Question 1

The recommended ways to outperform competitors do NOT include providing a:

Accepted Answer

A)  bigger range of products or services 
B)  better range of products or services 
C)  cheaper range of products or services 
D)  different range of products or services 
A)  bigger range of products or services 
B)  better range of products or services 
C)  cheaper range of products or services 
D)  different range of products or services A

Question 2

Strategy refers to those decisions that have a medium- to long-term impact on the activities of the organisation.

Accepted Answer

A) True 
 B)False  True

Question 3

Typical 'stakeholders' of an organisation do not include its:

Accepted Answer

A)  employees 
B)  board of directors 
C)  suppliers 
D)  World Trade Organization 
A)  employees 
B)  board of directors 
C)  suppliers 
D)  World Trade Organization D

Question 4

Competitive advantage is not just making a profit.

Accepted Answer

A) True 
 B)False

Question 5

Who is more important for a strategic planner-shareholders or stakeholders? Comment.

Accepted Answer

Traditionally,many managers,analysts and

Question 6

What are the features of a good 'vision statement'? Explain.

Accepted Answer

A vision statement is a statement that i

Question 7

The value chain of an organisation:

Accepted Answer

A)  includes only those activities that are profitable 
B)  is determined by what competitors choose not to do 
C)  is the set of activities that the organisation undertakes or organises to deliver the product to the customer 
D)  is determined by collaborating firms such that value-adding activities are arranged in a chain of value creation between collaborators 
A)  includes only those activities that are profitable 
B)  is determined by what competitors choose not to do 
C)  is the set of activities that the organisation undertakes or organises to deliver the product to the customer 
D)  is determined by collaborating firms such that value-adding activities are arranged in a chain of value creation between collaborators

Question 8

Hay and Williamson argued that for a strategy to be effectively understood and accepted:

Accepted Answer

A)  the strategy should provide direction in the form of a worthwhile, relevant goal 
B)  it should help work teams see the leverage provided by the interaction of their own tasks and initiatives occurring elsewhere in the organisation 
C)  it can be used by shop stewards as guidance for tradeoffs in collective bargaining deals 
D)  it facilitates communication by establishing a common language which everyone can use 
A)  the strategy should provide direction in the form of a worthwhile, relevant goal 
B)  it should help work teams see the leverage provided by the interaction of their own tasks and initiatives occurring elsewhere in the organisation 
C)  it can be used by shop stewards as guidance for tradeoffs in collective bargaining deals 
D)  it facilitates communication by establishing a common language which everyone can use

Question 9

The function(s)of key stakeholders is/are to:

Accepted Answer

A)  constitute the effective corporate governance of the company 
B)  influence the major decisions the company will make 
C)  determine the current and future strategy of the company 
D)  all of the above 
A)  constitute the effective corporate governance of the company 
B)  influence the major decisions the company will make 
C)  determine the current and future strategy of the company 
D)  all of the above

Question 10

The 'odd one out' among these statements is:

Accepted Answer

A)  vision and mission 
B)  strategic intent 
C)  tactical foresight 
D)  core purpose 
A)  vision and mission 
B)  strategic intent 
C)  tactical foresight 
D)  core purpose

Question 11

Why is it difficult to identify the existing business strategy of an organisation? Discuss.

Accepted Answer

It may often difficult to identify the e

Question 12

The business strategy process has four distinct stages except:

Accepted Answer

A)  business strategy 
B)  value proposition 
C)  product development 
D)  business strategy plan 
E)  business model 
A)  business strategy 
B)  value proposition 
C)  product development 
D)  business strategy plan 
E)  business model

Question 13

Tests for a good business strategy do NOT include the requirement that the strategy:

Accepted Answer

A)  creates value for customers 
B)  will confuse competitors 
C)  is unique compared with competitors 
D)  is enduring 
A)  creates value for customers 
B)  will confuse competitors 
C)  is unique compared with competitors 
D)  is enduring

Question 14

Sustainable business development does not mean the 'triple bottom line' sustainability,but economic sustainability of the business.

Accepted Answer

A) True 
 B)False

Question 15

'Does the organisation plan to grow?' is an unnecessary first question of business strategy.

Accepted Answer

A) True 
 B)False

Question 16

A vision statement is a succinct statement that identifies long-term strategic purpose of the organisation.

Accepted Answer

A) True 
 B)False

Question 17

A 'demand side' perspective refers to the overall demand for a particular product or service.

