MAN540 Final Exam Sample Questions

Read the following case study, and then answer the questions.

Case Study: Syrian Bakery

A specialist bakery that produces Syrian bread has doubled its manufacturing space and is set to increase its product range.

Taza Bake, based in Stewartfield, Edinburgh, has also just been added to Heritage Portfolio’s list of corporate event suppliers for its Khobez or Syrian bread made to a 5000-year-old recipe.

The business, which was launched by Abdullah Razzouk after he used advice from Business Gateway Edinburgh, has now expanded into a second unit immediately next door to its current bakery, increasing its floor space to 2200sqft.

The expansion allows a second production line to open making Manakesh, traditional Syrian pies, and will house the business’ first retail outlet.

Abdullah, who runs his bakery while working full-time in the financial services industry, predicts his six-figure turnover could increase by up to 70% next year if current talks with two leading supermarkets are successful.

He said: “Since launching two years ago, the business has seen demand soar as shops and restaurants respond to customer demand for healthy breads that are chemical-free and freshly stone baked like ours. This process kills off bacteria and yeast and in turn limits bloating and other digestive issues. We’ve also seen an increase in orders from Syrian nationals who have recently arrived in Scotland.

“Although we do distribute our product to Manchester, Liverpool and Newcastle, there is still a huge market here in Scotland and I am working with Business Gateway Edinburgh to plan how best to tap into it. Right from the start Business Gateway has given me invaluable advice, including the market research that not only saved me a lot of time, it gave me the confidence to invest the initial £140k to buy ovens and kick-start the bakery. Since then my adviser has connected me with marketing consultants, IT experts and organised a strategy workshop that has helped me move my business forward. Without that input and guidance, I would have found setting up much more time-consuming.”

Al Bryce, Adviser, Business Gateway Edinburgh, said: “By engaging with us at the very start, Abdullah has benefitted from our knowledge and connections to establish and grow his business. The market for the company’s products continues to grow, sparking interest from across the country and into England. As the business expands, undoubtedly it will create more jobs and attract interest for well-known names looking to put its products on the shelves. We will continue to provide Abdullah with guidance and ensure he gains access to further support as and when needed.”

Having left Syria in 2009, Abdullah worked in corporate finance in Abu Dhabi and Aberdeen before finally settling in Scotland two years later. Missing a taste of home he began searching for producers of Syrian bread, finding just three bakeries in London and Manchester that supplied the traditional bread to Scotland.

In 2014, he decided to launch Taza Bake. The following year production began and he sold 500 packets of bread each week. Now the company ships thousands of packets per week, with each packet consisting of five flatbreads that are made using no additives or chemicals to restaurants, wholesalers and shops. The firm now employees 14 part-time people.

Abdullah said: “Because of the situation back home I couldn’t get the ovens I needed from Syria so bought directly from a supplier in Lebanon. Once they arrived I spent a few months getting the recipe just right and began selling to local shops and takeaways, using customer feedback to perfect our processes. After the Edinburgh Fringe and Festival in 2015, and with a greater number of Syrians now living in Scotland, sales rocketed. We then began fulfilling orders from Glasgow, Aberdeen, Dundee, Perth, Stirling and Inverness as well as from the North East of England, Manchester and Liverpool. With Heritage Portfolio now on our books I hope more doors will open with other catering outlets. I’m delighted with the success of the business and am very proud to bring a taste of home to the Scottish market.”

Brian Canale, Executive Development Chef of Heritage Portfolio said: “We’re delighted to add Taza Bake breads to our corporate offering. The bakery is home-grown and offers such a unique product that we’re sure our conference clients are going to be thrilled.”

Our Business:

We are a baking factory, distribution company established on August 2014 in Edinburgh, Scotland.

Our operation has started on March 2015.


Our name:

Taza means Fresh, and that is our aim to deliver a freshly baked products on daily basis.


