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