) positively to emerging(2) societal priorities(3) and expectations(4) .

68. The task of making an organization’s strategy socially responsible means (3) Demonstrating(1) a willingness(2) to take action ahead of(3) regulatory(4) confrontations(5) .

69. The task of making an organization’s strategy socially responsible means (4)Balancing(1) stockholder(2) interests against(3) the larger interests of society as a whole .

70. The task of making an organization’s strategy socially responsible means (5) And being(1) a good citizen(2) in the community(3).

71. Societal, Political, Regulatory, and Citizenship Considerations: Corporate social responsibility(1) is showing up(2) in company mission statements(3).

72. Competitive(1) Conditions(2) and Overall Industry Attractiveness (3): All industry’s competitive conditions and overall attractiveness are big strategy-determining(4) factors.

73. Competitive Conditions and Overall Industry Attractiveness : A company’s strategy has to be tailored(1) to the nature and mix of competitive factors in play-price, product quality,performance features(2), service, warranties(3). and so on.

75. Competitive Conditions and Overall Industry Attractiveness : When competitive conditions intensify(1) significantly(2), a company must respond(3) with strategic actions to protect(4) its position.

76. Competitive Conditions and Overall Industry Attractiveness : Competitive weakness(1) on the part of one or more rivals(2) presents(3) opportunities(4) for a strategic offensive(5).