QN1. Strategy is
(a)A sense of organizations objectives and how it achieves them
(b)An art of motivating employees
(c)To increase profits
(d) None of the above
Answer
(a)A sense of organizations objectives and how it achieves them
QN2 Strategic Management includes
(a)Managing strategies
(b)All functional areas of an organisation
(c)Is similar too operations management
(d) All of the above
Answer
(d) All of the above
QN3 The Strategic Management Process does not include
(a) Strategy Formulation
(b) Strategy Evaluation & Implementation
(c) Strategy Control
(d)Strategic Intent
Answer
(c) Strategy Control
QN4 Strategy implementation represents
(a) The purposes for which a company exists and operates
(b) A tool strategists use to evaluate Strengths, Weaknesses, Opportunities, and Threats
(c)Formation of a strategy
(d) A pattern of decisions and actions that are intended to carry out the plan
Answer
(d) A pattern of decisions and actions that are intended to carry out the plan
QN5 Corporate Level Decisions are
(a) Made at the highest level
(b) Made by functional managers
(c) Represented by different operating divisions or lines of business
(d) All of the above
Answer
(a) Made at the highest level
QN6 Functional Level Strategies
(a) Positions the business against rivals
(b) Managing Activities and Business Interrelationships
(c) Are related to business processes and the value chain
(d) Defining the issues that are corporate responsibilities
Answer
(b) Managing Activities and Business Interrelationships
QN7 Global Strategy is different from International Strategy as
(a)There is lack of coordination between centre and subsidiaries
(b) Subsidiaries are independent to plan and execute competitive moves
(c)There is standardization of products across all subsidiaries
(d)All of the above
Answer
(a)There is lack of coordination between centre and subsidiaries
QN8 Competitive Advantage from a Global Strategy depends on
(a)Efficiency
(b)Risk
(c)Learning
(d)All of the above
Answer
(d)All of the above
QN9 Customer Drivers depend on
(a) Transportation Costs
(b) Global Customers
(c) Trade Policies
(d) Global Competitors
Answer
(a) Transportation Costs
QN10 An important characteristic of Joint Ventures are
(a) Minimizes risk and investment.
(b) Able to circumvent trade barriers
(c) Overcomes ownership restrictions and cultural distance
(d)All of the above
Answer
(d)All of the above
QN11 Licensing has a disadvantage of
(a) Minimizes risk and investment
(b) Trade barriers & tariffs add to costs
(c) Maximizes scale; uses existing facilities
(d) Licensee may become competitor
Answer
(b) Trade barriers & tariffs add to costs
QN12 The primary activities in a value chain are supported by
(a) Infrastructure
(b) Technology
(c) Human Resource
(d) All of the above
Answer
(d) All of the above
QN13 Value Chain Analysis helps a firm in
(a) Differentiation
(b) Increasing Cost
(c) Reducing Profit
(d) None of the above
Answer
(d) None of the above
QN14 Value chain activities maybe outsourced
(a) When the activity is performed better by suppliers
(b) The risk of performing an activity in house is nil
(c) When the activity is performed better in house
(d) The lead is low when produced in house
Answer
(a) When the activity is performed better by suppliers
QN15 The micro environment consists of
(a) Market
(b) Technological environment
(c) Social environment
(d) Political environment
Answer
(c) Social environment
QN16 Location of a business is a
(a) Weakness
(b) Threat
(c) Opportunity
(d) Strength
Answer
(a) Weakness
QN17 A new international market is a
(a) Threat
(b) Weakness
(c) Opportunity
(d) Strength
Answer
(c) Opportunity
QN18 Purpose refers to
(a) Implied objectives
(b) What an organisation hopes to accomplish in the near future
(c) Description of its current and future business
(d) The basis for strategic decision-making
Answer
(a) Implied objectives
QN19 Objective refers to
(a) The basis for strategic decision-making
(b) Description of its current and future business
(c) What an organization hopes to accomplish in the near future
(d) Implied objectives
Answer
(c) What an organization hopes to accomplish in the near future
QN 20 Mission refers to
(a) Description of its current and future business
(b) The basis for strategic decision-making
(c) Implied objectives
(d) What an organisation hopes to accomplish in the near future
Answer
(d) What an organisation hopes to accomplish in the near future
QN21 Goals refers to
(a) Implied objectives
(b) What an organization hopes to accomplish in the near future
(c) Description of its current and future business
(d) The basis for strategic decision-making
Answer
(d) The basis for strategic decision-making
QN22 Strategic Intent
(a) Sets targets
(b) Envisions leadership
