Question 1

Changing prices as part of a turnaround strategy can:

Accepted Answer

A)  Result in increased revenue. 
B)  Motivate employees to work harder. 
C)  Increase a product's utility. 
D)  Create better marketing intelligence. 
A)  Result in increased revenue. 
B)  Motivate employees to work harder. 
C)  Increase a product's utility. 
D)  Create better marketing intelligence.

Question 2

A private-sector,profit-seeking firm may not necessarily be considered a failure if it ended up in liquidation and was closed down with its assets sold off piecemeal.

Accepted Answer

A) True 
 B)False

Question 3

Sustained survival and recovery may involve divestment of assets or part of the business to enable the company to concentrate on selected market segments or products.

Accepted Answer

A) True 
 B)False

Question 4

Threats:

Accepted Answer

A)  Come only from the broad environment 
B)  Typically cannot be overcome 
C)  Can stand in the way of organizational competitiveness and stakeholder satisfaction 
D)  Are generally the result of moving too slowly against competitors 
A)  Come only from the broad environment 
B)  Typically cannot be overcome 
C)  Can stand in the way of organizational competitiveness and stakeholder satisfaction 
D)  Are generally the result of moving too slowly against competitors

Question 5

Sustained survival can apply if an organization failed to use its increased earning effectively and did not diversify into new,more profitable opportunities which could provide growth prospects.

Accepted Answer

A) True 
 B)False

Question 6

What themes determine the likelihood of turnaround success?

Accepted Answer

.An existence of 'some fat to live off'.

Question 7

Through rationalizing the product line an organization can:

Accepted Answer

A)  Increase the variety of products it offers. 
B)  Reduce the variety of products it offers. 
C)  Produce new products to replace existing ones. 
D)  Move into new markets. 
A)  Increase the variety of products it offers. 
B)  Reduce the variety of products it offers. 
C)  Produce new products to replace existing ones. 
D)  Move into new markets.

Question 8

Neglecting the core business when undergoing rapid change will ensure a strong foundation for growth.

Accepted Answer

A) True 
 B)False

Question 9

Financial success is the only determinant of whether an organization is failing or not.

Accepted Answer

A) True 
 B)False

Question 10

Paradoxically,a recession can be an ideal time to:

Accepted Answer

A)  Employ more staff. 
B)  Develop better relations with shareholders. 
C)  Loosen controls allowing managers more freedom to act. 
D)  Invest in the future. 
A)  Employ more staff. 
B)  Develop better relations with shareholders. 
C)  Loosen controls allowing managers more freedom to act. 
D)  Invest in the future.

Question 11

What are the non-financial symptoms that indicate an organization may be failing?

Accepted Answer

.Falling sales,measured by volume or rev

Question 12

A refocusing turnaround strategy enables an organization to:

Accepted Answer

A)  Refocus its efforts gaining greater financial control. 
B)  Establish greater communication links internally and externally. 
C)  Concentrate effort on specific customers and specific products, relating the two together. 
D)  Put even greater effort into its vision and mission. 
A)  Refocus its efforts gaining greater financial control. 
B)  Establish greater communication links internally and externally. 
C)  Concentrate effort on specific customers and specific products, relating the two together. 
D)  Put even greater effort into its vision and mission.

Question 13

Identify the circumstances that improve the likelihood that sustained recovery is possible.

Accepted Answer

.There are fewer causes of decline
.The

Question 14

A change in strategy is needed to affect a turnaround when:

Accepted Answer

A)  Profits have declined to a crisis stage. 
B)  Senior managers cannot agree on what to do. 
C)  Actions are no longer consistent with an espoused strategy. 
D)  Financial indicators are not looking good. 
A)  Profits have declined to a crisis stage. 
B)  Senior managers cannot agree on what to do. 
C)  Actions are no longer consistent with an espoused strategy. 
D)  Financial indicators are not looking good.

