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