Which of the following is NOT something a company should usually consider in
crafting a strategy of social responsibility?
A. Actions to benefit shareholders such as raising the dividend or boosting the stock
price
B. Making charitable contributions and supporting community service endeavors and
reaching out to make a difference in the lives of the disadvantaged
C. Actions to ensure the company has an ethical strategy and operates honorably and
ethically
D. Actions that promote good stewardardship (by protecting and enhancing) the
environment
E. Actions to enhance workforce diversity
Answer:
Greenfield ventures, like all market entry strategies can pose serious problems to
achieving foreign market entry success. What is NOT deemed a barrier to success?
A. Such ventures can require costly capital investments.
B. Such ventures can have a tendency to divert valuable resources from current
business.
C. Such ventures really need well-functioning strong markets.
D. Such ventures are the fastest entry route to achieve a sizeable market share.
E. Such ventures require legal protections of foreign investors.
Answer:
A greenfield venture in a foreign market is one:
A. where the company creates a wholly owned subsidiary business by setting up all
aspects of the operation upon entering the market from the ground up.
B. where foreign facilities and marketing strategies are shared with local businesses.
C. where the company learns through training by the foreign entity on how to compete.
D. that supports exports into a foreign market by marketing indirectly thru local rivals.
E. that offers lower risk and a faster path to financial returns.
Answer:
When an organization is referred to as a line and staff structure or a flat structure, it is
normally considered:
A. a simple structure.
B. a functional structure.
C. a matrix structure.
D. a multidivisional structure.
E. a departmental structure.
Answer:
Companies with multinational operations and/or newly acquired businesses typically
have:
A. strong cultures.
B. multiple cultures (or subcultures) rather than a single culture.
C. weak cultures.
D. adaptive cultures.
E. low-performance cultures.
Answer:
Which of the following is NOT a strategically beneficial reason why a company may
enter into strategic partnerships or cooperative arrangements with key suppliers,
distributors, or makers of complementary products?
A. To improve access to new markets
B. To expedite the development of promising new technologies or products
C. To enable greater opportunities for employee advancement
D. To improve supply chain efficiency
E. To overcome disadvantages of small production volumes that limit scale economies
and low production costs
Answer:
Winning a sustainable competitive edge over competitors does NOT hinge on which of
the following?
A. Having a distinctive competitive product offering
B. Building competitively valuable expertise and capabilities not readily matched, and
offering distinctive products
C. Building experience, know-how, and specialized capabilities that have been
perfected over a long period of time
D. Having “hard-to-beat” capabilities and impressive product innovation
E. Building products and distributing them at low prices to a broad customer base
irrespective of manufacturing cost
Answer:
Six Sigma’s DMADV process of define, measure, analyze, design, and verify is a
particularly good vehicle for:
A. improving performance when there are small variations in how well an activity is
performed. If there are wide variations, then the Six Sigma DMVSI process has to be
used.
B. achieving 100 percent control over how a task is performed and eliminating 100
percent of the variability in how a task is performed.
C. improving performance when there are wide variations in how well an activity is
performed.
D. developing new processes or products at Six Sigma quality levels.
E. improving customer satisfaction, whereas Six Sigma improves manufacturing
processes.
Answer:
Good strategy execution requires which of the following?
A. Putting those resources and capabilities into place, strengthening them as needed,
and then modifying them as market conditions evolve
B. A universal business model to raise profits and lower costs
C. Strengthening the competitive environment arena outside the company’s operating
territory
D. A planned budget to protect the company’s financial condition and eliminate wasteful
use of cash
E. Passive pressures stemming from the dominance of outside market buyers
Answer:
Good intelligence about the strategic direction and likely moves of key competitors
allows a company to determine which competitors have all of the following, EXCEPT:
A. the best strategy.
B. flawed or weak strategies.
C. strong performance objectives.
D. reliable resources and capabilities.
E. similar competitive approaches.
Answer:
The strategic options to improve a diversified company’s overall performance do NOT
include which of the following categories of actions?
A. Broadening the company’s business scope by making new acquisitions in new
industries
B. Increasing dividend payments to shareholders and/or repurchasing shares of the
company’s stock
C. Restructuring the company’s business lineup with a combination of divestitures and
acquisitions to put a whole new face on the company’s business makeup
D. Pursuing multinational diversification and striving to globalize the operations of
several of the company’s business units
E. Divesting weak-performing businesses and retrenching to a narrower base of
business operations
Answer:
Amanda owns one of two bakery stores in her neighborhood. Which of the following
questions would NOT help Amanda predict the next strategic moves and countermoves
of her rivals?
A. Which mode of transport does the rival’s supplier use?
B. How does her rival manage door-to-door deliveries at no extra cost?
C. What percentage of customer frequent her rival’s store?
D. Why are her rival’s cupcakes so popular among customers?
E. When does her rival undertake special orders for custom cakes?
Answer:
When calculating the weighted industry attractiveness scores, we find the more
intensely competitive an industry is:
A. the lower the attractiveness weighting for that industry.
B. the higher the attractiveness weighting for that industry.
C. suggests the resources are beyond the parent company’s reach.
D. suggests the industry attractiveness measures have been incorrectly weighted.
E. the more likely the company’s profit and revenues will be intensive.
Answer:
Six Sigma programs:
A. utilize advanced statistical methods to improve quality by reducing defects and
variability in the performance of business processes.
B. consist of a disciplined, statistics-based system aimed at producing not more than 2.5
defects per million iterations for a manufacturing or assembly process.
C. are based on three principles: (1) all work is a statistically controllable process; (2)
no well-controlled process allows variability; and (3) defect-free work requires tight
statistical controls.
D. suggest that all activities can be controlled, employee empowerment is the best
control tool, and 100 percent control is possible.
E. radically redesign and streamline how an activity is performed.
Answer:
Which of the following is NOT likely to be effective in trying to gain employees’
wholehearted commitment to good strategy execution?
A. Strictly enforcing all rules in the employee handbook with the use of fines.
B. Giving awards and public recognition to high performers and showcasing company
successes.
C. Providing a comfortable and attractive working environment
D. Providing opportunities for promotion from within wherever possible
E. Providing attractive perks and fringe benefits
Answer: