A) To evaluate employees’ performance B) To prepare financial reports C) To generate, evaluate, and select feasible alternative strategie
A) Technology adoption B) Involvement of as many managers and employees as possible C) Cost reduction
A) Competition B) Creativity C) Cost minimization
A) Vision, mission, EFE, CPM, and IFE information B) Supplier contracts C) Marketing reports only
A) Four B) Two C) Three
A) Input Stage B) Implementation Stage C) Matching Stage
A) QSPM B) SPACE, Grand Strategy C) EFE, IFE, CPM
A) Matching Stage B) Decision Stage C) Evaluation Stage
A) Implementation Stage B) Matching Stage C) Decision Stage
A) Evaluate political risks B) Match key internal and external factors to generate strategies C) Plot a company’s financial position
A) Six B) Four C) Nine
A) Overcome weaknesses by taking advantage of opportunities B) Maintain current strategy C) Use strengths to exploit opportunities
A) Use weaknesses to create opportunities B) Increase internal weaknesses C) Use strengths to reduce the impact of external threats
A) Defensive tactics to reduce weaknesses and avoid threat B) Maximizing revenue C) Exploiting opportunities
A) To create flexible plans B) To allow estimation of costs and accountability C) To avoid documentation
A) Provides a snapshot in time and doesn’t show how to gain competitive advantage B) Is only for financial planning C) Focuses only on external factors
A) Historical financial trends B) Appropriate strategy types based on four dimensions C) Internal weaknesses only
A) Financial Position B) Market Share Position C) Industry Position
A) SO, WO, ST, WT B) Stars, Cash Cows, Dogs C) Aggressive, Conservative, Defensive, Competitive
A) Strategy implementation costs B) Relative market share position and industry growth rate C) External threats and internal weaknesses
A) High market share and high growth B) Low market share and low growth C) High market share and low growth
A) Stars B) Cash Cows C) Dogs
A) Require significant investments B) Have low market share and low growth C) Generate more cash than needed
A) Always profitable B) Low market share and low growth divisions C) Stars in the making
A) BCG quadrants B) SPACE dimensions C) IFE and EFE total weighted scores
A) Liquidation B) Hold and maintain strategies C) Grow and build strategies
A) Harvest and divest strategies B) Aggressive strategies C) Hold and maintain strategies
A) Product development B) Harvest and divest strategies C) Market penetration
A) Financial ratios B) Political factors C) Competitive position and market growth
A) Excellent position; focus on integration or development strategies B) Retrenchment C) Diversification only
A) Improving weak competitive position using intensive strategies B) Backward integration C) Maintaining current strategies
A) Market penetration B) Strong competitive position C) Weak competitive position and slow market growth; drastic changes needed
A) Maintaining current operations B) Weak competitive strategies C) Diversification or joint ventures in promising areas
A) Objectively determine the relative attractiveness of feasible strategies B) Evaluate marketing campaigns C) Assign employee bonuses
A) The most popular strategy B) The least costly strategy C) The most feasible strategy
A) Company data, industry data, and expert opinion B) Competitor opinions only C) Wild guesses
A) Financial performance B) External market trends C) Shared values, beliefs, and practices that support strategy implementation
A) Avoiding decision-making B) Reducing costs only C) Navigating power dynamics and negotiations to gain commitment
A) Market trends B) Subjective factors like personal prejudice, emotions, and halo error C) Financial ratios
A) Focuses only on external factors B) Ignores costs C) Always requires subjective judgments
A) Competitor strategies B) Historical data only C) Proposed actions and estimated costs
A) Reducing financial risks only B) Objective evaluation of alternatives based on input data C) Following trends blindly
A) IE Matrix B) SWOT Matrix C) SPACE Matrix
A) QSPM B) SPACE Matrix C) Grand Strategy Matrix
A) Stability Position B) Employee turnover C) Financial Position
A) Building a house B) Writing a report C) Playing chess at a grandmaster level
A) To improve creativity B) To reduce planning time C) To estimate costs and assign responsibilities clearly |