A) To generate, evaluate, and select feasible alternative strategie B) To prepare financial reports C) To evaluate employees’ performance
A) Cost reduction B) Technology adoption C) Involvement of as many managers and employees as possible
A) Creativity B) Cost minimization C) Competition
A) Marketing reports only B) Supplier contracts C) Vision, mission, EFE, CPM, and IFE information
A) Two B) Four C) Three
A) Implementation Stage B) Matching Stage C) Input Stage
A) SPACE, Grand Strategy B) EFE, IFE, CPM C) QSPM
A) Matching Stage B) Decision Stage C) Evaluation 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) Overcome weaknesses by taking advantage of opportunities B) Maintain current strategy C) Use strengths to exploit opportunities
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 allow estimation of costs and accountability B) To create flexible plans 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) Historical financial trends B) Appropriate strategy types based on four dimensions C) Internal weaknesses only
A) Financial Position B) Market Share Position C) Industry Position
A) Stars, Cash Cows, Dogs B) SO, WO, ST, WT C) Aggressive, Conservative, Defensive, Competitive
A) Strategy implementation costs B) Relative market share position and industry growth rate C) External threats and internal weaknesses
A) Low market share and low growth B) High market share and low growth C) High market share and high 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) SPACE dimensions B) IFE and EFE total weighted scores C) BCG quadrants
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) Market penetration B) Product development C) Harvest and divest strategies
A) Competitive position and market growth B) Financial ratios C) Political factors
A) Diversification only B) Retrenchment C) Excellent position; focus on integration or development strategies
A) Improving weak competitive position using intensive strategies B) Backward integration C) Maintaining current strategies
A) Weak competitive position and slow market growth; drastic changes needed B) Market penetration C) Strong competitive position
A) Weak competitive strategies B) Diversification or joint ventures in promising areas C) Maintaining current operations
A) Objectively determine the relative attractiveness of feasible strategies B) Assign employee bonuses C) Evaluate marketing campaigns
A) The least costly strategy B) The most feasible strategy C) The most popular 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) Reducing costs only B) Avoiding decision-making C) Navigating power dynamics and negotiations to gain commitment
A) Financial ratios B) Subjective factors like personal prejudice, emotions, and halo error C) Market trends
A) Ignores costs B) Always requires subjective judgments C) Focuses only on external factors
A) Proposed actions and estimated costs B) Historical data only C) Competitor strategies
A) Reducing financial risks only B) Following trends blindly C) Objective evaluation of alternatives based on input data
A) SPACE Matrix B) IE Matrix C) SWOT Matrix
A) SPACE Matrix B) Grand Strategy Matrix C) QSPM
A) Financial Position B) Stability Position C) Employee turnover
A) Building a house B) Playing chess at a grandmaster level C) Writing a report
A) To improve creativity B) To reduce planning time C) To estimate costs and assign responsibilities clearly |