Question 1

Inbound logistics include which of the following?

Accepted Answer

A)  machining and packaging 
B)  repair and parts supply 
C)  promotion and packaging 
D)  warehousing and inventory control 
A)  machining and packaging 
B)  repair and parts supply 
C)  promotion and packaging 
D)  warehousing and inventory control

Question 2

To be considered strategic resources that contribute competitive advantage, they must have several characteristics. Which of the following is not one of these?

Accepted Answer

A)  rare 
B)  valuable 
C)  inexpensive to imitate 
D)  costly to substitute 
A)  rare 
B)  valuable 
C)  inexpensive to imitate 
D)  costly to substitute

Question 3

Campbell Soup uses electronic networks to improve the efficiency of outbound logistics. This is an example of relationships among activities within the firm and with other stakeholdersthatare part of the company expanded value chain.

Accepted Answer

A) True 
 B)False

Question 4

Managers should focus their attention on interrelationships among value-chain activities within the firm, not on relationships among activities within the firm and other organizations (suchas suppliers and customers).

Accepted Answer

A) True 
 B)False

Question 5

________ is/are associated with collecting, storing, and distributing the product or service to buyers. They consist of warehousing, material handling, delivery operation, order processing, and scheduling.

Accepted Answer

A)  Services 
B)  Inbound logistics 
C)  Outbound logistics 
D)  Operations 
A)  Services 
B)  Inbound logistics 
C)  Outbound logistics 
D)  Operations

Question 6

Which of the following is not an example of organizational capabilities?

Accepted Answer

A)  outstanding customer service 
B)  reputation with customers for quality and reliability 
C)  innovativeness of products and services 
D)  ability to hire, motivate, and retain human capital 
A)  outstanding customer service 
B)  reputation with customers for quality and reliability 
C)  innovativeness of products and services 
D)  ability to hire, motivate, and retain human capital

Question 7

The balanced scorecard, developed by Kaplan and Norton, helps to integrate

Accepted Answer

A)  financial analysis and the reputation of a firm. 
B)  intangible resources and operational measures. 
C)  financial analysis and stakeholder perspectives. 
D)  short-term perspectives and strategic positioning. 
A)  financial analysis and the reputation of a firm. 
B)  intangible resources and operational measures. 
C)  financial analysis and stakeholder perspectives. 
D)  short-term perspectives and strategic positioning.

Question 8

From the innovation and learning perspective, survival is dependent upon managers making ________ changes to existing products and services as well as introduce entirely new productswithexpanded capabilities.

Accepted Answer

A)  few 
B)  no 
C)  frequent 
D)  rare 
A)  few 
B)  no 
C)  frequent 
D)  rare

Question 9

Groupon offers online coupons for bargains at local shops and restaurants. Which of the following is a reason that rivals are limiting its growth?

Accepted Answer

A)  Its core capability is not easily imitated. 
B)  Its core capability is easily imitated. 
C)  Not many firms possess the same capability. 
D)  There are few equivalent capabilities. 
A)  Its core capability is not easily imitated. 
B)  Its core capability is easily imitated. 
C)  Not many firms possess the same capability. 
D)  There are few equivalent capabilities.

Question 10

The internal business perspective of the balanced scorecard answers which of the following questions?

Accepted Answer

A)  How do customers see us? 
B)  What must we excel at? 
C)  How do we look to shareholders? 
D)  Can we continue to improve and create value? 
A)  How do customers see us? 
B)  What must we excel at? 
C)  How do we look to shareholders? 
D)  Can we continue to improve and create value?

Question 11

Four factors help explain the extent to which employees and managers will be able to obtain a proportionately high level of the profits that they generate. Which is not one of these factors?

Accepted Answer

A)  employee bargaining power 
B)  employee replacement cost 
C)  employee exit costs 
D)  competitor bargaining power 
A)  employee bargaining power 
B)  employee replacement cost 
C)  employee exit costs 
D)  competitor bargaining power

Question 12

Intangible resources are typically embedded in ________ routines and practices that have evolved and accumulated over time.

