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