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) Technology adoption C) Cost reduction
A) Competition B) Creativity C) Cost minimization
A) Supplier contracts B) Marketing reports only C) Vision, mission, EFE, CPM, and IFE information
A) Two B) Three C) Four
A) Matching Stage B) Implementation Stage C) Input Stage
A) QSPM B) EFE, IFE, CPM C) SPACE, Grand Strategy
A) Matching Stage B) Evaluation Stage C) Decision Stage
A) Decision Stage B) Matching Stage C) Implementation 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) Four C) Nine
A) Maintain current strategy B) Use strengths to exploit opportunities 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) Maximizing revenue B) Exploiting opportunities C) Defensive tactics to reduce weaknesses and avoid threat
A) To allow estimation of costs and accountability B) To create flexible plans C) To avoid documentation
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) Historical financial trends B) Appropriate strategy types based on four dimensions C) Internal weaknesses only
A) Market Share Position B) Industry Position C) Financial Position
A) Stars, Cash Cows, Dogs B) SO, WO, ST, WT C) Aggressive, Conservative, Defensive, Competitive
A) Strategy implementation costs B) Relative market share position and industry growth rate C) External threats and internal weaknesses
A) High market share and low growth B) Low market share and low growth C) High market share and high growth
A) Stars B) Dogs 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) Low market share and low growth divisions C) Always profitable
A) SPACE dimensions B) IFE and EFE total weighted scores C) BCG quadrants
A) Hold and maintain strategies B) Grow and build strategies C) Liquidation
A) Aggressive strategies B) Harvest and divest strategies C) Hold and maintain strategies
A) Harvest and divest strategies B) Market penetration C) Product development
A) Political factors B) Competitive position and market growth C) Financial ratios
A) Diversification only B) Retrenchment C) Excellent position; focus on integration or development strategies
A) Maintaining current strategies B) Backward integration C) Improving weak competitive position using intensive strategies
A) Strong competitive position B) Market penetration C) Weak competitive position and slow market growth; drastic changes needed
A) Maintaining current operations B) Weak competitive strategies 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 least costly strategy B) The most feasible strategy C) The most popular strategy
A) Company data, industry data, and expert opinion B) Wild guesses C) Competitor opinions only
A) Shared values, beliefs, and practices that support strategy implementation B) Financial performance C) External market trends
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) Ignores costs B) Always requires subjective judgments C) Focuses only on external factors
A) Historical data only B) Competitor strategies C) Proposed actions and estimated costs
A) Following trends blindly B) Reducing financial risks only C) Objective evaluation of alternatives based on input data
A) SWOT Matrix B) SPACE Matrix C) IE Matrix
A) SPACE Matrix B) QSPM C) Grand Strategy Matrix
A) Employee turnover B) Financial Position C) Stability Position
A) Building a house B) Writing a report C) Playing chess at a grandmaster level
A) To estimate costs and assign responsibilities clearly B) To improve creativity C) To reduce planning time |