Q. VMOST Analysis tool is developed by:
a. C K Prahlad
b. Rakesh Sondhi
c. Michael Porter
d. R S Cooper
Q. VMOST stands for-------
a. Value, Money, Organisation, Sales, Target
b. Vision, Mission, Objective, Strategy, Tactics
c. Value, Mission, Objective, Strategy, Tactics
d. Vision, Money, Objective, Strategy, Technology
Q. A ------------ is defined as an organization that has developed the capacity tocontinuously learn, adapt, and change.
a. Change management
b. Strategic Change
c. Learning organisation
d. Strategic organisation
Q. Vertical integration strategies
a. Extend a company's competitive scope within the same industry by expanding its operations across more parts of the industry value chain
b. Are one of the best strategic options for helping companies win the race for global market leadership
c. Offer good potential to expand a company's line up of products and services
d. All of these
Q. The two best reasons for investing company resources in vertical integration (either forward or backward) are to
a. Expand into foreign markets and/or control more of the industry value chain
b. Broaden the firm's product line and/or avoid the need for outsourcing
c. Enable use of offensive strategies and/or gain a first mover advantage over rivals in revamping the industry value chain
d. Strengthen the company's competitive position and/or boost its profitability
Q. For backward vertical integration into the business of suppliers to be a viable and profitable strategy, a company
a. Must first be a proficient manufacturer
b. Must be able to achieve the same scale economies as outside suppliers and match or beat suppliers' production efficiency with no drop-off in quality
c. Must have excess production capacity, so that it has ample in-house ability to undertake additional production activities
d. None of these
Q. The strategic impetus for forward vertical integration is to
a. Gain better access to end users and better market visibility
b. Achieve the same scale economies as wholesale distributors and/or retail dealers
c. Control price at the retail level
d. None of these
Q. A good example of vertical integration is
a. A global public accounting firm acquiring a small local or regional public accounting firm
b. A large supermarket chain getting into convenience food stores
c. A crude oil refiner purchasing a firm engaged in drilling and exploring for oil
d. All of these.
Q. A strategic alliance:
a. Is a collaborative arrangement where companies join forces to defeat mutual competitive rivals
b. Involves two or more companies joining forces to pursue vertical integration
c. Is a formal agreement between two or more companies in which there is strategically relevant collaboration of some sort, joint contribution of resources, shared risk, shared control and mutual dependence
d. All the above.
Q. Which of these is/are a basic activity of strategy evaluation?
a. Reviewing the underlying internal and external factors that represent the bases of current strategies
b. Measuring organizational performance
c. Taking corrective actions
d. All of the above
Q. Which of these is the cornerstone of effective strategy evaluation?
a. Adequate and timely feedback
b. Quality and quantity of managers
c. Smaller ratio of top- to lower-level management
d. Evaluation preceding implementation stage
Q. The purpose of strategy evaluation is to
a. increase the budget annually.
b. alert management to problems or potential problems.
c. make budget changes.
d. evaluate employees’ performance.
Q. Strategy evaluation is becoming with the passage of time.
a. increasingly difficult
b. much simpler
c. very convenient
d. an unnecessary activity
Q. The overall strategy which is comprehensive in nature and provides the basis forstrategic direction is known as----
a. Corporate strategy
b. Grand strategy
c. General strategy
d. All of these
Q. Which of the following is/are stability strategies?
a. No Change strategy
b. Caution Strategy
c. Profit Strategy
d. All of these