Our Products:

We are specialized in Mediterranean wrap bread (Khobez),

We produce it in different sizes, and different kind of flour (Wheat flour, Whole wheat flour).

As well as Mana’eesh, Fatayer, and Ma’moul,

We are proud that we are currently the first & only producer for these kind of products in Scotland,


Our production line:

Our machineries were shipped to Scotland from thousands of miles away to ensure the production of best quality Khobez. and another production line for Fatayer and Manaeesh,

The production line is considered safe for the environment and for the workers, designed to be suitable for work as per European Standards, and most important it reduces the direct contact between the dough and the humans to the minimum.


Our aim

To supply our freshly baked bread directly to your shop or restaurant all over Scotland,

and to sell our bread baked specialities directly to retail customers in Edinburgh and deliver them locally.



  1. Perform a SWOT analysis for Taza Bake.
  2. In your opinion, what was the main catalyst for Abdullah to start this company?
  3. What is the Unique Selling Point of Taza Bake?
  4. Show the journey of Abdullah and Taza Bake in the context of strategic planning. From which strategy did he start, and what strategy is he implementing now?
  5. What could be the most useful strategy for Taza Bake in the future?
  6. What were/are some of the major challenges for Abdullah in terms of strategy implmentation?
  7. How often should Abdullah check his strategy for Taza Bake?
  8. What items should be checked when monitoring strategy?






Videos for chapters 7, 8, 9 and 10

Here are the videos (made for the flipped learning students) for chapters 7, 8, 9 and 10

Chapter 7


Chapter 8


Chapter 9


Chapter 10


Vision and Mission Statement examples

Cambridge University


The mission of the University of Cambridge is to contribute to society through the pursuit of education, learning, and research at the highest international levels of excellence.


Manchester University


Our vision is for The University of Manchester to be one of the leading universities in the world by 2020.

Trinity College Dublin


As a university of global consequence, we will be known for realizing student potential and for research and scholarship that benefits Ireland and the world.


Harvard  University


Harvard College will set the standard for residential liberal arts and sciences education in the twenty-first century. We are committed to creating and sustaining the conditions that enable all Harvard College students to experience an unparalleled educational journey that is intellectually, socially, and personally transformative.


The mission of Harvard College is to educate the citizens and citizen-leaders for our society. We do this through our commitment to the transformative power of a liberal arts and sciences education.

Beginning in the classroom with exposure to new ideas, new ways of understanding, and new ways of knowing, students embark on a journey of intellectual transformation.  Through a diverse living environment, where students live with people who are studying different topics, who come from different walks of life and have evolving identities, intellectual transformation is deepened and conditions for social transformation are created.  From this we hope that students will begin to fashion their lives by gaining a sense of what they want to do with their gifts and talents, assessing their values and interests, and learning how they can best serve the world.


University of Sydney


Leading to improve the world around us



Our mission

To enrich people’s lives with programmes and services that inform, educate and entertain.

Our vision

To be the most creative organisation in the world.



Vision Statement

Our Mission

Our mission is to create the finest possible news product and to present hard-breaking, national, and international news, as it unfolds. We deliver unparalleled perspectives across multiple categories, including political, medical, financial, technology, entertainment, and more.


Al Jazeera

Our Vision

To be recognized as the world’s leading and most trusted media network, reaching people no matter who or where they are.

Our Mission

To deliver captivating content to the world which informs, inspires and entertains through:

Engaging talented, creative and spirited people

Reaching deeper, broader and closer with our content, platforms and interactions

Rebalancing global media by respecting the diversity and humanity of the world

Giving a voice to the voiceless

Achieving outstanding results efficiently


Egypt Air


Create value for our customers, employees, owners & stakeholders


Deliver competitive customer service with true Egyptian spirit


Etihad Airways

Our vision

Etihad Airways’ vision is to be the best airline in the world, connecting the globe via Abu Dhabi.


