A) To generate, evaluate, and select strategies B) To control employee performance C) To collect raw data D) To implement strategies
A) Fully subjective B) Random C) Subjective based on objective information D) Fully objective
A) Only top management B) Only the strategy team C) Only external consultants D) As many managers and employees as possible
A) To generate more alternative strategies B) To reduce costs C) To simplify decisions D) To avoid competition
A) EFE Matrix B) CPM C) QSPM D) IFE Matrix
A) Two B) Three C) Four D) Five
A) Choosing the best strategy B) Implementing strategies C) Summarizing basic internal and external information D) Estimating costs
A) SWOT Matrix B) EFE Matrix C) QSPM D) IFE Matrix
A) Measure industry growth B) Rank strategies objectively C) Analyze competitors’ profits D) Match internal and external factors
A) SO B) WO C) WT D) ST
A) WT B) WO C) ST D) SO
A) To estimate costs accurately B) To sound professional C) To simplify matrices D) To avoid competition
A) Does not show competitive advantage directly B) Requires financial data only C) Cannot generate strategies D) Is too complex
A) Sales and profit B) Market share and growth C) Employee performance D) nternal and external positions
A) Stability Position B) Industry Position C) Market Growth D) Financial Position
A) Retrenchment B) Liquidation C) Integration and intensive strategies D) Defensive tactics
A) Single-product firms B) Multidivisional firms C) Non-profit organizations D) Small businesses
A) Strengths and weaknesses B) Profit and cost C) Internal and external factors D) Market share and industry growth
A) Cash Cow B) Question Mark C) Dogs D) Stars
A) IFE and EFE total weighted scores B) Sales and profit C) Market share and growth D) ROI and liquidity
A) Cells VII, VIII, and IX B) Cell V only C) Cells I, II, and III D) Cells IV, V, and VI
A) Competitive position and market growth B) Culture and politics C) Strengths and weaknesses D) Profit and cost
A) Forward integration B) Product development C) Market penetration D) Retrenchment, divestiture, or liquidation
A) SWOT B) QSPM C) BCG D) SPACE
A) Generate strategies B) Analyze competitors C) Implement strategies D) Objectively compare alternative strategiesAnalyze competitors
A) They may result in financially infeasible strategies B) They reduce creativity C) They affect culture D) They slow planning
A) Every move affects future decisions and outcomes B) Both are easy to learn C) Both are games D) Both rely on luck
A) Managers ignore objectives B) Implementation focuses only on planning C) Implementation requires action, discipline, and commitment D) Strategies are always wrong
A) Has fewer tools B) Requires moving from thinking to action C) Requires moving from thinking to action D) Needs more data
A) Establishing annual objectives B) Allocating resources C) Evaluating competitors D) Managing conflict
A) Long-term visions B) Short-term, measurable milestones C) External opportunities D) Company policies
A) They reduce conflict B) They serve as benchmarks for progress C) They eliminate competition D) They replace strategies
A) Confidential B) Vague and flexible C) Qualitative only D) Quantitative and obtainable
A) Specific guidelines that support objectives B) General ideas C) Informal practices D) Long-term goals
A) To reduce employee freedom B) To ensure clarity and consistency C) To replace objectives D) To increase workload
A) Reducing company assets B) Dividing profits among owners C) Hiring employees only D) Distributing resources to achieve objectives
A) Avoidable B) A sign of failure C) Inevitable D) Always harmful
A) Delegation B) Confrontation C) Diffusion D) Avoidance
A) Culture determines performance B) Structure determines strategy C) Strategy determines structure D) Marketing drives all strategies
A) Strategic Business Unit B) Functional C) Matrix D) Divisional
A) Poor specialization B) Too much decentralization C) High cost D) Functional silos and poor communication
A) Strategic Business Unit B) Matrix C) Divisional D) Functional
A) SBU B) Matrix C) Divisional D) Functional
A) Let many managers report to one person B) Use functional structure for large firms C) Allow co-managers D) Keep span of control reasonable
A) Outsourcing all activities B) Increasing product prices C) Reconfiguring work processes D) Hiring more workers
A) Ignore employee concerns B) Delay implementation C) Involve employees in decisions D) Force compliance
A) Logistics and costs B) Advertising C) Financial reporting D) Corporate culture only
A) Reduce diversity B) Align employee behavior with goals C) Increase resistance D) Eliminate competition
A) Reduce creativity B) Increase conflict only C) Slow decision-making D) Enhance competitiveness
A) Reduces production costs B) Eliminates marketing expenses C) Divides customers into meaningful groups D) Focuses only on pricing
A) Show how products are viewed compared to competitors B) Measure employee satisfaction C) Track production output D) Calculate profits
A) Both depend on marketing B) Both require design software C) A good plan needs proper execution and coordination D) Both are expensive |