Question 1

An effective way to gain commitment and achieve desired results is to

Accepted Answer

A)  emphasize that imposing a particular method is more important than achieving desired results. 
B)  shift from specific to general issues and concerns. 
C)  eliminate middle level managers from strategic decisions. 
D)  switch from long-term to short-term issues and concerns. 
E)  realize that it's better to achieve optimal results with an unpopular strategy than to achieve satisfactory results with a popular strategy. 
A)  emphasize that imposing a particular method is more important than achieving desired results. 
B)  shift from specific to general issues and concerns. 
C)  eliminate middle level managers from strategic decisions. 
D)  switch from long-term to short-term issues and concerns. 
E)  realize that it's better to achieve optimal results with an unpopular strategy than to achieve satisfactory results with a popular strategy.

Question 2

The two internal dimensions represented on the axes of the SPACE Matrix are

Accepted Answer

A)  stability position and industry position. 
B)  industry position and internationalization. 
C)  internationalization and competitive position. 
D)  competitive position and financial position. 
E)  financial position and stability position. 
A)  stability position and industry position. 
B)  industry position and internationalization. 
C)  internationalization and competitive position. 
D)  competitive position and financial position. 
E)  financial position and stability position.

Question 3

Good intuitive judgment is always needed to determine appropriate weights and ratings in the input stage matrices.

Accepted Answer

A) True 
 B)False

Question 4

The BCG Matrix requires more information about the divisions than the IE Matrix.

Accepted Answer

A) True 
 B)False

Question 5

Describe the positive features and limitations of QSPM.

Accepted Answer

There are three positive features of QSP

Question 6

In the BCG Matrix, which strategy would be most appropriate for a division classified as a Dog?

Accepted Answer

A)  Market penetration 
B)  Market development 
C)  Product development 
D)  Retrenchment 
E)  Forward integration 
A)  Market penetration 
B)  Market development 
C)  Product development 
D)  Retrenchment 
E)  Forward integration

Question 7

Alternative strategies don't come out of the blue; they are derived from the firm's vision, mission, and objectives.

Accepted Answer

A) True 
 B)False

Question 8

Whenever two firms merge, it becomes especially important to evaluate and consider culture-strategies linkages.

Accepted Answer

A) True 
 B)False

Question 9

Strengths-opportunities strategies are based on using a firm's internal strengths to take advantage of external opportunities.

Accepted Answer

A) True 
 B)False

Question 10

In the BCG Matrix, how would a division with a low relative market share position in a high growth industry be described?

Accepted Answer

A)  Question Mark 
B)  Cash Cow 
C)  Star 
D)  Stuck-in-the-middle 
E)  Dog 
A)  Question Mark 
B)  Cash Cow 
C)  Star 
D)  Stuck-in-the-middle 
E)  Dog

Question 11

Stage 2 in the strategy-formulation framework involves the Quantitative Strategic Planning Matrix.

Accepted Answer

A) True 
 B)False

Question 12

In the BCG Matrix, when a division of an organization has a high relative market share and is in a fast-growing industry, it is called a

Accepted Answer

A)  Star. 
B)  Cash Cow. 
C)  Cat. 
D)  Question Mark. 
E)  Dog. 
A)  Star. 
B)  Cash Cow. 
C)  Cat. 
D)  Question Mark. 
E)  Dog.

Question 13

The two positive-rated dimensions on the SPACE Matrix are

Accepted Answer

A)  FP and CP. 
B)  CP and SP. 
C)  FP and IP. 
D)  IP and SP. 
E)  FP and SP. 
A)  FP and CP. 
B)  CP and SP. 
C)  FP and IP. 
D)  IP and SP. 
E)  FP and SP.

Question 14

The Grand Strategy Matrix is based on two evaluative dimensions, market share and market growth.

Accepted Answer

A) True 
 B)False

Question 15

What type of strategies would you recommend when a firm's SPACE Matrix directional vector has the coordinates (-2, +3)?

Accepted Answer

A)  Aggressive 
B)  Conservative 
C)  Competitive 
D)  Defensive 
E)  Integrative 
A)  Aggressive 
B)  Conservative 
C)  Competitive 
D)  Defensive 
E)  Integrative

Question 16

In the BCG Matrix, a division that has a low relative market share position and competes in a slow-growth industry is referred to as a

Accepted Answer

A)  Dog. 
B)  Question Mark. 
C)  Star. 
D)  Cash Cow. 
E)  Cowboy. 
A)  Dog. 
B)  Question Mark. 
C)  Star. 
D)  Cash Cow. 
E)  Cowboy.

Question 17

According to the Grand Strategy Matrix, which strategy is recommended for a firm with rapid market growth and a strong competitive position?

Accepted Answer

A)  Market penetration 
B)  Unrelated diversification 
C)  Joint venture 
D)  Retrenchment 
E)  Liquidation 
A)  Market penetration 
B)  Unrelated diversification 
C)  Joint venture 
D)  Retrenchment 
E)  Liquidation

Question 18

________ includes the set of shared values, beliefs, attitudes, customs, norms, personalities, heroes and heroines that describe a firm.