Turkish Airlines

Our Vision:

To become an air carrier with;

a continued growth trend over industry average

zero major accidents/crashes

most envied service levels worldwide

unit costs equating with low cost carriers

sales and distribution costs below industry averages

a personnel constantly developing their qualifications with the awareness of the close relationship between the benefits for the company and the added value that they contribute

an entrepreneurship that creates business opportunities for fellow members in the Star Alliance and takes advantage of the business potential provided by them

a staff well adapted to modern governance principles by observing the best interests of not only shareholders but also stakeholders


Our Mission:

To become the preferred leading European air carrier with a global network of coverage thanks to its strict compliance with flight safety, reliability, product line, service quality and competitiveness, whilst maintaining its identity as the flag carrier of the Republic of Turkey in the civil air transportation industry.




“to provide access to the world’s information in one click.”


Google’s mission is to organize the world’s information and make it universally accessible and useful.



Facebook’s vision statement, based on the company’s social media service offering, is “People use Facebook to stay connected with friends and family, to discover what’s going on in the world, and to share and express what matters to them.”


“bring the world closer together,”



Our mission: To give everyone the power to create and share ideas and information instantly, without barriers.



“To capture and share the world’s moments”



Mission Statement
“Deletion should be the default”


“Making the best possible ice cream, in the nicest possible way”



Our mission of “Good Food, Good Life” is to provide consumers with the best tasting, most nutritious choices in a wide range of food and beverage categories and eating occasions, from morning to night.”

Nestlé’s vision is “to be a leading, competitive, nutrition, health and wellness company delivering improved shareholder value by being a preferred corporate citizen, preferred employer, preferred supplier selling preferred products.”


Boots the Chemist

Our vision

Be the first choice for pharmacy, well-being and beauty – caring for people and communities around the world

Our purpose

We help people across the world lead healthier and happier lives

Our values

Walgreens Boots Alliance takes seriously its aim of inspiring a healthier and happier world, as reflected in our core values:

  • Trust – Respect, integrity and candor guide our actions to do the right thing
  • Care – Our people and customers inspire us to act with commitment and passion
  • Innovation – We cultivate an open and entrepreneurial mind-set in all that we do
  • Partnership – We work collaboratively with each other and our partners to win together
  • Dedication – We work with rigor, simplicity and agility to deliver exceptional results








Mission: To be the best sports company in the world.




“To be the most respected and successful enterprise, delight customers with a wide range of products and solutions in the automobile industry with the best people and the best technology.”


Core Values

World class production quality

Achieving the ultimate goal of complete customer satisfaction

Being seen as the best employer

Fostering the spirit of teamwork

Inculcating ethical and honest practices


Yamaha Motors

At Yamaha we are driven by our ongoing ambition to be a Kando*-creating company. With ingenuity and passion, we aim to deliver a feeling of deep satisfaction and intense exitement and offer a more fulfilling life for people all over the world through our products and services. 

* Kando: the simultaneous feelings of deep satisfaction and intense excitement when experiencing something of exceptional value. 


Our slogan: Revs your Heart Yamaha products have the power to move people;not only physiclly, but also to a more positive state of mind. There’s nothing more powerful than that moment you open the throttle on your Yamaha. Creating opportunities and memorable experiences that get the heart racing is what Yamaha is all about.

Komatsu Mining

Vision To be a world-class service company delivering the most reliable and productive products, systems, and solutions that solve mining’s toughest challenges.


To partner directly with customers to enable them to achieve zero harm, the highest production, and the lowest lifecycle cost for their mining operations, while making every customer a reference.




A company that inspires and fulfils your curiosity.


Using our unlimited passion for technology, content and services to
deliver groundbreaking new excitement and entertainment, as only Sony can.



Our Vision and Values

“Our core belief is to not only deliver the same high standard of service that we expect to receive ourselves but to exceed these expectations. To do this our staff, are trained to the approved level of training, whether technicians, sales or marketing, everyone is valued.”

