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