________________ is used when a company faces significant cost
Transnational StrategyCorrect
_____________________is where you buy the land, build the
Greenfield InvestmentCorrect
________________is used when a company is primarily focused on its
Export StrategyCorrect
_____________customizes products or processes to the
Multi-domestic StrategyCorrect
____________is used when a company treats the whole
Standardization strategyCorrect
A policy is what is, or what is not done. While a strategy is themethodology used to achieve a target as prescribed by a policy.
TRUECorrect
A statement, that provides a perspective of the means, which will lead theorganization, reach the vision in the long run.
Strategic IntentCorrect
A vision statement answers the question.
What do we want to become?Correct
According to , strategy is organisation‘s pattern of response to its environment over a period of time to achieve its goals and mission.”
Igor AnsoffCorrect
According toMarkides (1999), a strategic position represents a company’s answers to three
How thecompany can do this at the lowest costCorrect
Accordingto Porter (1996) in his article “What is strategy?”, strategy is about being
DifferentCorrect
An organization’s external environment consistsof the general or macro environment and:
Thecompetitive environmentCorrect
Anything that a firm does especially well compared to rival firms is referred to as?
Competitive advantageCorrect
Because of their low market share these businesses are often expected to
DogsCorrect
Both an Art and science of formulating, implementing, and evaluating,cross-functional decisions that facilitate an organization to accomplish itsobjectives.
Strategic managementCorrect
Comes from the Greek word "strategos", which refers to a military general.
StrategyCorrect
Competitive strategy is also known as:
Competitive positioningCorrect
Creating competitive advantage through effective management of the strategy-making process.
Strategic LeadershipCorrect
deals with acquisition of resources with which organizational goalscan be achieved.
Business PolicyCorrect
Decisions regarding which industries tocompete in are the concern of:
Industry strategyCorrect
Demographic and psychographic factors are the primary indicators considered
TRUECorrect
Drucker refersto an organization’s assumption about its environment and its strength and
Theory of businessCorrect
Employees without are worthless resources to the organization.
SkillsCorrect
Enumerate the Porter's Five Forces.
Competition in the Industry, Potential of New Entrants into an Industry, Power of Suppliers, Power of Customers, Threat of SubstitutesCorrect
Feedback plays a very important role in the evaluation stage, providing the strategists
TRUECorrect
Goals are the end results that the organization attempts to achieve.
TRUECorrect
Have a potential to be stars if successfully developed.
Question MarkCorrect
He defines strategy as a creation of a uniqueand valued position involving a different activity from rivals or performssimilar activities in different ways.
Micheal PorterCorrect
If you have a particularly interesting and unique product or service
PiggybackingCorrect
Igor Chandler is the Father of Strategic Management.
FALSECorrect
Implementing strategy means mobilizing employees and managers to put formulated
TRUECorrect
In the Directional Policy Matrix, the horizontal axis is defined as.
Competitive StrengthCorrect
In the Directional Policy Matrix, the vertical axis is defined as.
Market AttractivenessCorrect
is as significant as because it throwslight on the efficiency and effectiveness of the comprehensive plans in achievingthe desired results.
Strategy EvaluationCorrect
It allows fewer resources and less time to be devoted to correcting erroneous or ad hoc decisions.
It allows fewer resources and less time to be devoted to correcting erroneous or ad hoc decisions.Correct
It allows fewer resources and less time to be devoted to ing erroneous or ad hoc decisions
It allows fewer resources and less time to be devoted to ing erroneous or ad hoc decisionsCorrect
It can be defined as a group of techniques that
Corporate portfolio analysisCorrect
It describe what an organization excels at and
StrengthsCorrect
It focuses on providing a product or service that is
Differentiation StrategyCorrect
It has vital role in businesses by indicating current and
Environmental AnalysisCorrect
It implies the process of critically examining the factors
ScanningCorrect
It is a method or plan chosen to bring about a desired future, such as achievement of a goal or a solution to a problem.
StrategyCorrect
It is a model that identifies and analyzes five competitive
Porter's Five ForcesCorrect
It is a relatively sophisticated arrangement where a firm transfers
LicensingCorrect
It is a strategy which focuses on reducing the costs involved
Cost LeadershipCorrect
It is a tool that can be used to determine what priorities
BGC MatrixCorrect
It is an economic term describing the existence of high
Barriers to EntryCorrect
It is an involved, intricate, and complex process that takes an organization into uncharted territory.
Strategic PlanningCorrect
It is an objective that seeks to attain in reality.
Operative objectiveCorrect
It is described as the "Long-term Market or Competitive Position"
Sense of directionCorrect
It is designed to help potential shareholders and investors understandthe purpose of the company.
Mission StatementCorrect
It is the 1+1=3
Joint VenturesCorrect
It is the areas in the business that needs to improve to remain
WeaknessesCorrect
It is the degree to which the company is able to use the same
Global IntegrationCorrect
It is the dream of the business and an inspiration, base for theplanning process.
VisionCorrect
It is the f
SWOT analysisCorrect
It is the framework used to evaluate a company's competitive position and todevelop strategic planning.
SWOT analysisCorrect
It is the methodical evaluation of the key
Internal AnalysisCorrect
It is time-based measurable actions, which help in theaccomplishment of goals.
ObjectivesCorrect
It means the ratio of the business’s market
Relative competitive positionCorrect
It must be visible to everyone, and clearly identifyhow the departments, divisions, units and sections are organized, with the linesof authority and accountability clearly established.
StructureCorrect
It refers to factors that have the potential to harm an
ThreatsCorrect
It refers to favorable external factors that could give
OpportunitiesCorrect
It refers to selling directly into the market you have chosen using
Direct ExportingCorrect
It refers to the actions that managers have to take or do in order to
StrategyCorrect
It refers to the projected rate of sales growth for the
Market growth rateCorrect
It represents what the organization must achieve in order for it to
Strategic ObjectivesCorrect
It seeks to explain the business undertaken by the firm, with respect tothe customer needs, target audience, and alternative technologies.
Business DefinitionCorrect
It states that Strategic Intent is differentiated because here in this case the employees are allied and they are convinced about the concept of Strategic Intent.
Sense of discoveryCorrect
It states that, there should be a clear indication and guide on how the main activities oroperations of the business are carried out.
SystemsCorrect
Itis generally agreed that the role of strategy is to:
Achieve competitive advantageCorrect
Johnson and Scholes three ways in strategies selection.
Selection against objectives, Referral to a higher authority, Partial ImplementationCorrect
Kay (1993)sees the strategy of an organization as matching capabilities with:
Theindustry life cycleCorrect
Need very little capital expenditure but return high levels of cash income. Can be used to finance the stars.