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