Question 1

Which of the following is an example of a real option?

Accepted Answer

A) Futures contract for commodity goods 
B) Service partnership established to develop new potential products 
C) Option to expand a manufacturing plant's capacity 
D) Extending a supplier's contract for 3 years 
A) Futures contract for commodity goods 
B) Service partnership established to develop new potential products 
C) Option to expand a manufacturing plant's capacity 
D) Extending a supplier's contract for 3 years C

Question 2

All of the following increase the value of real options EXCEPT:

Accepted Answer

A) Increase the present value of expected operation cash flows 
B) Decrease uncertainty of expected cash flows 
C) Reduce value lost by waiting to make full investment 
D) Use a signaling device to various industry players 
A) Increase the present value of expected operation cash flows 
B) Decrease uncertainty of expected cash flows 
C) Reduce value lost by waiting to make full investment 
D) Use a signaling device to various industry players B

Question 3

Critical criteria for scenario planning include:

Accepted Answer

A) Plausible and consistent 
B) Indicators sensitive to current market 
C) Long term perspective 
D) All of the above 
A) Plausible and consistent 
B) Indicators sensitive to current market 
C) Long term perspective 
D) All of the above D

Question 4

Processes that constrain the development of more efficient and effective approaches are :

Accepted Answer

A) Bottleneck Process 
B) Stagnant Process 
C) Path dependent 
D) Path Ambivalent 
A) Bottleneck Process 
B) Stagnant Process 
C) Path dependent 
D) Path Ambivalent

Question 5

Changing business models can contribute to:

Accepted Answer

A) Strategic clarity and purpose 
B) Innovation and increased competitiveness 
C) Strategy implementation and assessment 
D) Increased risk portfolio 
A) Strategic clarity and purpose 
B) Innovation and increased competitiveness 
C) Strategy implementation and assessment 
D) Increased risk portfolio

Question 6

An example of a tactic for being flexible is to:

Accepted Answer

A) Focus employees on specific projects with explicit directions 
B) Eliminate partnership with fellow industry members 
C) Increase versatility and quality of employees' skills and experience 
D) Invest in non-redeployable assets 
A) Focus employees on specific projects with explicit directions 
B) Eliminate partnership with fellow industry members 
C) Increase versatility and quality of employees' skills and experience 
D) Invest in non-redeployable assets

Question 7

Open business models are used by firms to:

Accepted Answer

A) Rely on at least one customer group benefiting from free offer 
B) Reduce inventory costs and focus on niche markets 
C) Bring together separate, interdependent customers 
D) Create and capture value by systematic collaboration 
A) Rely on at least one customer group benefiting from free offer 
B) Reduce inventory costs and focus on niche markets 
C) Bring together separate, interdependent customers 
D) Create and capture value by systematic collaboration

Question 8

Scenario planning involves:

Accepted Answer

A) Identifying plausible futures that affect firm's success 
B) Projecting the past into the future to assess risk 
C) Developing rigid plan to identify risk 
D) Identifying best real option and creating solutions 
A) Identifying plausible futures that affect firm's success 
B) Projecting the past into the future to assess risk 
C) Developing rigid plan to identify risk 
D) Identifying best real option and creating solutions

Question 9

Which of the following is TRUE:

Accepted Answer

A) Top dog strategy firms must realize risk of over-utilization 
B) Strategic decisions are easily altered, expensive and rare 
C) Strategic limits that appear to limit options can actually benefit firms. 
D) Individuals most often use explicit, controlled thinking about environmental issues. 
A) Top dog strategy firms must realize risk of over-utilization 
B) Strategic decisions are easily altered, expensive and rare 
C) Strategic limits that appear to limit options can actually benefit firms. 
D) Individuals most often use explicit, controlled thinking about environmental issues.

Question 10

Resistance to taking action comes from all of the following except:

Accepted Answer

A) Global and national cultures 
B) Industrial clusters 
C) Individual mindset 
D) Organizational factors 
A) Global and national cultures 
B) Industrial clusters 
C) Individual mindset 
D) Organizational factors

Which of the following is an example of a real option?

All of the following increase the value of real options EXCEPT:

Critical criteria for scenario planning include:

Processes that constrain the development of more efficient and effective approaches are :

Changing business models can contribute to:

An example of a tactic for being flexible is to:

Open business models are used by firms to:

Scenario planning involves:

Which of the following is TRUE:

Resistance to taking action comes from all of the following except:

The Environment and Natural Capital

Social Pressures on Organizations

Environmental Regulation and Its Impact on Organizations

Strategy With an Environmental Lens

Strategy Principles and Analyses to Inform Strategy

Competencies and Tactics to Support Strategies

Business Strategy and Corporate Strategy

Measuring and Reporting Environmental Strategy

Marketing, Labeling, and Analyzing Products

High-Performance Operations

Environmental Sustainability in Unique Situations

Filters

Exam 11: Keeping Focus

Which of the following is an example of a real option?

All of the following increase the value of real options EXCEPT:

Critical criteria for scenario planning include:

Processes that constrain the development of more efficient and effective approaches are :

Changing business models can contribute to:

An example of a tactic for being flexible is to:

Open business models are used by firms to:

Scenario planning involves:

Which of the following is TRUE:

Resistance to taking action comes from all of the following except:

The Environment and Natural Capital

Social Pressures on Organizations

Environmental Regulation and Its Impact on Organizations

Strategy With an Environmental Lens

Strategy Principles and Analyses to Inform Strategy

Competencies and Tactics to Support Strategies

Business Strategy and Corporate Strategy

Measuring and Reporting Environmental Strategy

Marketing, Labeling, and Analyzing Products

High-Performance Operations

Environmental Sustainability in Unique Situations

Filters