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