(c) Lays down criteria for progress
(d) All of the above
Answer
(a) Sets targets
QN23 Mission should
(a) Provide basis for motivation
(b) Serve as focal point for understanding firms objectives
(c) Specify organizational purpose
(d) All of the above
Answer
(c) Specify organizational purpose
QN24 Global Strategies require firms to
(a) Co-ordinate pricing strategies across subsidiaries
(b) To reduce profits
(c) To increase costs
(d)None of the above
Answer
(a) Co-ordinate pricing strategies across subsidiaries
QN25 The reason for going international is
(a)To increase cost
(b)To increase risk
(c)To expand sales
(d)All of the above
Answer
(c)To expand sales
QN26 To develop a global strategy, the following steps should be followed
(a) Develop the strategy, Internationalise the strategy, Globalise the strategy
(b) Internationalise the strategy, Develop the strategy, Globalise the strategy
(c) Internationalise the strategy, Globalise the strategy, Develop the strategy
(d) Develop the strategy, Globalise the strategy, Internationalise the strategy
Answer
(a) Develop the strategy, Internationalise the strategy, Globalise the strategy
QN27 CSR refers to
(a) The way a company balances the social aspects of its operation
(b) The way a company balances the economic, environmental and social aspects of its operation, addressing the expectations of its stakeholders
(c) The way a company balances the economic aspects of its operation
(d) The way a company balances the environmental aspects of its operation
Answer
(b) The way a company balances the economic, environmental and social aspects of its operation, addressing the expectations of its stakeholders
QN28 The BCG Matrix was developed by
(a) Hofer
(b) Michael Porter
(c) GE
(d) Boston Consulting Group
Answer
(d) Boston Consulting Group
QN29 ETOP refers to
(a) Economic threat and opportunity profile
(b) Environmental threat and opportunity profile
(c) Electronic threat and opportunity profile
(d) All of the above
Answer
(a) Economic threat and opportunity profile
QN30 SAP refers to
(a) Strategic absolute profile
(b) Social advantage profile
(c) Social absolute profile
(d) Strategic advantage profile
Answer
(d) Strategic advantage profile
QN31 Stars refer to
(a) High market share, Low Market growth rate
(b) Low market share, High Market growth rate
(c) Low market share, Low Market growth rate
(d) High market share, High Market growth rate
Answer
(d) High market share, High Market growth rate
QN32 Hofer’s Model suggests that a strategy analysis is made up of
(a) Identification of the principle resources and skills on which the business can build a competitive strategy
(b) The identification of the major strategic opportunities and threats that the business will face given its current strategic position
(c) Identification of major issues and gaps deriving from the current position and the threats and opportunities identified in the future.
(d)All of the above
Answer
(d)All of the above
QN33 Cost Leadership Strategy is
(a) Ability to cut prices
(b) Customer Loyalty
(c) Developing core competencies
(d) All of the above
Answer
(a) Ability to cut prices
QN34 The Grand strategy includes
(a) Cost Leadership
(b) Differentiation
(c) Retrenchment strategy
(d) Focus strategy
Answer
(d) Focus strategy
QN35 Retrenchment strategy
(a) Concentrate their resource where the company presently has or can rapidly develop a meaning full competitive advantage
(b) a mixture of all the strategies
(c) involves a total or partial withdrawal from either a customer group or customer functions
(d)Focuses on increase in sales, profits and assets
Answer
(a) Concentrate their resource where the company presently has or can rapidly develop a meaning full competitive advantage
QN36 Strategic Alliance
(a) Shares risks
(b) is a mutual relationship
(c) provides resources
(d) All of the above
Answer
(d) All of the above
QN37 Operationalising strategy depends on
(a) Structure
(b) Culture
(c) Leadership
(d) All of the above
Answer
(d) All of the above
QN38 Strategic leadership
(a) establish organizational structure
(b) Disallocate resources
(c) Bars communication
(d) None of the above
Answer
(a) establish organizational structure
QN39 Strategic evaluation and control
(a) Is the first step in strategic management
(b) Is the last step in Strategic management
(c) Is of no importance to strategic management
(d) none of the above
Answer
(a) Is the first step in strategic management
QN40 The balanced scorecard is
(a) a strategic planning and management system
(b) used extensively in business and industry, government, and nonprofit organizations
(c) used to align business activities to the vision and strategy of the organization
(d) All of the above
Answer
(d) All of the above
