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