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