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