無年度 - ROBBINS英選9#95209

1. The first four steps of the strategic management process describe the strategic ________ that must take place in an organization. (A) implementation (B) evaluation (C) planning (D) controlling

2. Managers do an external analysis so that they know about ________. (A) resources the firm does not possess (B) what the competition is doing (C) their organization's core competencies (D) the firm's basic beliefs and ethical priorities

3. ________ are positive trends in the external environment. (A) Threats (B) Strengths (C) Opportunities (D) Weaknesses

4. A study of the external environment allows a manager to understand the ________ and ________ for the organization. (A) strengths； weaknesses (B) opportunities； threats (C) threats； weaknesses (D) strengths； opportunities

5. The third step in strategic management process is related to the analysis of the ________. (A) competitive strategy (B) internal environment (C) external environment (D) threats and opportunities

6. If a bank estimates the capabilities of its employees who provide customer service prior to implementing a new training program designed to change their method of providing customer service, it is ________. (A) conducting an external analysis (B) formulating its corporate strategies (C) doing an internal analysis (D) formulating its competitive strategies

7. The major value-creating capabilities of the organization are known as its ________. (A) strengths (B) resources (C) opportunities (D) core competencies

8. The final step in the strategic management process allows an organization to understand the ________. (A) resources and capabilities it possesses (B) effectiveness of the strategies used (C) formulation of the strategies (D) implementation of the strategies

9. Lower-level managers are responsible for ________ strategies. (A) stability (B) growth (C) corporate (D) functional

10. What are the three main types of corporate strategies? (A) growth, stability, and renewal (B) stability, focus, and turnaround (C) stability, differentiation, and focus (D) growth, cost leadership, and differentiation

11. Organizations grow by using strategies of ________. (A) integration, diversification, or functionalization (B) concentration, integration, or diversification (C) integration, diversification, or differentiation (D) concentration, integration, or stabilization

12. In ________, the organization becomes its own supplier so it can control its inputs. (A) forward vertical integration (B) horizontal integration (C) backward vertical integration (D) concentrated integration

13. Ronald's has been in the fast food business for five years. After struggling for two years, it finally broke even, and the french fries it offers are its most popular product. However, during the past year, its business has suffered because the farm that used to supply it with potatoes has increased its prices drastically. What should Ronald's do to control its production costs? (A) Ronald's should broaden its product range by introducing potato nuggets on its menu. (B) Ronald's should open more distribution outlets. (C) Ronald's should reorganize its organizational hierarchy to increase efficiency. (D) Ronald's should buy out the farm and become its own supplier.

14. When L'Oreal acquired The Body Shop, it carried out ________. (A) diversified integration (B) horizontal integration (C) backward horizontal integration (D) forward horizontal integration

15. ________ takes place when a company combines with other companies in different, but associated, industries. (A) Horizontal integration (B) Related diversification (C) Vertical integration (D) Stabilized diversification

16. Florance is a chain of flower shops in the Chicago area. The company recently acquired Knickknacks, which owns three gift shops. Which of the following is most similar to this acquisition? (A) Faced with mounting raw material costs, I&A Products took over its supplier, BR Corporation. (B) Toy World acquired Unicorn Children's Books and now retails both toys and books from cobranded outlets. (C) Construction firm Donaldson acquired Fabrica Textiles as it seemed like a good investment. (D) Dallas Shoes buys out RunTime Shoes and expands its distribution channels through RunTime outlets.

17. ________ strategies address declining performance through retrenchment and turnaround strategies. (A) Renewal (B) Functional (C) Growth (D) Stability

18. Which of the following provides a framework for understanding diverse businesses and helps managers establish priorities for allocating resources? (A) vertical integration (B) a differentiation strategy (C) a corporate portfolio matrix (D) a strategic business unit

19. In the BCG matrix, a business unit that has a high anticipated growth rate but a low market share is known as a ________. (A) cash cow (B) dog (C) star (D) question mark

20. In the BCG matrix, a ________ enjoys a high anticipated growth rate and a high market share. (A) cash cow (B) question mark (C) star (D) dog

21. Managers should "milk" cash cows for as much as they can, limit any new investment in them, and use the large amounts of cash generated to invest in ________ and ________. (A) dogs； stars (B) question marks； dogs (C) stars； question marks (D) cash cows； dogs

22. In an organization, the single independent businesses which formulate their own competitive strategies are known as ________. (A) service units (B) strategic growth units (C) focus units (D) strategic business units

23. Which of the following is a competitive force under the five forces model? (A) vertical integration (B) threat of substitutes (C) past rivalry with competitors (D) predictable changes in the market

