Beruflich Dokumente
Kultur Dokumente
2. A strategy which pertains to a narrow target market and source of competitive advantage is
uniqueness pertains to:
- Differentiation
- Cost leadership
- Focused differentiation
- Focused low cost
3. A strategy which pertains to a narrow target market and source of competitive advantage is cost
pertains to
- Cost leadership
- Differentiation
- Focused differentiation
- Focused low cost
4. An acquisition where the target firm did not solicit the bid of the acquiring firm
- Merger
- Takeover
- Acquisition
- none of the above
5. A transaction where one firm buys another firm with the intent of more effectively using a core
competence by making the acquired firm a subsidiary within its portfolio of businesses
- Merger
- Takeover
- Status Quo
- Acquisition
6. Refers to the extent to which competitors recognize the degree of their mutual interdependence that
results from market commonality and resource similarity
- none of the above
- ability
- awareness
- motivation
7. Type of diversification which Between 70% and 95% of revenues from a single business unit.
- related constrained
- single business
- related linked
- dominant business
8. A type of cooperative strategy wherein partnership where the two partners do not own equal shares
- joint venture
- all of the above
- non-equity strategic alliance
- equity strategic alliance
(KAT: EQUITY STRATEGIC ALLIANCE ; definition: 2 or more firms own different percentages…)
9. Which strategy should an organization use when its products are currently in the declining stage of
the product cycle?
- Related diversification
- Backward integration
- Retrenchment
- Diverstiture
10. A corporate-level international strategy which strategy and operating decisions are decentralized to
strategic business units (SBU) in each country
- transnational strategy
- global strategy
- none of the above
- multi-domestic strategy
11. A motivation for international expansion which refers to expanding size or scope of markets helps to
achieve economies of scale in manufacturing as well as marketing, R & D or distribution
- economies of scale of learning
- return on investment
- location advantages
- increase market share
12. AN organizational structure which department heads report to Chief Executive Officer who integrates
decisions and actions from a company-wide point of view.
- m-form
- simple structure
- divisional structure
- functional structure
13. When the products being purchased are standard or undifferentiated, it results in ______ bargain
power of consumers.
- negative
- lower
- marginalized
- higher
14. A firms strengths that cannot be easily matched or imitated by competitors are called
- distinctive competencies
- interrelated properties
- internal audits
- external audits
17. Because of threats and risks in the global environment, some firms choose to take a more cautious
approach by
- focusing on global niche markets
- acquiring already established firms in foreign markets
- avoiding global markets altogether
- expanding only to developed countries
19. Gap’s opening of its first five stores in China is an example of which type of strategy?
- Forward integration
- Horizontal integration
- Market development
- Backward integration
21. what strategy should be implemented when there is LOW operational relatedness to business a LOW
corporate relatedness?
- none of the above
- unrelated diversification
- related constrained diversification
- related linked diversification
22. What category of ratios measures how effective a firm can maintain to economic position in the
growth of the economy and industry?
- Leverage
- Growth
- Liquidity
- Profitability
23. A part of the BALANCED SCORECARD FRAMEWORK which pertains to asset utilization improvements
and changes in turnover rates.
- Customer
- Learning and growth
- Financial
- Internal Business Processes
25. An organizational structure in which Owner/Manager makes all major decisions directly and monitors
all activities
- m-form
- simple structure
- divisional
- functional structure
28. According to the five forces model, an attractive industry would have all of the following
characteristics EXCEPT
- moderate degree of rivalry among competitors
- low barriers to entry
- few good product substitutes
- suppliers and buyers with little bargaining power
29. _______ is a relationship among stakeholders that is used to determine and control the strategic
direction and performance of organizations
- Corporate governance
- Shared value
- Corporate citizenship
- Corporate social responsibility
32. Which among the following is NOT a type of business level strategic alliance?
- Complementary alliances
- Competition reduction alliances
- Diversification alliances
- Uncertainty reduction alliances
33. What strategy should be implemented when there is HIGH sharing and high corporate relatedness?
- Related linked diversification
- None of the above
- Unrelated diversification
- Related constrained diversification
34. Collecting and evaluating information on competitors is essential for successful ____
- Strategy formulation
- Strategy implementation
- Internal analysis
- Strategy evaluation
36. According to Porter, what is usually the most powerful of the five competitive forces?
- Bargaining power of suppliers
- Rivalry among competing firms
- Potential entry of new competitors
- Bargaining power of consumers
- Potential development of substitute products
37. Which strategy seeks to increase market share for present products to services in present markets
through greater marketing efforts?
- Forward integration
- Backward integration
- Market penetration
- Market development
38. This occurs when the desires or goals of the principal and agent conflict and it is difficult or expensive
for the principal to verify that the agent has behaved appropriately
- Stockholder theory
- Stakeholder problem
- Agency problem
- Agency theory
39. This occurs when firms compete against each other in several product or geographic markets
- Multimarket competition
- Competitive rivalry
- Competitive behavior
- Competitors
41. An organization’s present strategies, objectives, vision, and mission, coupled with the external and
internal audit information, provide a basis for
- Evaluating structural strategies, but not generating those strategies
- Generating feasible alternative strategies, but not evaluating those strategies
- Evaluating feasible alternative strategies, but not generating those strategies
- Generating structural strategies, but not evaluating those strategies
42. What aims to balance long-term with short term concerns, financial with nonfinancial concerns and
internal with external concerns?
- Benchmarking
- None of the above
- Contingency planning
- The balanced Scorecard approach
43. this refer to the level of diversification which <70% of revenues from dominant business and only
limited links exist.
- Single business
- Related constrained
- Dominant business
- Related linked (mixed)
45. Strategy analysis and choice largely involves making_____ decisions based on _____ information.
-subjective; objective
-subjective; short-term
-long term; short term
-short term; long term
46. Which of the following is a corrective action a company might take to correct unfavorable variances?
- divesting a division
revising objectives
46. which of the following is NOT one of the four perspectives from which the Balanced Scorecard allows
firms to eveluate strateies?
- learning and growth
- customer knowledge
- social responsibility
- financial performance
47. A strategy which pertains to a broad target market and source of competitive advantage is cost
pertains to:
49. ______ is a condition affecting managerial decision which is regarding the interrelated causes shaping
a firm’s environments and perceptions of the environments.
- Uncertainty
- Complexity
- Value
- Conflicts