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