24. A company that competes by offering unique products that are widely valued by customers is following a ________. (A) functional strategy (B) focus strategy (C) differentiation strategy (D) leadership strategy

25. A firm that is "stuck in the middle" cannot develop ________. (A) a functional strategy (B) a flexible strategy (C) a leadership strategy (D) a cost or differentiation advantage

26. _______ is the ability to anticipate, envision, maintain flexibility, think strategically, and work with others in the organization to initiate changes that will create a viable and valuable future for the organization. (A) Strategic leadership (B) Strategic flexibility (C) Strategic competence (D) Scientific management

27. ________ is the ability to recognize major external changes, to quickly commit resources, and to recognize when a strategic decision is not working. (A) Strategic acceptability (B) Strategic flexibility (C) Strategic apprenticeship (D) Strategic leadership

28. An Internet-based knowledge management system that shortens customer response times would be an e-business technique that contributes to the competitive advantage of a ________. (A) cost leader (B) differentiator (C) brick (D) focuser

29. A ________ firm uses both online and traditional stand-alone locations. (A) brick-and-mortar (B) focuser (C) first mover (D) clicks-and-bricks

30. Which of the following is an advantage of being a first mover? (A) certainty over the direction of technology and market (B) opportunity to begin building customer relationships (C) no financial or strategic risks (D) low development costs

31. After hiring several employees, Patrick requires that each person in this company be involved in studying trends involving new technology, competitors, and customers. These employees are involved in ________. (A) formulating strategies (B) implementing strategies (C) internal analysis (D) external analysis

32. An internal analysis will help Patrick identify the ________ of the company. (A) threats and weaknesses (B) opportunities and threats (C) strengths and weaknesses (D) strengths and opportunities

SWOT Analysis (Scenario)
As a process of self-examination during her senior year of college, Casey decides to develop a SWOT analysis of her prospects relative to getting a job

33. Casey realizes that she has a personal characteristic that suggests she is not comfortable interacting with strangers. She interprets this as a(n) ________ if she is to get a job as a salesperson. (A) threat (B) opportunity (C) weakness (D) strength

34. You decide to concentrate on Taco Rocket's primary business by only increasing the menu to include new items such as enchiladas and rice bowls. This is an example of what type of growth strategy? (A) diversification (B) vertical integration (C) concentration (D) horizontal integration

35. You decide to purchase a local five-store hardware chain because it was a good investment. This is an example of ________. (A) related diversification (B) concentration growth strategy (C) stabilization strategy (D) unrelated diversification

36. You decide to keep Taco Rocket in the same business and do not change the menu. Which of the following, if true, would strengthen the argument for this course of action? (A) Though new competitors have entered, Taco Rocket's market share has not been affected. (B) A competitor, Tacos & Tamales, has begun selling similar products at much lower prices than Taco Rocket. (C) Demand for Mexican food has been increasing steadily in the U.S. (D) Taco Rocket's performance has declined significantly over the past four months.

Powerballs (Scenario)
Colleen invested a dollar in the Powerball Lottery and won $60 million. Subsequently, she decides to start her own business selling lawn mowers.

37. A business broker hears that Colleen is interested in purchasing a business and approaches her with an offer to sell her a company that owns a patent on a new roofing product and who installs this new roofing in the southwestern United States. If she buys this firm, she will be using a(n) ________ strategy. (A) horizontal integration (B) related diversification (C) vertical integration (D) unrelated diversification

El Taco Grande (Scenario)
As the original owner of Taco Rocket, you have seen your business holdings grow substantially over the last 10 years. The number of stores you own and franchise has grown by 200 percent and you own a number of companies in related and unrelated areas.

38. Your oldest holding, Taco Rocket, has not grown much in recent years, but due to low debt, it generates a huge amount of cash. According to BCG, Taco Rocket would be considered a ________. (A) dog (B) cash cow (C) question mark (D) star

39. With all the changes occurring in the computer reseller market, you advise him to stay with his present course until the market calms down. You are recommending that Ariel use a ________ strategy. (A) renewal (B) retrenchment (C) stability (D) growth

40. Ariel is considering forgoing the retail side of his business entirely. Instead, he will redirect his resources toward reselling hardware and software and providing systems integration services to the Latin American governmental and industrial sectors. Such a move would be most representative of which one of the following strategies? (A) focus (B) functional (C) cost leadership (D) leadership

無年度 - ROBBINS英選9#95209

試卷資訊

選擇題 (40)

申論題 (0)