A) Market research B) Strategy formulation C) Strategy implementation
A) None of the above B) Financial success C) Employee satisfaction
A) Risk-taking and networking B) Discipline, commitment, and sacrifice C) Creativity and intuition only
A) Employee evaluation metrics B) Short-term, measurable milestones C) Marketing slogans
A) Quantitative, understandable, challenging, compatible, obtainabl B) Secret, long-term, unmeasurable C) Vague, flexible, broad
A) Employee bonuses B) Financial statements C) Guidelines and procedures supporting annual objectives
A) Monitoring competitors B) Setting organizational culture C) Distributing financial, human, physical, and technological resources
A) Always destructive B) Unavoidable and can be constructive C) Avoided by ignoring opinions
A) Combines functions and divisions B) Is used by multi-divisional firms C) Groups employees by function or department
A) Simple management B) Poor communication across functions C) Clear accountability
A) Single-product firms B) Firms with no departments C) Large firms with diverse products or markets
A) Human resources and marketing B) Functional and divisional structures C) Strategic and operational planning
A) Firms with many divisions (>10) B) Small family businesses C) Single-product firms
A) Outsourcing production B) econfiguring work processes for efficiency, quality, service, and speed C) Hiring new managers
A) Anticipating and involving employees in decisions B) Increasing workload C) Eliminating communication
A) Focuses on external competition B) Reduces motivation C) Encourages employee alignment with strategic objectives
A) Focuses only on marketing B) Reduces productivity C) Enhances competitiveness and insights
A) Ignoring customer preferences B) Reducing marketing expenses C) Dividing customers and selecting groups to serve
A) Outsourcing production B) Hiring skilled employees C) Creating a unique image and value proposition in customers’ mind
A) Calculate financial ratios B) Compare products/services to competitors in customers’ minds C) Allocate resources
A) Human resources allocation B) A firm’s physical assets C) The proportion of debt to equity on the balance sheet
A) Earnings post-sale B) Earnings per share C) Employee productivity score
A) Estimated Business Income Trend B) Earnings Before Interest and Taxes C) Earnings Before Internal Training
A) Earnings After Taxes B) Expenses and Taxes C) Economic Asset Total
A) Optimal organizational structure B) Best marketing strategy C) Most appropriate capital structure
A) Show past performance B) Are irrelevant for strategy implementation C) Show expected financial impact of recommendations
A) Evaluate market share B) Determine employee salaries C) Forecast COGS and operating expenses
A) A firm’s cash value for mergers, acquisitions, or internal management B) Customer satisfaction C) Employee productivity
A) Market share B) Net income multiple C) Stockholders’ equity minus goodwill and intangibles
A) Cash flow only B) Market valuation of earnings C) Book value
A) Market capitalization B) Revenue growth C) Debt-to-equity ratio
A) Liquidity, leverage, activity, profitability, and growth B) HR policies C) Marketing effectiveness
A) Initial Public Offering B) Internal Process Optimization C) Investment Planning Overview
A) Merge with another company B) Reduce employee turnover C) Raise capital through debt instruments
A) It guarantees profits B) Even the best strategies can become obsolete C) It replaces strategy formulation
A) Done every five years B) Continuous C) A year-end activity only
A) Writing marketing plans B) Re-examining EFE and IFE matrices C) Forecasting market trends
A) Employees’ personal goals B) Expected results to actual results C) Marketing spend
A) Focus solely on marketing B) Punish managers C) Realign operations with strategic objective
A) HR satisfaction only B) Market share only C) Financial, customer, internal processes, learning and growth, and social responsibility
A) Marketing strategy B) Oversight and direction of the firm by the board of directors C) Employee relations
A) Employees B) Competitors C) Shareholders
A) Product design B) Control and oversight of CEO performance C) Pricing strategy
A) More efficient B) Not recommended C) Required by law
A) Only financial planning B) Only marketing decisions C) Art vs. science issue, visibility, contingency planning, auditing
A) Annual budgeting B) Developing alternative plans for unexpected events C) Marketing research
A) Accountability and integrity B) Market share growth C) Customer satisfaction