Accepted Answer

A) True 
 B)False

Question 18

Petris's model of the 'phases in the strategy-making process in the public sector' does NOT include:

Accepted Answer

A)  setting direction through strategic frameworks 
B)  consulting with strategic stakeholder groups to achieve working consensus 
C)  transforming strategic frameworks into policies and programs 
D)  implementing policies and programs 
A)  setting direction through strategic frameworks 
B)  consulting with strategic stakeholder groups to achieve working consensus 
C)  transforming strategic frameworks into policies and programs 
D)  implementing policies and programs

Question 19

According to Kim and Mauborgne,there are four utility levers.

Accepted Answer

A) True 
 B)False

Question 20

The behavioural theory approach of the firm:

Accepted Answer

A)  allows for the existence of a variety of stakeholders 
B)  controls the power of strategic stakeholders 
C)  simplifies the process of monitoring strategy 
D)  explains why key stakeholders' differing expectations are always in agreement 
A)  allows for the existence of a variety of stakeholders 
B)  controls the power of strategic stakeholders 
C)  simplifies the process of monitoring strategy 
D)  explains why key stakeholders' differing expectations are always in agreement

The recommended ways to outperform competitors do NOT include providing a:

Strategy refers to those decisions that have a medium- to long-term impact on the activities of the organisation.

Typical 'stakeholders' of an organisation do not include its:

Competitive advantage is not just making a profit.

Who is more important for a strategic planner-shareholders or stakeholders? Comment.

What are the features of a good 'vision statement'? Explain.

The value chain of an organisation:

Hay and Williamson argued that for a strategy to be effectively understood and accepted:

The function(s)of key stakeholders is/are to:

The 'odd one out' among these statements is:

Why is it difficult to identify the existing business strategy of an organisation? Discuss.

The business strategy process has four distinct stages except:

Tests for a good business strategy do NOT include the requirement that the strategy:

Sustainable business development does not mean the 'triple bottom line' sustainability,but economic sustainability of the business.

'Does the organisation plan to grow?' is an unnecessary first question of business strategy.

A vision statement is a succinct statement that identifies long-term strategic purpose of the organisation.

A 'demand side' perspective refers to the overall demand for a particular product or service.

Petris's model of the 'phases in the strategy-making process in the public sector' does NOT include:

According to Kim and Mauborgne,there are four utility levers.

The behavioural theory approach of the firm:

What is ‘strategy’?

Analysing the external environment

Analysing the organisation’s resources and capabilities

Measuring strategic organisation performance

Gap analysis and business-level strategic options

Strategic decision making

Dynamic competitive strategy

Corporate/multi-business strategy

Acquisitions and alliances

International strategy

Capabilities,systems and structure

Leadership,people and culture

Change management

Filters

Exam 2: Analysing business strategy: creating value

The recommended ways to outperform competitors do NOT include providing a:

Strategy refers to those decisions that have a medium- to long-term impact on the activities of the organisation.

Typical 'stakeholders' of an organisation do not include its:

Competitive advantage is not just making a profit.

Who is more important for a strategic planner-shareholders or stakeholders? Comment.

What are the features of a good 'vision statement'? Explain.

The value chain of an organisation:

Hay and Williamson argued that for a strategy to be effectively understood and accepted:

The function(s)of key stakeholders is/are to:

The 'odd one out' among these statements is:

Why is it difficult to identify the existing business strategy of an organisation? Discuss.

The business strategy process has four distinct stages except:

Tests for a good business strategy do NOT include the requirement that the strategy:

Sustainable business development does not mean the 'triple bottom line' sustainability,but economic sustainability of the business.

'Does the organisation plan to grow?' is an unnecessary first question of business strategy.

A vision statement is a succinct statement that identifies long-term strategic purpose of the organisation.

A 'demand side' perspective refers to the overall demand for a particular product or service.

Petris's model of the 'phases in the strategy-making process in the public sector' does NOT include:

According to Kim and Mauborgne,there are four utility levers.

The behavioural theory approach of the firm:

What is ‘strategy’?

Analysing the external environment

Analysing the organisation’s resources and capabilities

Measuring strategic organisation performance

Gap analysis and business-level strategic options

Strategic decision making

Dynamic competitive strategy

Corporate/multi-business strategy

Acquisitions and alliances

International strategy

Capabilities,systems and structure

Leadership,people and culture

Change management

Filters