Practice Strategic Management Multiple Choice Questions Quiz-2

Q.1

Which of these is not a factor causing weak synergy?

Underestimated weaknesses
Competitor activity
Premium paid
Making too many resources available to the integration program

Q.2

Which of these is not one of Drucker???s (1982) five rules for successful acquisitions?. Determine the exact contribution the organization can make to the acquiring company.

Value the people of the acquired company
Within a year, promote managers across company boundaries
Value the products, services and customers of the acquired company
Value the products of the acquired company

Q.3

Developing a __________ is like having a dream to be covered into reality in future

Mission
Objectives
Goals
Vision

Q.4

Which of the following is not a key theme in market development?

Identifying new uses for existing products and services
Strategic positioning
Developing new products for new markets and segments
Identifying new markets and segments

Q.5

A small company, with power concentrated in the hands of one central figure, tends to be what?

Centralized and formal
Centralized and informal
Decentralized and formal
Decentralized and informal

Q.6

Which one of the following types of organizations would benefit from a matrix structure?

Diverse independent businesses in a conglomerate
Organizations growing through merger and acquisition
Small companies with few plants and limited product or service diversity
Small, sophisticated service companies

Q.7

Which of the following is a consideration when assessing the appropriateness of a strategy?

Synergy
Stakeholders
Competitive advantage
Resources

Q.8

ETOP stands for___________

Environmental threat and opportunity profile
Economic threat and Opportunity profile
Enhanced technology and opportunity profile
none of these

Q.9

Corporate resource allocation may be different depending on the speed of growth of the organization. Which of the following is inappropriate when facing rapid growth?

Opportunities for synergy
Past allocations and budgets
Look to share activities
Assess desirability of outcomes to organizational strategy

Q.10

The concept Core competence was developed by

Schwiz Marker
Peter Schiffman
Prahalad and Gary
None of the above

Q.11

__________ of an organization deals with investigation of organizational strengths and weaknesses by focusing on factors which are relevant to it

External analysis
Internal analysis
Industry analysis
Business analysis

Q.12

Which of the following is one of the factors related to the issue of the feasibility of a strategy?

Skills and resources, available and needed
Levels of return expected
Finance and other resource availability
Effect on strategic perspective

Q.13

Many merger discussions breakdown or are abandoned. Which of these is not a reason why?

Egos can get in the way
Reluctance to accept which will become ???number two???
The bid is deemed hostile leading to aggressive defense
Inadequate consultation with shareholders who then intervene

Q.14

Research into diversification and acquisition can be divided into 4 schools. Which of the following is not one of the schools?

Environmental
Financial
Accounting
Economic

Q.15

Which of these is not a role for a planner as discussed by Robinson (1986)

To help managers make decisions regarding strategic changes
To enable good managers to plan
To state objectives
To concentrate on understanding the future

Q.16

Which of these are characteristic of matrix structures?

Decentralization and co-ordination
Centralization and co-ordination
Decentralization and control
Centralization and control

Q.17

First step in developing a vision statement is

Targeting the vision
Developing future scenarios
Setting vision context
Conducting vision audit

Q.18

___________arises when a firm is able to perform an activity that is distinct from competitors

competitive advantage
focus
cost leadership
logic

Q.19

What is the planning gap?

A concept that is used to clarify the extent of revenue or profits gap that might emerge if current strategies are left unchanged
The time between the strategic plan being devised and the time it is actually implemented
The time between the conception of a strategic plan and the formalization of it
Any part of a plan that has not been formalized which allows for flexibility and the introduction of any new developments that could enhance the current strategy

Q.20

______________ strategy involves adopting a combined approach of low costs and high local respnsiveness simultaneously by the firms for their products and services

Global
Multidomestic
International
Transnational

Q.21

______________ are defined as resources, skills and attributes of an organization that are essential to deliver success in the market place

Balanced score card
Industrial analysis
Core competencies
Critical success factors

Q.22

Which of the following is the best reason for why strategic planning is still important today?

Without a formal strategic plan a company cannot expect to compete effectively
Without a strategic plan an organization can drift without purpose or definition
Without it, companies would exist without cause or co-ordination
Because of slower economic growth, globalization and technological change

Q.23

Which of the following is a consideration when assessing the feasibility of a strategy?

Timing
Planning gap
Synergy
Culture

Q.24

In __________ strategy firms try to achieve a high levels of local responsiveness by making their product or service offering to the requirement of the countries they operate

Global
Multidomestic
International
Transnational

Q.25

According to Ringbakk (1971) and Steiner (1972) which of the following should be avoided when creating a formal plan?

Seeing planning as a support activity in strategic decision making
Seeing planning as a once-a-year ritual
Flexibility
Involving implementers in planning

Q.26

In __________ strategy assumptions are made that consumers needs are similar worldwide

Global
Multidomestic
International
Transnational

Q.27

_________ strategies are also known as grand or root strategies

Corporate
Business
Functional
Operational

Q.28

Which of the following is not one of the contextual aspects that have a critical impact on strategic change?

Structural factors
Environmental factors
Personal factors
Financial factors

Q.29

_________ strategy is much talked and publicized in the present Indian environment

Corporate
Business
Functional
Growth

Q.30

If a business is blinkered, technology shy, and 'impoverished', what does this signal?

A weak strategic plan
A planning gap
A lack of innovation and vision
Weak strategic leadership

Which of these is not a factor causing weak synergy?

Which of these is not one of Drucker???s (1982) five rules for successful acquisitions?. Determine the exact contribution the organization can make to the acquiring company.

Developing a __________ is like having a dream to be covered into reality in future

Which of the following is not a key theme in market development?

A small company, with power concentrated in the hands of one central figure, tends to be what?

Which one of the following types of organizations would benefit from a matrix structure?

Which of the following is a consideration when assessing the appropriateness of a strategy?

ETOP stands for___________

Corporate resource allocation may be different depending on the speed of growth of the organization. Which of the following is inappropriate when facing rapid growth?

The concept Core competence was developed by

__________ of an organization deals with investigation of organizational strengths and weaknesses by focusing on factors which are relevant to it

Which of the following is one of the factors related to the issue of the feasibility of a strategy?

Many merger discussions breakdown or are abandoned. Which of these is not a reason why?

Research into diversification and acquisition can be divided into 4 schools. Which of the following is not one of the schools?

Which of these is not a role for a planner as discussed by Robinson (1986)

Which of these are characteristic of matrix structures?

First step in developing a vision statement is

___________arises when a firm is able to perform an activity that is distinct from competitors

What is the planning gap?

______________ strategy involves adopting a combined approach of low costs and high local respnsiveness simultaneously by the firms for their products and services

______________ are defined as resources, skills and attributes of an organization that are essential to deliver success in the market place

Which of the following is the best reason for why strategic planning is still important today?

Which of the following is a consideration when assessing the feasibility of a strategy?

In __________ strategy firms try to achieve a high levels of local responsiveness by making their product or service offering to the requirement of the countries they operate

According to Ringbakk (1971) and Steiner (1972) which of the following should be avoided when creating a formal plan?

In __________ strategy assumptions are made that consumers needs are similar worldwide

_________ strategies are also known as grand or root strategies

Which of the following is not one of the contextual aspects that have a critical impact on strategic change?

_________ strategy is much talked and publicized in the present Indian environment

If a business is blinkered, technology shy, and 'impoverished', what does this signal?

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