A) To evaluate employees’ performance B) To prepare financial reports C) To generate, evaluate, and select feasible alternative strategie
A) Involvement of as many managers and employees as possible B) Technology adoption C) Cost reduction
A) Cost minimization B) Creativity C) Competition
A) Supplier contracts B) Vision, mission, EFE, CPM, and IFE information C) Marketing reports only
A) Four B) Three C) Two
A) Implementation Stage B) Matching Stage C) Input Stage
A) QSPM B) EFE, IFE, CPM C) SPACE, Grand Strategy
A) Evaluation Stage B) Decision Stage C) Matching Stage
A) Decision Stage B) Implementation Stage C) Matching Stage
A) Plot a company’s financial position B) Evaluate political risks C) Match key internal and external factors to generate strategies
A) Six B) Nine C) Four
A) Use strengths to exploit opportunities B) Maintain current strategy C) Overcome weaknesses by taking advantage of opportunities
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 allow estimation of costs and accountability B) To avoid documentation C) To create flexible plans
A) Focuses only on external factors B) Is only for financial planning 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) Market Share Position B) Financial Position C) Industry Position
A) Stars, Cash Cows, Dogs B) Aggressive, Conservative, Defensive, Competitive C) SO, WO, ST, WT
A) Relative market share position and industry growth rate B) External threats and internal weaknesses C) Strategy implementation costs
A) Low market share and low growth B) High market share and high growth C) High market share and low growth
A) Cash Cows B) Dogs C) Stars
A) Generate more cash than needed B) Have low market share and low growth C) Require significant investments
A) Low market share and low growth divisions B) Stars in the making C) Always profitable
A) SPACE dimensions B) IFE and EFE total weighted scores C) BCG quadrants
A) Liquidation B) Hold and maintain strategies 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) Retrenchment C) Diversification only
A) Maintaining current strategies B) Backward integration C) Improving weak competitive position using intensive strategies
A) Market penetration B) Strong competitive position C) Weak competitive position and slow market growth; drastic changes needed
A) Weak competitive strategies B) Diversification or joint ventures in promising areas C) Maintaining current operations
A) Assign employee bonuses B) Objectively determine the relative attractiveness of feasible strategies C) Evaluate marketing campaigns
A) The most feasible strategy B) The least costly strategy C) The most popular strategy
A) Company data, industry data, and expert opinion B) Wild guesses C) Competitor opinions only
A) External market trends B) Financial performance C) Shared values, beliefs, and practices that support strategy implementation
A) Navigating power dynamics and negotiations to gain commitment B) Reducing costs only C) Avoiding decision-making
A) Market trends B) Financial ratios C) Subjective factors like personal prejudice, emotions, and halo error
A) Ignores costs B) Always requires subjective judgments C) Focuses only on external factors
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) IE Matrix C) SPACE Matrix
A) SPACE Matrix B) QSPM C) Grand Strategy Matrix
A) Stability Position B) Financial Position C) Employee turnover
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 |