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