A) To collect raw data B) To implement strategies C) To control employee performance D) To generate, evaluate, and select strategies
A) Subjective based on objective information B) Fully subjective C) Fully objective D) Random
A) Only the strategy team B) Only top management C) As many managers and employees as possible D) Only external consultants
A) To simplify decisions B) To reduce costs C) To avoid competition D) To generate more alternative strategies
A) CPM B) EFE Matrix C) IFE Matrix D) QSPM
A) Four B) Three C) Five D) Two
A) Summarizing basic internal and external information B) Implementing strategies C) Choosing the best strategy D) Estimating costs
A) EFE Matrix B) IFE Matrix C) SWOT Matrix D) QSPM
A) Match internal and external factors B) Measure industry growth C) Analyze competitors’ profits D) Rank strategies objectively
A) WO B) ST C) SO D) WT
A) ST B) WT C) WO D) SO
A) To estimate costs accurately B) To sound professional C) To simplify matrices D) To avoid competition
A) Is too complex B) Cannot generate strategies C) Does not show competitive advantage directly D) Requires financial data only
A) Employee performance B) Market share and growth C) nternal and external positions D) Sales and profit
A) Industry Position B) Financial Position C) Market Growth D) Stability Position
A) Defensive tactics B) Retrenchment C) Integration and intensive strategies D) Liquidation
A) Single-product firms B) Small businesses C) Multidivisional firms D) Non-profit organizations
A) Profit and cost B) Internal and external factors C) Strengths and weaknesses D) Market share and industry growth
A) Cash Cow B) Question Mark C) Dogs D) Stars
A) ROI and liquidity B) IFE and EFE total weighted scores C) Market share and growth D) Sales and profit
A) Cells VII, VIII, and IX B) Cells I, II, and III C) Cell V only D) Cells IV, V, and VI
A) Culture and politics B) Competitive position and market growth C) Strengths and weaknesses D) Profit and cost
A) Retrenchment, divestiture, or liquidation B) Product development C) Market penetration D) Forward integration
A) QSPM B) BCG C) SWOT D) SPACE
A) Generate strategies B) Analyze competitors C) Objectively compare alternative strategiesAnalyze competitors D) Implement strategies
A) They reduce creativity B) They affect culture C) They may result in financially infeasible strategies D) They slow planning
A) Both are games B) Both are easy to learn C) Both rely on luck D) Every move affects future decisions and outcomes
A) Implementation focuses only on planning B) Strategies are always wrong C) Managers ignore objectives D) Implementation requires action, discipline, and commitment
A) Needs more data B) Has fewer tools C) Requires moving from thinking to action D) Requires moving from thinking to action
A) Evaluating competitors B) Establishing annual objectives C) Managing conflict D) Allocating resources
A) Short-term, measurable milestones B) External opportunities C) Company policies D) Long-term visions
A) They serve as benchmarks for progress B) They eliminate competition C) They reduce conflict D) They replace strategies
A) Confidential B) Quantitative and obtainable C) Qualitative only D) Vague and flexible
A) Long-term goals B) Specific guidelines that support objectives C) Informal practices D) General ideas
A) To ensure clarity and consistency B) To replace objectives C) To increase workload D) To reduce employee freedom
A) Hiring employees only B) Dividing profits among owners C) Distributing resources to achieve objectives D) Reducing company assets
A) A sign of failure B) Avoidable C) Always harmful D) Inevitable
A) Diffusion B) Delegation C) Avoidance D) Confrontation
A) Marketing drives all strategies B) Strategy determines structure C) Structure determines strategy D) Culture determines performance
A) Strategic Business Unit B) Functional C) Matrix D) Divisional
A) Too much decentralization B) Poor specialization C) Functional silos and poor communication D) High cost
A) Matrix B) Divisional C) Strategic Business Unit D) Functional
A) Divisional B) Matrix C) Functional D) SBU
A) Keep span of control reasonable B) Let many managers report to one person C) Use functional structure for large firms D) Allow co-managers
A) Increasing product prices B) Reconfiguring work processes C) Outsourcing all activities D) Hiring more workers
A) Involve employees in decisions B) Delay implementation C) Force compliance D) Ignore employee concerns
A) Financial reporting B) Logistics and costs C) Corporate culture only D) Advertising
A) Reduce diversity B) Increase resistance C) Align employee behavior with goals D) Eliminate competition
A) Increase conflict only B) Reduce creativity C) Enhance competitiveness D) Slow decision-making
A) Focuses only on pricing B) Divides customers into meaningful groups C) Reduces production costs D) Eliminates marketing expenses
A) Measure employee satisfaction B) Track production output C) Show how products are viewed compared to competitors D) Calculate profits
A) Both are expensive B) Both depend on marketing C) Both require design software D) A good plan needs proper execution and coordination |