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