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