Accepted Answer

A)  common 
B)  standard 
C)  unique 
D)  obvious 
A)  common 
B)  standard 
C)  unique 
D)  obvious

Question 13

A primary benefit of the balanced scorecard is that it complements financial indicators with operational measures of customer satisfaction, internal processes, and the innovation and improvement activities of the organization.

Accepted Answer

A) True 
 B)False

Question 14

The financial perspective of the balanced scorecard answers which of the following questions?

Accepted Answer

A)  How do customers see us? 
B)  What must we excel at? 
C)  How do we look to shareholders? 
D)  Can we continue to improve and create value? 
A)  How do customers see us? 
B)  What must we excel at? 
C)  How do we look to shareholders? 
D)  Can we continue to improve and create value?

Question 15

Primary activities contribute to the physical creation of a product or service, its sale and transfer to the buyer, and its service after the sale.

Accepted Answer

A) True 
 B)False

Question 16

Which of the following groups generally is charged with creating value through the process of organizing, coordinating, and leveraging employees as well as other forms of capital suchas plant, equipment, and financial capital?

Accepted Answer

A)  unions 
B)  boards of directors 
C)  managers 
D)  stakeholders 
A)  unions 
B)  boards of directors 
C)  managers 
D)  stakeholders

Question 17

Which of these categories of financial ratios is used to measure the ability of a firm to meet its short-term financial obligations?

Accepted Answer

A)  liquidity ratios 
B)  profitability ratios 
C)  activity ratios 
D)  leverage ratios 
A)  liquidity ratios 
B)  profitability ratios 
C)  activity ratios 
D)  leverage ratios

Question 18

Managers must commit to a ________ use of the balanced scorecard if they expect sustained performance.

Accepted Answer

A)  short-term 
B)  long-term 
C)  interim 
D)  rapid 
A)  short-term 
B)  long-term 
C)  interim 
D)  rapid

Question 19

German truck and trailer manufacturer, Schmitz Cargobull, mainly serves customers that are operators of truck or trailer fleets. What sets the company apart is its expertise in telematics(the integrated application of telecommunications data) to monitor the current state of any Schmitz Cargobull-produced trailer. This is an example of using ________ to enhance customer value and increase ________ position.

Accepted Answer

A)  sales; competitive 
B)  operations; marketing 
C)  information technology; competitive 
D)  human resources; marketing 
A)  sales; competitive 
B)  operations; marketing 
C)  information technology; competitive 
D)  human resources; marketing

Question 20

The resource-based view of the firm focuses solely on the internal analysis of the operations of the firm.

Accepted Answer

A) True 
 B)False

Inbound logistics include which of the following?

To be considered strategic resources that contribute competitive advantage, they must have several characteristics. Which of the following is not one of these?

Campbell Soup uses electronic networks to improve the efficiency of outbound logistics. This is an example of relationships among activities within the firm and with other stakeholdersthatare part of the company expanded value chain.

Managers should focus their attention on interrelationships among value-chain activities within the firm, not on relationships among activities within the firm and other organizations (suchas suppliers and customers).

________ is/are associated with collecting, storing, and distributing the product or service to buyers. They consist of warehousing, material handling, delivery operation, order processing, and scheduling.

Which of the following is not an example of organizational capabilities?

The balanced scorecard, developed by Kaplan and Norton, helps to integrate

From the innovation and learning perspective, survival is dependent upon managers making ________ changes to existing products and services as well as introduce entirely new productswithexpanded capabilities.

Groupon offers online coupons for bargains at local shops and restaurants. Which of the following is a reason that rivals are limiting its growth?

The internal business perspective of the balanced scorecard answers which of the following questions?

Four factors help explain the extent to which employees and managers will be able to obtain a proportionately high level of the profits that they generate. Which is not one of these factors?

Intangible resources are typically embedded in ________ routines and practices that have evolved and accumulated over time.

A primary benefit of the balanced scorecard is that it complements financial indicators with operational measures of customer satisfaction, internal processes, and the innovation and improvement activities of the organization.

