A) To generate, evaluate, and select feasible alternative strategie B) To prepare financial reports C) To evaluate employees’ performance
A) Involvement of as many managers and employees as possible B) Cost reduction C) Technology adoption
A) Cost minimization B) Competition C) Creativity
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) Implementation Stage C) Matching Stage
A) QSPM B) EFE, IFE, CPM C) SPACE, Grand Strategy
A) Matching Stage B) Evaluation Stage C) Decision Stage
A) Implementation Stage B) Matching Stage C) Decision Stage
A) Match key internal and external factors to generate strategies B) Plot a company’s financial position C) Evaluate political risks
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) Use strengths to reduce the impact of external threats C) Increase internal weaknesses
A) Maximizing revenue B) Defensive tactics to reduce weaknesses and avoid threat C) Exploiting opportunities
A) To avoid documentation B) To allow estimation of costs and accountability C) To create flexible plans
A) Is only for financial planning B) Provides a snapshot in time and doesn’t show how to gain competitive advantage C) Focuses only on external factors
A) Internal weaknesses only B) Appropriate strategy types based on four dimensions C) Historical financial trends
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) Relative market share position and industry growth rate C) Strategy implementation costs
A) Low market share and low growth B) High market share and low growth C) High market share and high growth
A) Dogs B) Stars C) Cash Cows
A) Require significant investments B) Have low market share and low growth C) Generate more cash than needed
A) Stars in the making B) Always profitable C) Low market share and low growth divisions
A) SPACE dimensions B) BCG quadrants C) IFE and EFE total weighted scores
A) Hold and maintain strategies B) Grow and build strategies C) Liquidation
A) Harvest and divest strategies B) Hold and maintain strategies C) Aggressive strategies
A) Market penetration B) Product development C) Harvest and divest strategies
A) Financial ratios B) Competitive position and market growth C) Political factors
A) Retrenchment B) Excellent position; focus on integration or development strategies C) Diversification only
A) Backward integration B) Improving weak competitive position using intensive strategies C) Maintaining current strategies
A) Strong competitive position B) Weak competitive position and slow market growth; drastic changes needed C) Market penetration
A) Weak competitive strategies B) Maintaining current operations C) Diversification or joint ventures in promising areas
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) Company data, industry data, and expert opinion B) Competitor opinions only C) Wild guesses
A) External market trends B) Shared values, beliefs, and practices that support strategy implementation C) Financial performance
A) Navigating power dynamics and negotiations to gain commitment B) Reducing costs only C) Avoiding decision-making
A) Financial ratios B) Market trends C) Subjective factors like personal prejudice, emotions, and halo error
A) Focuses only on external factors B) Always requires subjective judgments C) Ignores costs
A) Historical data only B) Proposed actions and estimated costs C) Competitor strategies
A) Objective evaluation of alternatives based on input data B) Reducing financial risks only C) Following trends blindly
A) SWOT Matrix B) SPACE Matrix C) IE Matrix
A) SPACE Matrix B) QSPM C) Grand Strategy Matrix
A) Stability Position B) Financial Position C) Employee turnover
A) Writing a report B) Building a house C) Playing chess at a grandmaster level
A) To estimate costs and assign responsibilities clearly B) To reduce planning time C) To improve creativity |