A) Strategy implementation B) Strategy formulation C) Market research
A) Employee satisfaction B) None of the above C) Financial success
A) Creativity and intuition only B) Risk-taking and networking C) Discipline, commitment, and sacrifice
A) Marketing slogans B) Short-term, measurable milestones C) Employee evaluation metrics
A) Vague, flexible, broad B) Quantitative, understandable, challenging, compatible, obtainabl C) Secret, long-term, unmeasurable
A) Financial statements B) Guidelines and procedures supporting annual objectives C) Employee bonuses
A) Monitoring competitors B) Setting organizational culture C) Distributing financial, human, physical, and technological resources
A) Always destructive B) Unavoidable and can be constructive C) Avoided by ignoring opinions
A) Groups employees by function or department B) Combines functions and divisions C) Is used by multi-divisional firms
A) Clear accountability B) Simple management C) Poor communication across functions
A) Firms with no departments B) Single-product firms C) Large firms with diverse products or markets
A) Human resources and marketing B) Functional and divisional structures C) Strategic and operational planning
A) Single-product firms B) Firms with many divisions (>10) C) Small family businesses
A) Hiring new managers B) econfiguring work processes for efficiency, quality, service, and speed C) Outsourcing production
A) Anticipating and involving employees in decisions B) Increasing workload C) Eliminating communication
A) Focuses on external competition B) Encourages employee alignment with strategic objectives C) Reduces motivation
A) Enhances competitiveness and insights B) Focuses only on marketing C) Reduces productivity
A) Reducing marketing expenses B) Dividing customers and selecting groups to serve C) Ignoring customer preferences
A) Outsourcing production B) Creating a unique image and value proposition in customers’ mind C) Hiring skilled employees
A) Compare products/services to competitors in customers’ minds B) Calculate financial ratios C) Allocate resources
A) A firm’s physical assets B) The proportion of debt to equity on the balance sheet C) Human resources allocation
A) Employee productivity score B) Earnings post-sale C) Earnings per share
A) Earnings Before Interest and Taxes B) Earnings Before Internal Training C) Estimated Business Income Trend
A) Economic Asset Total B) Expenses and Taxes C) Earnings After Taxes
A) Best marketing strategy B) Optimal organizational structure C) Most appropriate capital structure
A) Show expected financial impact of recommendations B) Are irrelevant for strategy implementation C) Show past performance
A) Evaluate market share B) Forecast COGS and operating expenses C) Determine employee salaries
A) A firm’s cash value for mergers, acquisitions, or internal management B) Customer satisfaction C) Employee productivity
A) Net income multiple B) Market share C) Stockholders’ equity minus goodwill and intangibles
A) Market valuation of earnings B) Book value C) Cash flow only
A) Debt-to-equity ratio B) Revenue growth C) Market capitalization
A) HR policies B) Marketing effectiveness C) Liquidity, leverage, activity, profitability, and growth
A) Investment Planning Overview B) Initial Public Offering C) Internal Process Optimization
A) Merge with another company B) Raise capital through debt instruments C) Reduce employee turnover
A) Even the best strategies can become obsolete B) It guarantees profits C) It replaces strategy formulation
A) Continuous B) A year-end activity only C) Done every five years
A) Forecasting market trends B) Writing marketing plans C) Re-examining EFE and IFE matrices
A) Marketing spend B) Expected results to actual results C) Employees’ personal goals
A) Punish managers B) Focus solely on marketing C) Realign operations with strategic objective
A) Financial, customer, internal processes, learning and growth, and social responsibility B) HR satisfaction only C) Market share only
A) Oversight and direction of the firm by the board of directors B) Employee relations C) Marketing strategy
A) Employees B) Shareholders C) Competitors
A) Control and oversight of CEO performance B) Product design C) Pricing strategy
A) Required by law B) Not recommended C) More efficient
A) Only marketing decisions B) Art vs. science issue, visibility, contingency planning, auditing C) Only financial planning
A) Developing alternative plans for unexpected events B) Annual budgeting C) Marketing research
A) Market share growth B) Accountability and integrity C) Customer satisfaction
