A) To generate, evaluate, and select strategies B) To control employee performance C) To implement strategies D) To collect raw data
A) Subjective based on objective information B) Fully objective C) Random D) Fully subjective
A) As many managers and employees as possible B) Only external consultants C) Only top management D) Only the strategy team
A) To reduce costs B) To simplify decisions C) To generate more alternative strategies D) To avoid competition
A) IFE Matrix B) QSPM C) CPM D) EFE Matrix
A) Five B) Four C) Three D) Two
A) Implementing strategies B) Summarizing basic internal and external information C) Estimating costs D) Choosing the best strategy
A) IFE Matrix B) SWOT Matrix C) QSPM D) EFE Matrix
A) Rank strategies objectively B) Measure industry growth C) Analyze competitors’ profits D) Match internal and external factors
A) WT B) SO C) ST D) WO
A) ST B) WT C) WO D) SO
A) To avoid competition B) To estimate costs accurately C) To sound professional D) To simplify matrices
A) Does not show competitive advantage directly B) Is too complex C) Cannot generate strategies D) Requires financial data only
A) nternal and external positions B) Market share and growth C) Sales and profit D) Employee performance
A) Stability Position B) Financial Position C) Industry Position D) Market Growth
A) Liquidation B) Defensive tactics C) Retrenchment D) Integration and intensive strategies
A) Single-product firms B) Multidivisional firms C) Non-profit organizations D) Small businesses
A) Profit and cost B) Market share and industry growth C) Internal and external factors D) Strengths and weaknesses
A) Dogs B) Stars C) Cash Cow D) Question Mark
A) IFE and EFE total weighted scores B) Market share and growth C) ROI and liquidity D) Sales and profit
A) Cell V only B) Cells VII, VIII, and IX C) Cells IV, V, and VI D) Cells I, II, and III
A) Profit and cost B) Culture and politics C) Competitive position and market growth D) Strengths and weaknesses
A) Retrenchment, divestiture, or liquidation B) Forward integration C) Market penetration D) Product development
A) QSPM B) BCG C) SWOT D) SPACE
A) Generate strategies B) Objectively compare alternative strategiesAnalyze competitors C) Analyze competitors D) Implement strategies
A) They may result in financially infeasible strategies B) They reduce creativity C) They affect culture D) They slow planning
A) Both are games B) Both rely on luck C) Both are easy to learn D) Every move affects future decisions and outcomes
A) Implementation requires action, discipline, and commitment B) Implementation focuses only on planning C) Strategies are always wrong D) Managers ignore objectives
A) Needs more data B) Has fewer tools C) Requires moving from thinking to action D) Requires moving from thinking to action
A) Establishing annual objectives B) Managing conflict C) Evaluating competitors D) Allocating resources
A) Short-term, measurable milestones B) Company policies C) Long-term visions D) External opportunities
A) They eliminate competition B) They reduce conflict C) They replace strategies D) They serve as benchmarks for progress
A) Vague and flexible B) Qualitative only C) Confidential D) Quantitative and obtainable
A) General ideas B) Long-term goals C) Specific guidelines that support objectives D) Informal practices
A) To ensure clarity and consistency B) To replace objectives C) To increase workload D) To reduce employee freedom
A) Dividing profits among owners B) Reducing company assets C) Distributing resources to achieve objectives D) Hiring employees only
A) Always harmful B) Avoidable C) A sign of failure D) Inevitable
A) Avoidance B) Confrontation C) Diffusion D) Delegation
A) Structure determines strategy B) Marketing drives all strategies C) Strategy determines structure D) Culture determines performance
A) Divisional B) Strategic Business Unit C) Matrix D) Functional
A) High cost B) Poor specialization C) Functional silos and poor communication D) Too much decentralization
A) Strategic Business Unit B) Divisional C) Functional D) Matrix
A) Matrix B) Functional C) SBU D) Divisional
A) Let many managers report to one person B) Use functional structure for large firms C) Keep span of control reasonable D) Allow co-managers
A) Outsourcing all activities B) Hiring more workers C) Reconfiguring work processes D) Increasing product prices
A) Involve employees in decisions B) Force compliance C) Delay implementation D) Ignore employee concerns
A) Financial reporting B) Advertising C) Logistics and costs D) Corporate culture only
A) Reduce diversity B) Increase resistance C) Align employee behavior with goals D) Eliminate competition
A) Increase conflict only B) Enhance competitiveness C) Slow decision-making D) Reduce creativity
A) Divides customers into meaningful groups B) Reduces production costs C) Eliminates marketing expenses D) Focuses only on pricing
A) Show how products are viewed compared to competitors B) Track production output C) Measure employee satisfaction D) Calculate profits
A) Both require design software B) Both are expensive C) Both depend on marketing D) A good plan needs proper execution and coordination |