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