A) Thick documents only B) People process, not paper process C) Strict bureaucracy
A) Reduce creativity B) Simplify reporting C) Encourage critical thinking and reality check
A) A chef cooking a meal B) A car’s dashboard and driver monitoring metrics C) A teacher grading exams
A) Selecting suppliers B) Choosing marketing tools C) Aligning organizational structure to support strategy
A) Strategy changes require no structural changes B) Changes in strategy lead to changes in organizational structure C) Structure is independent of strategy
A) Simple reporting lines B) Better market responsiveness C) Potential for inconsistent policies
A) Enhanced communication and resource sharing B) No dual authority C) Simple reporting
A) Dual lines of authority, high overhead, potential confusion B) Better market responsiveness C) Better resource sharing
A) Clear B) Flexible C) Ignored
A) Budget allocation B) Number of people reporting to a manager C) Number of products produced
A) Especially with divisional structures B) Only for HR C) Never
A) Increasing employee numbers B) Downsizing to improve efficiency C) Financial auditing
A) Employee benefits B) Costs and logistics C) Stock prices
A) Supports employee well-being and morale B) Reduces productivity C) Focuses only on top managers
A) Aligning culture with strategic objectives B) Reducing operational costs C) Following tradition only
A) Gain insights and understand perceptions B) Track financial performance C) Reduce marketing costs
A) Net Income / Number of Shares Outstanding B) Net Income × Shares Outstanding C) EBIT / Taxes
A) Earnings After Tax B) Operating Income C) Dividends
A) EPS × Shares B) EBT - Taxes C) EBIT - Interest
A) Forecast marketing campaigns B) Determine employee pay C) Identify financing option that maximizes EPS
A) 3 years B) 10 years C) 5 years
A) Net Income - Dividends B) EPS × Shares C) Net Income + Dividends
A) Cash flow only B) Tax calculations C) Balance sheet
A) Net Income × 5 B) Market price C) Total assets
A) Determine product pricing B) Identify strengths and weaknesses C) Set marketing goals
A) Profitability only B) Market share C) Ability to meet short-term obligations
A) Product positioning B) Degree of debt financing C) Short-term obligations
A) Profit margin only B) Employee satisfaction C) Efficiency in using assets
A) Operational efficiency B) Firm’s ability to generate profit C) Market growth
A) Market positioning B) Rate of increase in financial performance C) Customer satisfaction
A) Raise capital by selling stock to the public B) Expand HR policies C) Reduce product cost
A) Reducing dividends B) Offering fixed interest payments to investors C) Selling products
A) EPS and cost of capital B) HR policies only C) Customer segmentation
A) Proactively adapt to internal and external changes B) Reduce costs only C) Focus solely on marketing
A) Employees are satisfied B) External opportunities/threats and internal strengths/weaknesses are still accurate C) Marketing is effective
A) Market share, profitability, sales B) Product quality C) Customer satisfaction
A) Financial ratios B) Employee morale, product quality, customer service C) ROI
A) Realign operations and capitalize on strengths/opportunities B) Ignore market trends C) Only reduce costs
A) Community/Social Responsibility/Ethics/Environment B) Marketing effectiveness C) Financial ratio
A) Lawful, ethical conduct and oversight by the board B) Operational efficiency C) Marketing effectiveness
A) Prevents conflict of interest B) Improves marketing C) Simplifies accounting
A) Employee confusion B) Less transparency C) Commitment and support from stakeholders
A) Avoid competitor retaliation B) Enhance collaboration C) Improve transparency
A) Marketing vs. production B) Governance vs. operations C) Intuitive judgment vs. analytical decision-making
A) Bureaucracy and rigidity B) Paperwork over dialogue C) People process, learning, data-supported words, simplicity
A) Simplifying reporting B) Status quo C) Critical thinking and accurate assessment of reality
A) Encourages inquiry and learning B) Reduces efficiency C) Creates rigidity
A) Overextension and inefficiency B) Innovation C) Data analysis
A) Hidden strategies B) Reduced planning C) Good business practices and trust
A) A car dashboard showing multiple performance metric B) A training module C) A marketing report
A) Adjusting the steering or speed to stay on course B) Marketing the product C) Issuing new stock
A) Compliance with law B) Sustained competitive advantage C) Employee satisfaction
A) Focus solely on HR B) Avoid all risk C) Monitor progress, correct course, and ensure long-term success |