A) To generate, evaluate, and select feasible alternative strategie B) To evaluate employees’ performance C) To prepare financial reports
A) Technology adoption B) Cost reduction C) Involvement of as many managers and employees as possible
A) Creativity B) Cost minimization C) Competition
A) Marketing reports only B) Vision, mission, EFE, CPM, and IFE information C) Supplier contracts
A) Two B) Four C) Three
A) Input Stage B) Implementation Stage C) Matching Stage
A) SPACE, Grand Strategy B) EFE, IFE, CPM C) QSPM
A) Matching Stage B) Decision Stage C) Evaluation Stage
A) Matching Stage B) Decision Stage C) Implementation Stage
A) Plot a company’s financial position B) Match key internal and external factors to generate strategies C) Evaluate political risks
A) Nine B) Four C) Six
A) Overcome weaknesses by taking advantage of opportunities B) Use strengths to exploit opportunities C) Maintain current strategy
A) Use strengths to reduce the impact of external threats B) Increase internal weaknesses C) Use weaknesses to create opportunities
A) Maximizing revenue B) Exploiting opportunities C) Defensive tactics to reduce weaknesses and avoid threat
A) To create flexible plans B) To allow estimation of costs and accountability C) To avoid documentation
A) Is only for financial planning B) Focuses only on external factors C) Provides a snapshot in time and doesn’t show how to gain competitive advantage
A) Internal weaknesses only B) Historical financial trends C) Appropriate strategy types based on four dimensions
A) Financial Position B) Market Share Position C) Industry Position
A) SO, WO, ST, WT B) Aggressive, Conservative, Defensive, Competitive C) Stars, Cash Cows, Dogs
A) External threats and internal weaknesses B) Strategy implementation costs C) Relative market share position and industry growth rate
A) High market share and low growth B) Low market share and low growth C) High market share and high growth
A) Dogs B) Cash Cows C) Stars
A) Generate more cash than needed B) Require significant investments C) Have low market share and low growth
A) Always profitable B) Low market share and low growth divisions C) Stars in the making
A) BCG quadrants B) IFE and EFE total weighted scores C) SPACE dimensions
A) Hold and maintain strategies B) Liquidation C) Grow and build strategies
A) Aggressive strategies B) Harvest and divest strategies C) Hold and maintain strategies
A) Product development B) Harvest and divest strategies C) Market penetration
A) Competitive position and market growth B) Political factors C) Financial ratios
A) Excellent position; focus on integration or development strategies B) Retrenchment C) Diversification only
A) Backward integration B) Maintaining current strategies C) Improving weak competitive position using intensive strategies
A) Market penetration B) Weak competitive position and slow market growth; drastic changes needed C) Strong competitive position
A) Weak competitive strategies B) Maintaining current operations C) Diversification or joint ventures in promising areas
A) Objectively determine the relative attractiveness of feasible strategies B) Evaluate marketing campaigns C) Assign employee bonuses
A) The most popular strategy B) The least costly strategy C) The most feasible strategy
A) Competitor opinions only B) Wild guesses C) Company data, industry data, and expert opinion
A) Financial performance B) Shared values, beliefs, and practices that support strategy implementation C) External market trends
A) Navigating power dynamics and negotiations to gain commitment B) Avoiding decision-making C) Reducing costs only
A) Market trends B) Subjective factors like personal prejudice, emotions, and halo error C) Financial ratios
A) Always requires subjective judgments B) Focuses only on external factors C) Ignores costs
A) Historical data only B) Proposed actions and estimated costs C) Competitor strategies
A) Following trends blindly B) Objective evaluation of alternatives based on input data C) Reducing financial risks only
A) SWOT Matrix B) SPACE Matrix C) IE Matrix
A) QSPM B) SPACE Matrix C) Grand Strategy Matrix
A) Financial Position B) Employee turnover C) Stability Position
A) Building a house B) Writing a report C) Playing chess at a grandmaster level
A) To improve creativity B) To estimate costs and assign responsibilities clearly C) To reduce planning time |