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