62.
A Booz Allen Hamilton/Aspen Institute survey of corporations in 30 countries revealed that
89 percent of these organizations had explicit, written statements of corporate values and
that greater success in linking a corporation’s values to its operations was related to
63.
In response to China’s requirement to censor Internet searches
64.
To set corporate objectives, management must first
65.
To develop a strategy for reaching corporate objectives, management must first try to
66.
Most top managers
67.
Action plans to enable organizations to reach their objectives are known as
68.
When developing and assessing strategic alternatives, companies competing in
international markets confront which two opposing goals?
69.
When a company faces relatively weak pressures for local responsiveness and cost
reductions, it should tend to use a
70.
Companies pursuing a home replication strategy
71.
When there is strong pressure for a company to adapt its products or services for local
markets, it should tend to use a
72.
Companies pursuing a multidomestic strategy
73.
When a company faces strong pressures for reducing costs and limited pressure to adapt
products for local markets, it should tend to use a
74.
Companies pursuing a global strategy
75.
When a company faces strong pressures for both reducing costs and adapting products for
local markets, it should tend to use a
76.
Companies pursuing a transnational strategy
77.
Investigations of large multinationals in manufacturing and service sectors reveal that
78.
Historically, more aspects of _______ have been standardized and coordinated worldwide
by companies than has been the case for other value chain activities such as _______.
79.
Multiple, plausible stories for probable futures are known as
80.
Scenarios are designed to assist managers
81.
Scenarios
82.
Which of the following is not true about scenarios?
83.
According to the text, what is the primary value of scenario planning efforts?
84.
Plans for the best- or worst-case scenarios or for critical events that could have a severe
impact on the firm are known as
85.
Tactical plans
86.
Tactical plans
87.
A strategic plan
88.
A prediction that provides managers with an estimate of future revenue to be received and
the units to be sold, but also serves as the basis for planning in the other functional areas,
is a
89.
An itemized projection of revenues and expenses for a future time period is a
90.
Policies
91.
Procedures
92.
Performance measures are done to
93.
According to the text, companies consider at least three types of measures when
assessing strategic performance, including all of the following except
94.
The balanced scorecard approach is based on
95.
According to the text, two important differentiators of strategic plans are