Question 1

Which of the following is NOT a reason for the emergence of multi-business companies?

Accepted Answer

A)  Companies can enter businesses with greater growth potential 
B)  Companies can enter businesses with different cyclical considerations 
C)  Companies can diversify inherent risks 
D)  Companies can slow their internal growth 
A)  Companies can enter businesses with greater growth potential 
B)  Companies can enter businesses with different cyclical considerations 
C)  Companies can diversify inherent risks 
D)  Companies can slow their internal growth

Question 2

Situations that involve _______ occur when no real overlapping capabilities or products exist other than financial resources.

Accepted Answer

A)  Financial diversification 
B)  Unrelated diversification 
C)  Related diversification 
D)  Leveraged businesses 
A)  Financial diversification 
B)  Unrelated diversification 
C)  Related diversification 
D)  Leveraged businesses

Question 3

How many cells are in the industry attractiveness-business strength matrix?

Accepted Answer

A)  4 
B)  9 
C)  12 
D)  16 
A)  4 
B)  9 
C)  12 
D)  16

Question 4

_________ has few sources of advantage,with most of them small.This results in very competitive situations.

Accepted Answer

A)  Fragmented businesses 
B)  Volume businesses 
C)  Stalemate businesses 
D)  Specialization businesses 
A)  Fragmented businesses 
B)  Volume businesses 
C)  Stalemate businesses 
D)  Specialization businesses

Question 5

Which matrix allows one way for multi-business companies to rationalize what businesses they are in--businesses that share core competencies and associated competitive advantages.

Accepted Answer

A)  Growth-share matrix 
B)  Portfolio attractiveness matrix 
C)  Strategic environments matrix 
D)  Business strength matrix 
A)  Growth-share matrix 
B)  Portfolio attractiveness matrix 
C)  Strategic environments matrix 
D)  Business strength matrix

Question 6

As per the BCG matrix,which of these businesses should be divested or liquidated?

Accepted Answer

A)  Cash cows 
B)  Guzzlers 
C)  Dogs 
D)  Stars 
A)  Cash cows 
B)  Guzzlers 
C)  Dogs 
D)  Stars

Question 7

Which of the following factors is considered in determining a business's strength for the industry attractiveness-business strength matrix?

Accepted Answer

A)  Threat of substitute products 
B)  Economic factors 
C)  Sociopolitical considerations 
D)  Response time 
A)  Threat of substitute products 
B)  Economic factors 
C)  Sociopolitical considerations 
D)  Response time

Question 8

The ______ portrays the notion that firms need to be self-sufficient in capital.

Accepted Answer

A)  Environmental approach 
B)  Parenting approach 
C)  Portfolio approach 
D)  Patching approach 
A)  Environmental approach 
B)  Parenting approach 
C)  Portfolio approach 
D)  Patching approach

Question 9

Which of the following represents an operating opportunity to build value or sharing?

Accepted Answer

A)  Shared inbound or outbound shipping and materials handling 
B)  Shared management know-how 
C)  Shared after-sales service 
D)  Shared brand name 
A)  Shared inbound or outbound shipping and materials handling 
B)  Shared management know-how 
C)  Shared after-sales service 
D)  Shared brand name

Question 10

Crabtree Soup has been facing intense competition and suffering low profit margins for a year now.The market for their specialty soups has matured and the firm is being managed for short-term cash flow to supplement SwissCo's corporate-level resource needs.Which type of firm is Crabtree Soup as per the BCG Growth-Share matrix?

Accepted Answer

A)  Star 
B)  Dog 
C)  Cash cow 
D)  Question mark 
A)  Star 
B)  Dog 
C)  Cash cow 
D)  Question mark

Which of the following is NOT a reason for the emergence of multi-business companies?

Situations that involve _______ occur when no real overlapping capabilities or products exist other than financial resources.

How many cells are in the industry attractiveness-business strength matrix?

_________ has few sources of advantage,with most of them small.This results in very competitive situations.

Which matrix allows one way for multi-business companies to rationalize what businesses they are in--businesses that share core competencies and associated competitive advantages.

As per the BCG matrix,which of these businesses should be divested or liquidated?

Which of the following factors is considered in determining a business's strength for the industry attractiveness-business strength matrix?

The ______ portrays the notion that firms need to be self-sufficient in capital.

Which of the following represents an operating opportunity to build value or sharing?

Strategic Management

Company Mission

Corporate Social Responsibility and Business Ethics

The External Environment

The Global Environment

Internal Analysis

Long-Term Objectives and Strategies

Business Strategy

Implementation

Organizational Structure

Leadership and Culture

Strategic Control

Innovation and Entrepreneurship

Filters

Exam 9: Multibusiness Strategy

Which of the following is NOT a reason for the emergence of multi-business companies?

Situations that involve _______ occur when no real overlapping capabilities or products exist other than financial resources.

How many cells are in the industry attractiveness-business strength matrix?

_________ has few sources of advantage,with most of them small.This results in very competitive situations.

Which matrix allows one way for multi-business companies to rationalize what businesses they are in--businesses that share core competencies and associated competitive advantages.

As per the BCG matrix,which of these businesses should be divested or liquidated?

Which of the following factors is considered in determining a business's strength for the industry attractiveness-business strength matrix?

The ______ portrays the notion that firms need to be self-sufficient in capital.

Which of the following represents an operating opportunity to build value or sharing?

Strategic Management

Company Mission

Corporate Social Responsibility and Business Ethics

The External Environment

The Global Environment

Internal Analysis

Long-Term Objectives and Strategies

Business Strategy

Implementation

Organizational Structure

Leadership and Culture

Strategic Control

Innovation and Entrepreneurship

Filters