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