Question 1

Early adopters of new technology often achieve higher market shares and higher returns than later adopters of the technology.

Accepted Answer

A) True 
 B)False

Question 2

Turnaround strategies are likely to address those areas which must be developed if there is to be a sustained recovery.

Accepted Answer

A) True 
 B)False

Question 3

Acquisitions often fail to provide the profits and successes anticipated because:

Accepted Answer

A)  Poor initial choice by the strategic leader 
B)  Overestimation of the potential benefits 
C)  Inability to manage the larger organization effectively because problems are underestimated 
D)  All of the above 
A)  Poor initial choice by the strategic leader 
B)  Overestimation of the potential benefits 
C)  Inability to manage the larger organization effectively because problems are underestimated 
D)  All of the above

Question 4

Identify four reasons why organizations fail.

Accepted Answer

.The organization is relatively weak in

Question 5

Receivership occurs when a business is unable to pay its creditors.

Accepted Answer

A) True 
 B)False

Question 6

Corporate failure,liquidation and lack of success are synonymous terms.

Accepted Answer

A) True 
 B)False

Question 7

Key questions to ask when assessing the situation and recovery potential include:

Accepted Answer

A)  What are the core activities of the organization? 
B)  Does the organization have the people it needs, who understand the business at all levels? 
C)  Can the necessary resources (other than people) that are going to be required be secured? 
D)  All of the above 
A)  What are the core activities of the organization? 
B)  Does the organization have the people it needs, who understand the business at all levels? 
C)  Can the necessary resources (other than people) that are going to be required be secured? 
D)  All of the above

Question 8

Retrenchment strategies are:

Accepted Answer

A)  Aimed at making the organization more competitive 
B)  Aimed at making the organization more productive and profitable 
C)  Aimed at making the organization more responsive to the needs of shareholders 
D)  Aimed at making the organization more cooperative with its external partners 
A)  Aimed at making the organization more competitive 
B)  Aimed at making the organization more productive and profitable 
C)  Aimed at making the organization more responsive to the needs of shareholders 
D)  Aimed at making the organization more cooperative with its external partners

Question 9

Research consistently confirms that in many cases the profits and successes anticipated from acquisitions fail to materialize.

Accepted Answer

A) True 
 B)False

Question 10

When managing in a recession concern needs to be given to:

Accepted Answer

A)  Take tough decisions. 
B)  Recognize that high prices may be unsustainable and act sooner rather than later. 
C)  Stay in close contact with customers and look for opportunities where both parties can help each other. 
D)  All of the above. 
A)  Take tough decisions. 
B)  Recognize that high prices may be unsustainable and act sooner rather than later. 
C)  Stay in close contact with customers and look for opportunities where both parties can help each other. 
D)  All of the above.

Question 11

A new product development turnaround strategy allows an organization to:

Accepted Answer

A)  Replace existing products with new ones. 
B)  Diversify its existing products into new markets. 
C)  Reduce the price of its existing products. 
D)  Find new uses for its existing products. 
A)  Replace existing products with new ones. 
B)  Diversify its existing products into new markets. 
C)  Reduce the price of its existing products. 
D)  Find new uses for its existing products.

Question 12

Rejuvenating mature businesses as a turnaround approach seeks to:

Accepted Answer

A)  Employ a new group of external board members. 
B)  Galvanize existing businesses through a creative, entrepreneurial approach 
C)  Create a strategic plan for success. 
D)  Develop stronger external networks. 
A)  Employ a new group of external board members. 
B)  Galvanize existing businesses through a creative, entrepreneurial approach 
C)  Create a strategic plan for success. 
D)  Develop stronger external networks.

Question 13

Symptoms of decline are not the causes of failure but indicators that an organization might be heading for failure.

Accepted Answer

A) True 
 B)False

Question 14

What are the key issues when selecting a divestment candidate?

Accepted Answer

.Current position in the product lifecyc

Question 15

Organizations fail usually for more than one reason,one likely factor is:

Accepted Answer

A)  A top-management team that is too large. 
B)  Demanding customers. 
C)  Poor management leading to poor financial control. 
D)  All of the above. 
A)  A top-management team that is too large. 
B)  Demanding customers. 
C)  Poor management leading to poor financial control. 
D)  All of the above.