Mission Statement

“Our mission is to provide our customers with a superior, quality telephony system and support service, which enables them to manage their communications and relationships with their stakeholders efficiently, effectively and profitably. To achieve this we will invest in our staff training, technical support mechanisms, whilst facilitating lasting relationships with our suppliers and clients”


Hewlett Packard

Our vision is to create technology that makes life better for everyone, everywhere — every person, every organization, and every community around the globe. This motivates us — inspires us — to do what we do. To make what we make. To invent, and to reinvent. To engineer experiences that amaze. We won’t stop pushing ahead, because you won’t stop pushing ahead. You’re reinventing how you work. How you play. How you live. With our technology, you’ll reinvent your world.


This is our calling. This is a new HP.

Keep reinventing.



Mergers and Acquisitions as Strategy

Using Google, try to find out who acquired the following companies in 2016 and 2017.

In your opinion, was this a good strategy?

  • Jimmy Choo
  • Popeyes
  • Kate Spade
  • Yahoo!
  • Alcatel Lucent
  • Dreamworks
  • Lexmark
  • LinkedIn
  • Krispy Kreme
  • MySpace

Why do mergers and acquisitions fail?

What are the benefits of mergers and acquisitions?

Which strategies are most risky?

Identify three local businesses in your city. What three strategies do these three firms pursue? List the strategies in order of prevalence.

You can answer in the comments section below.

[This is not an assignment.]

How do I get exam fit?

How do I get exam fit?

Create a “to do” list, splitting tasks into those that need immediate attention and those that are more mundane.

How you revise is highly individual, so work out your study strengths and weaknesses, which will highlight the problems that stop you learning efficiently.

Be realistic with your time – to prevent yourself feeling overwhelmed write down your major concerns and deadlines ahead of time.

It’s better to have full on attention for 20 minutes than an hour’s worth of distraction. Less is more, provided it’s quality time.

Check out what you know by testing yourself. Ask yourself questions and see what you can answer without referring back to your books.

Work in a group. Recent research suggests that one of the most effective ways to learn is to imagine yourself teaching the topic to someone else – working in a group gives you the chance to do this in a real life setting.

Google the Vark guide to learning styles and give the test on its website a try to see how you score. While sticking strictly to a “learning style” may have fallen out of favour with educationists, it is still useful to know roughly which style you most identify with.

Videos of chapter 1,2 and 4

Here are the links to videos made by your instructor for the Strategic Management online course.

Chapter 1

Chapter 2

Chapter 4 part 1

Chapter 4 part 2


Study Groups

I have created a Facebook group to facilitate sharing of information between us.

I have also created a group for WhatsApp

MAN540 Strategic Mgt sp18

add yourself to the group with this link:




Feel free to add me on Facebook too.

You can follow me on Twitter


and on Instagram



The Book

The text for our course

The PowerPoint slides

david _sm15ge_ppt_CH01david _sm15ge_ppt_CH02david _sm15ge_ppt_CH03david _sm15ge_ppt_CH04david _sm15ge_ppt_CH05david _sm15ge_ppt_CH06david _sm15ge_ppt_CH07david _sm15ge_ppt_CH08

Sample exam questions for Final

Here are some sample exam questions:

NOTE: These are not THE exam questions. Just an idea of what might come up.

After reading a case study can you answer the following questions:

  • Perform a SWOT Analysis
  • Discuss some of the management trade-off decisions to be made in the required strategic implementation plans for this organisation.
  • Can this organisation benefit from a diverse workforce?
  • What type of market segmentation would work well for this organisation?
  • What critical comparisons can we make, when measuring organisational performance ?
  • What type of contingency plans can this organisation have in place?
  • What are the advantages of global business that this organisation should consider as part of its overall strategy?
  • What would be some of the global challenges to this organisation?
  • Imagine this organisation decide to market their product/service in your home country. What cultural differences do they need to be wary of?
  • Give three alternative strategies that the organisation could follow?
  • Are these strategies feasible?