Accepted Answer

A)  Strategy 
B)  Culture 
C)  Mission 
D)  Objectives 
E)  QSPM 
A)  Strategy 
B)  Culture 
C)  Mission 
D)  Objectives 
E)  QSPM

Question 19

One positive feature of QSPM is that it does not require intuitive judgments and educated assumptions.

Accepted Answer

A) True 
 B)False

Question 20

Explain the benefits and limitations of developing a Boston Consulting Group Matrix.

Accepted Answer

The major benefit of the BCG Matrix is t

An effective way to gain commitment and achieve desired results is to

The two internal dimensions represented on the axes of the SPACE Matrix are

Good intuitive judgment is always needed to determine appropriate weights and ratings in the input stage matrices.

The BCG Matrix requires more information about the divisions than the IE Matrix.

Describe the positive features and limitations of QSPM.

In the BCG Matrix, which strategy would be most appropriate for a division classified as a Dog?

Alternative strategies don't come out of the blue; they are derived from the firm's vision, mission, and objectives.

Whenever two firms merge, it becomes especially important to evaluate and consider culture-strategies linkages.

Strengths-opportunities strategies are based on using a firm's internal strengths to take advantage of external opportunities.

In the BCG Matrix, how would a division with a low relative market share position in a high growth industry be described?

Stage 2 in the strategy-formulation framework involves the Quantitative Strategic Planning Matrix.

In the BCG Matrix, when a division of an organization has a high relative market share and is in a fast-growing industry, it is called a

The two positive-rated dimensions on the SPACE Matrix are

The Grand Strategy Matrix is based on two evaluative dimensions, market share and market growth.

What type of strategies would you recommend when a firm's SPACE Matrix directional vector has the coordinates (-2, +3)?

In the BCG Matrix, a division that has a low relative market share position and competes in a slow-growth industry is referred to as a

According to the Grand Strategy Matrix, which strategy is recommended for a firm with rapid market growth and a strong competitive position?

________ includes the set of shared values, beliefs, attitudes, customs, norms, personalities, heroes and heroines that describe a firm.

One positive feature of QSPM is that it does not require intuitive judgments and educated assumptions.

Explain the benefits and limitations of developing a Boston Consulting Group Matrix.

The Nature of Strategic Management

The Business Vision and Mission

The External Assessment

The Internal Assessment

Strategies in Action

Implementing Strategies: Management and Operations Issues

Implementing Strategies: Marketing, Finance/Accounting, R&D, and MIS Issues

Strategy Review, Evaluation, and Control

Business Ethics, Social Responsibility, and Environmental Sustainability

Global and International Issues

Filters

Exam 6: Strategy Analysis and Choice

An effective way to gain commitment and achieve desired results is to

The two internal dimensions represented on the axes of the SPACE Matrix are

Good intuitive judgment is always needed to determine appropriate weights and ratings in the input stage matrices.

The BCG Matrix requires more information about the divisions than the IE Matrix.

Describe the positive features and limitations of QSPM.

In the BCG Matrix, which strategy would be most appropriate for a division classified as a Dog?

Alternative strategies don't come out of the blue; they are derived from the firm's vision, mission, and objectives.

Whenever two firms merge, it becomes especially important to evaluate and consider culture-strategies linkages.

Strengths-opportunities strategies are based on using a firm's internal strengths to take advantage of external opportunities.

In the BCG Matrix, how would a division with a low relative market share position in a high growth industry be described?

Stage 2 in the strategy-formulation framework involves the Quantitative Strategic Planning Matrix.

In the BCG Matrix, when a division of an organization has a high relative market share and is in a fast-growing industry, it is called a

The two positive-rated dimensions on the SPACE Matrix are

The Grand Strategy Matrix is based on two evaluative dimensions, market share and market growth.

What type of strategies would you recommend when a firm's SPACE Matrix directional vector has the coordinates (-2, +3)?

In the BCG Matrix, a division that has a low relative market share position and competes in a slow-growth industry is referred to as a

According to the Grand Strategy Matrix, which strategy is recommended for a firm with rapid market growth and a strong competitive position?

________ includes the set of shared values, beliefs, attitudes, customs, norms, personalities, heroes and heroines that describe a firm.

One positive feature of QSPM is that it does not require intuitive judgments and educated assumptions.

Explain the benefits and limitations of developing a Boston Consulting Group Matrix.

The Nature of Strategic Management

The Business Vision and Mission

The External Assessment

The Internal Assessment

Strategies in Action

Implementing Strategies: Management and Operations Issues

Implementing Strategies: Marketing, Finance/Accounting, R&D, and MIS Issues

Strategy Review, Evaluation, and Control

Business Ethics, Social Responsibility, and Environmental Sustainability

Global and International Issues

Filters