Q. is/are the source of a firm’s , which is/are the source of the firm’s
a. Resources, capabilities, core competencies
b. Capabilities, resources, core competencies
c. Capabilities, resources, above average returns
d. Core competencies, resources, competitive advantage
Q. In the airline industry, frequent-flyer programs, ticket kiosks, and e-ticketing are all examples of capabilities that are
a. rare.
b. causally ambiguous.
c. socially complex.
d. valuable.
Q. Firms with few competitive resources are more likely
a. to not respond to competitive actions.
b. respond quickly to competitive actions.
c. delay responding to competitive actions.
d. respond to strategic actions, but not to tactical actions.
Q. Competitors are more likely to respond to competitive actions that are taken by
a. differentiators.
b. larger companies.
c. first movers.
d. market leaders.
Q. ------- can be defined as the art and science of formulating, implementing andevaluating cross-functional decisions that enable an organization to achieve its objectives.
a. Strategy formulation
b. Strategy evaluation
c. Strategy implementation
d. Strategic management
Q. Which individuals are most responsible for the success and failure of an organization?
a. Strategists
b. Financial planners
c. Personnel directors
d. Stakeholders
Q. Which of the following is an element of a firm’s remote external environment?
a. Competition
b. Political agencies
c. Suppliers
d. Trade union
Q. Long-term objectives should be all of the following except:
a. measurable.
b. continually changing.
c. reasonable.
d. challenging.
Q. According to Greenley, strategic management offers all of these benefits except that
a. it provides an objective view of management problems.
b. it creates a framework for internal communication among personnel.
c. it encourages a favourable attitude toward change.
d. it maximizes the effects of adverse conditions and changes.
Q. The vision and mission statement can often be found
a. in the SEC report.
b. in annual reports.
c. on customer receipts.
d. on supplier invoices.
Q. The process of performing an external audit needs to include:
a. only top-level managers, as it’s a planning function.
b. as many managers and employees as possible.
c. primarily front-line supervisors
d. between 15 to 20 managers for it to be valid
Q. Which of the following is not a stage of strategy formulation techniques?
a. Formulation Framework
b. Matching stage
c. External factor evaluation
d. Decision stage
Q. ST Strategies is an important strategy to
a. Match weakness with opportunities of the firm
b. Overcome external threats
c. Obtain benefit from its resources
d. Overcome its weakness and reducing threats
Q. The immediate external environment includes:
a. Divisions
b. S. U. s
c. Competitors
d. Management