A) Thick documents only B) People process, not paper process C) Strict bureaucracy
A) Simplify reporting B) Reduce creativity C) Encourage critical thinking and reality check
A) A teacher grading exams B) A chef cooking a meal C) A car’s dashboard and driver monitoring metrics
A) Aligning organizational structure to support strategy B) Selecting suppliers C) Choosing marketing tools
A) Strategy changes require no structural changes B) Changes in strategy lead to changes in organizational structure C) Structure is independent of strategy
A) Simple reporting lines B) Potential for inconsistent policies C) Better market responsiveness
A) Enhanced communication and resource sharing B) Simple reporting C) No dual authority
A) Better resource sharing B) Dual lines of authority, high overhead, potential confusion C) Better market responsiveness
A) Ignored B) Flexible C) Clear
A) Number of people reporting to a manager B) Budget allocation C) Number of products produced
A) Only for HR B) Especially with divisional structures C) Never
A) Downsizing to improve efficiency B) Financial auditing C) Increasing employee numbers
A) Stock prices B) Employee benefits C) Costs and logistics
A) Reduces productivity B) Supports employee well-being and morale C) Focuses only on top managers
A) Reducing operational costs B) Aligning culture with strategic objectives C) Following tradition only
A) Track financial performance B) Reduce marketing costs C) Gain insights and understand perceptions
A) Net Income × Shares Outstanding B) Net Income / Number of Shares Outstanding C) EBIT / Taxes
A) Earnings After Tax B) Dividends C) Operating Income
A) EPS × Shares B) EBT - Taxes C) EBIT - Interest
A) Identify financing option that maximizes EPS B) Determine employee pay C) Forecast marketing campaigns
A) 3 years B) 10 years C) 5 years
A) Net Income - Dividends B) EPS × Shares C) Net Income + Dividends
A) Tax calculations B) Balance sheet C) Cash flow only
A) Total assets B) Market price C) Net Income × 5
A) Identify strengths and weaknesses B) Set marketing goals C) Determine product pricing
A) Ability to meet short-term obligations B) Profitability only C) Market share
A) Product positioning B) Degree of debt financing C) Short-term obligations
A) Efficiency in using assets B) Profit margin only C) Employee satisfaction
A) Firm’s ability to generate profit B) Operational efficiency C) Market growth
A) Market positioning B) Rate of increase in financial performance C) Customer satisfaction
A) Reduce product cost B) Expand HR policies C) Raise capital by selling stock to the public
A) Selling products B) Reducing dividends C) Offering fixed interest payments to investors
A) Customer segmentation B) HR policies only C) EPS and cost of capital
A) Reduce costs only B) Focus solely on marketing C) Proactively adapt to internal and external changes
A) Marketing is effective B) Employees are satisfied C) External opportunities/threats and internal strengths/weaknesses are still accurate
A) Customer satisfaction B) Market share, profitability, sales C) Product quality
A) Financial ratios B) ROI C) Employee morale, product quality, customer service
A) Ignore market trends B) Realign operations and capitalize on strengths/opportunities C) Only reduce costs
A) Marketing effectiveness B) Financial ratio C) Community/Social Responsibility/Ethics/Environment
A) Marketing effectiveness B) Operational efficiency C) Lawful, ethical conduct and oversight by the board
A) Simplifies accounting B) Prevents conflict of interest C) Improves marketing
A) Employee confusion B) Less transparency C) Commitment and support from stakeholders
A) Enhance collaboration B) Avoid competitor retaliation C) Improve transparency
A) Intuitive judgment vs. analytical decision-making B) Governance vs. operations C) Marketing vs. production
A) Bureaucracy and rigidity B) People process, learning, data-supported words, simplicity C) Paperwork over dialogue
A) Status quo B) Simplifying reporting C) Critical thinking and accurate assessment of reality
A) Creates rigidity B) Encourages inquiry and learning C) Reduces efficiency
A) Data analysis B) Innovation C) Overextension and inefficiency
A) Hidden strategies B) Reduced planning C) Good business practices and trust
A) A training module B) A marketing report C) A car dashboard showing multiple performance metric
A) Marketing the product B) Adjusting the steering or speed to stay on course C) Issuing new stock
A) Compliance with law B) Sustained competitive advantage C) Employee satisfaction
A) Monitor progress, correct course, and ensure long-term success B) Focus solely on HR C) Avoid all risk |