The financial perspective of the balanced scorecard answers which of the following questions?

Primary activities contribute to the physical creation of a product or service, its sale and transfer to the buyer, and its service after the sale.

Which of the following groups generally is charged with creating value through the process of organizing, coordinating, and leveraging employees as well as other forms of capital suchas plant, equipment, and financial capital?

Which of these categories of financial ratios is used to measure the ability of a firm to meet its short-term financial obligations?

Managers must commit to a ________ use of the balanced scorecard if they expect sustained performance.

The resource-based view of the firm focuses solely on the internal analysis of the operations of the firm.

Strategic Management Creating Competitive Advantages

Analyzing the External Environment of the Firm Creating Competitive Advantages

Recognizing a Firm's Intellectual Assets Moving beyond a Firm's Tangible Resources

Business-Level Strategy Creating and Sustaining Competitive Advantages

Corporate-Level Strategy Creating Value through Diversification

International Strategy Creating Value in Global Markets

Entrepreneurial Strategy and Competitive Dynamics

Strategic Control and Corporate Governance

Creating Effective Organizational Designs

Strategic Leadership Creating a Learning Organization and an Ethical Organization

Managing Innovation and Fostering Corporate Entrepreneurship

Filters

Exam 3: Assessing the Internal Environment of the Firm

Inbound logistics include which of the following?

To be considered strategic resources that contribute competitive advantage, they must have several characteristics. Which of the following is not one of these?

Campbell Soup uses electronic networks to improve the efficiency of outbound logistics. This is an example of relationships among activities within the firm and with other stakeholdersthatare part of the company expanded value chain.

Managers should focus their attention on interrelationships among value-chain activities within the firm, not on relationships among activities within the firm and other organizations (suchas suppliers and customers).

________ is/are associated with collecting, storing, and distributing the product or service to buyers. They consist of warehousing, material handling, delivery operation, order processing, and scheduling.

Which of the following is not an example of organizational capabilities?

The balanced scorecard, developed by Kaplan and Norton, helps to integrate

From the innovation and learning perspective, survival is dependent upon managers making ________ changes to existing products and services as well as introduce entirely new productswithexpanded capabilities.

Groupon offers online coupons for bargains at local shops and restaurants. Which of the following is a reason that rivals are limiting its growth?

The internal business perspective of the balanced scorecard answers which of the following questions?

Four factors help explain the extent to which employees and managers will be able to obtain a proportionately high level of the profits that they generate. Which is not one of these factors?

Intangible resources are typically embedded in ________ routines and practices that have evolved and accumulated over time.

A primary benefit of the balanced scorecard is that it complements financial indicators with operational measures of customer satisfaction, internal processes, and the innovation and improvement activities of the organization.

The financial perspective of the balanced scorecard answers which of the following questions?

Primary activities contribute to the physical creation of a product or service, its sale and transfer to the buyer, and its service after the sale.

Which of the following groups generally is charged with creating value through the process of organizing, coordinating, and leveraging employees as well as other forms of capital suchas plant, equipment, and financial capital?

Which of these categories of financial ratios is used to measure the ability of a firm to meet its short-term financial obligations?

Managers must commit to a ________ use of the balanced scorecard if they expect sustained performance.

The resource-based view of the firm focuses solely on the internal analysis of the operations of the firm.

Strategic Management Creating Competitive Advantages

Analyzing the External Environment of the Firm Creating Competitive Advantages

Recognizing a Firm's Intellectual Assets Moving beyond a Firm's Tangible Resources

Business-Level Strategy Creating and Sustaining Competitive Advantages

Corporate-Level Strategy Creating Value through Diversification

International Strategy Creating Value in Global Markets

Entrepreneurial Strategy and Competitive Dynamics

Strategic Control and Corporate Governance

Creating Effective Organizational Designs

Strategic Leadership Creating a Learning Organization and an Ethical Organization

Managing Innovation and Fostering Corporate Entrepreneurship

Filters