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