Question 16

The skills required for rescue and recovery are likely to demand:

Accepted Answer

A)  A greater level of concentration from all staff. 
B)  Changing the strategic leader. 
C)  Formal reporting processes to be relaxed. 
D)  A disengagement from external network activities. 
A)  A greater level of concentration from all staff. 
B)  Changing the strategic leader. 
C)  Formal reporting processes to be relaxed. 
D)  A disengagement from external network activities.

Question 17

Sustained recovery is possible in a declining market.

Accepted Answer

A) True 
 B)False

Question 18

Identify the warning signals a small organization may show when it is suffering from weak strategic leadership.

Accepted Answer

.The existence of (too many)'would-bes'-

Question 19

The mismanagement of large projects often involves what mistakes?

Accepted Answer

.Underestimation of the capital requirem

Question 20

Turnaround strategies are designed to:

Accepted Answer

A)  Reposition the organization. 
B)  Bring quick results and contribute towards long term growth. 
C)  Enable management rotation. 
D)  Develop a feeling of unease among managers. 
A)  Reposition the organization. 
B)  Bring quick results and contribute towards long term growth. 
C)  Enable management rotation. 
D)  Develop a feeling of unease among managers.

Early adopters of new technology often achieve higher market shares and higher returns than later adopters of the technology.

Turnaround strategies are likely to address those areas which must be developed if there is to be a sustained recovery.

Acquisitions often fail to provide the profits and successes anticipated because:

Identify four reasons why organizations fail.

Receivership occurs when a business is unable to pay its creditors.

Corporate failure,liquidation and lack of success are synonymous terms.

Key questions to ask when assessing the situation and recovery potential include:

Retrenchment strategies are:

Research consistently confirms that in many cases the profits and successes anticipated from acquisitions fail to materialize.

When managing in a recession concern needs to be given to:

A new product development turnaround strategy allows an organization to:

Rejuvenating mature businesses as a turnaround approach seeks to:

Symptoms of decline are not the causes of failure but indicators that an organization might be heading for failure.

What are the key issues when selecting a divestment candidate?

Organizations fail usually for more than one reason,one likely factor is:

The skills required for rescue and recovery are likely to demand:

Sustained recovery is possible in a declining market.

Identify the warning signals a small organization may show when it is suffering from weak strategic leadership.

The mismanagement of large projects often involves what mistakes?

Turnaround strategies are designed to:

What is Strategy

Strategic Objectives

Governance,Ethics & Corporate Social Responsibility in Strategy

Culture and Strategy

The Internal Environment

The External Environment

Business-Level Strategy

Corporate-Level Strategy

International Strategy

Competitive Rivalry & Competitive Dynamics

Strategic Leadership

Strategic Change

Strategic Implementation

Organizational Structure and Controls

Strategic Entrepreneurship

Filters

Exam 12: Strategic Failure and Turnaround

Early adopters of new technology often achieve higher market shares and higher returns than later adopters of the technology.

Turnaround strategies are likely to address those areas which must be developed if there is to be a sustained recovery.

Acquisitions often fail to provide the profits and successes anticipated because:

Identify four reasons why organizations fail.

Receivership occurs when a business is unable to pay its creditors.

Corporate failure,liquidation and lack of success are synonymous terms.

Key questions to ask when assessing the situation and recovery potential include:

Retrenchment strategies are:

Research consistently confirms that in many cases the profits and successes anticipated from acquisitions fail to materialize.

When managing in a recession concern needs to be given to:

A new product development turnaround strategy allows an organization to:

Rejuvenating mature businesses as a turnaround approach seeks to:

Symptoms of decline are not the causes of failure but indicators that an organization might be heading for failure.

What are the key issues when selecting a divestment candidate?

Organizations fail usually for more than one reason,one likely factor is:

The skills required for rescue and recovery are likely to demand:

Sustained recovery is possible in a declining market.

Identify the warning signals a small organization may show when it is suffering from weak strategic leadership.

The mismanagement of large projects often involves what mistakes?

Turnaround strategies are designed to:

What is Strategy

Strategic Objectives

Governance,Ethics & Corporate Social Responsibility in Strategy

Culture and Strategy

The Internal Environment

The External Environment

Business-Level Strategy

Corporate-Level Strategy

International Strategy

Competitive Rivalry & Competitive Dynamics

Strategic Leadership

Strategic Change

Strategic Implementation

Organizational Structure and Controls

Strategic Entrepreneurship

Filters