Question 15

It is possible for an organization to launch specific products that fail,but for it to still be considered a 'successful' company.

Accepted Answer

A) True 
 B)False

Question 16

What competitive forces could result in a weak competitor being in decline?

Accepted Answer

.Organizations can find themselves in de

Question 17

Symptoms of decline show when an organization is performing unsuccessfully relative to what might be expected by an objective outsider or analyst.

Accepted Answer

A) True 
 B)False

Question 18

Symptoms of failure are limited to the financial performance of an organization.

Accepted Answer

A) True 
 B)False

Question 19

An organization that achieves its objectives cannot be considered to be failing.

Accepted Answer

A) True 
 B)False

Question 20

An organization dominated by accountants or engineers might:

Accepted Answer

A)  Have loose reporting mechanisms 
B)  Focus on developing sub-cultures of creativity and innovation 
C)  Fail to pay sufficient attention to changing customer requirements and competition 
D)  Be successful in managing change 
A)  Have loose reporting mechanisms 
B)  Focus on developing sub-cultures of creativity and innovation 
C)  Fail to pay sufficient attention to changing customer requirements and competition 
D)  Be successful in managing change

Changing prices as part of a turnaround strategy can:

A private-sector,profit-seeking firm may not necessarily be considered a failure if it ended up in liquidation and was closed down with its assets sold off piecemeal.

Sustained survival and recovery may involve divestment of assets or part of the business to enable the company to concentrate on selected market segments or products.

Threats:

Sustained survival can apply if an organization failed to use its increased earning effectively and did not diversify into new,more profitable opportunities which could provide growth prospects.

What themes determine the likelihood of turnaround success?

Through rationalizing the product line an organization can:

Neglecting the core business when undergoing rapid change will ensure a strong foundation for growth.

Financial success is the only determinant of whether an organization is failing or not.

Paradoxically,a recession can be an ideal time to:

What are the non-financial symptoms that indicate an organization may be failing?

A refocusing turnaround strategy enables an organization to:

Identify the circumstances that improve the likelihood that sustained recovery is possible.

A change in strategy is needed to affect a turnaround when:

It is possible for an organization to launch specific products that fail,but for it to still be considered a 'successful' company.

What competitive forces could result in a weak competitor being in decline?

Symptoms of decline show when an organization is performing unsuccessfully relative to what might be expected by an objective outsider or analyst.

Symptoms of failure are limited to the financial performance of an organization.

An organization that achieves its objectives cannot be considered to be failing.

An organization dominated by accountants or engineers might:

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

Changing prices as part of a turnaround strategy can:

A private-sector,profit-seeking firm may not necessarily be considered a failure if it ended up in liquidation and was closed down with its assets sold off piecemeal.

Sustained survival and recovery may involve divestment of assets or part of the business to enable the company to concentrate on selected market segments or products.

Threats:

Sustained survival can apply if an organization failed to use its increased earning effectively and did not diversify into new,more profitable opportunities which could provide growth prospects.

What themes determine the likelihood of turnaround success?

Through rationalizing the product line an organization can:

Neglecting the core business when undergoing rapid change will ensure a strong foundation for growth.

Financial success is the only determinant of whether an organization is failing or not.

Paradoxically,a recession can be an ideal time to:

What are the non-financial symptoms that indicate an organization may be failing?

A refocusing turnaround strategy enables an organization to:

Identify the circumstances that improve the likelihood that sustained recovery is possible.

A change in strategy is needed to affect a turnaround when:

It is possible for an organization to launch specific products that fail,but for it to still be considered a 'successful' company.

What competitive forces could result in a weak competitor being in decline?

Symptoms of decline show when an organization is performing unsuccessfully relative to what might be expected by an objective outsider or analyst.

Symptoms of failure are limited to the financial performance of an organization.

An organization that achieves its objectives cannot be considered to be failing.

An organization dominated by accountants or engineers might:

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