Business Administration Capstone Pre-Test
Questions
Course Introduction
The Business Administration Capstone course is designed to integrate and apply the knowledge and skills acquired throughout a students business studies. Through comprehensive case analyses, group projects, and simulations, students address complex, real-world business challenges requiring strategic decision-making and cross-disciplinary approaches. The course emphasizes critical thinking, teamwork, effective communication, and problem-solving, preparing students for professional roles by allowing them to demonstrate proficiency in areas such as management, marketing, finance, and operations. By reflecting on ethical considerations and global perspectives, students emerge with a holistic understanding of business administration and readiness for the next steps in their academic or professional careers.
Recommended Textbook
Strategic Management Concepts 3rd Edition by Frank Rothaermel
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12 Chapters
1319 Verified Questions
1319 Flashcards
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Chapter 1: What Is Strategy
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110 Verified Questions
110 Flashcards
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Sample Questions
Q1) In stakeholder impact analysis,identifying the opportunities and threats presented by stakeholders is immediately followed by
A) recognizing the economic, legal, ethical, and philanthropic responsibilities of the firm to its stakeholders.
B) formulating the stakeholder strategy to address and effectively balance the different needs of various stakeholders.
C) identifying the interests and the claims of the stakeholders.
D) isolating the external stakeholders from the internal stakeholders.
Answer: A
Q2) Which of the following is an implication of all firms in an industry pursuing a low-cost position through application of competitive benchmarking?
A) No firm would face direct competition from others in the industry; hence, profit potential would be high.
B) Each firm would be catering to a different customer segment.
C) The firms would eventually have no resources to invest in product and process improvements.
D) Each firm would be in a better position to gain a competitive advantage.
Answer: C
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3
Chapter 2: Strategic Leadership: Managing the Strategy Process
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110 Verified Questions
110 Flashcards
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Sample Questions
Q1) The first step in the strategic management process is to A) define a firm's vision, mission, and values.
B) understand the strategies of the competitors.
C) put the guiding policies of a firm into practice.
D) develop functional and business-level strategies.
Answer: A
Q2) As a part of strategy formulation,a firm's functional strategy primarily concerns questions relating to
A) where to compete.
B) when to compete.
C) how to implement business strategy.
D) how to enter target markets.
Answer: C
Q3) Unrealized strategy is when parts of a firm's intended strategy is A) nonfunctional due to unexpected events.
B) not revealed to the lower-level employees.
C) implemented and controlled by front-line employees.
D) planned to tackle some unforeseen events.
Answer: A
Page 4
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Chapter 3: External Analysis: Industry Structure,
Competitive Forces, and Strategic Groups
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110 Verified Questions
110 Flashcards
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Sample Questions
Q1) The _____ allows the scanning,monitoring,and evaluating of changes and trends in a firm's macro environment.
A) VRIO framework
B) SWOT analysis
C) BCG matrix
D) PESTEL framework
Answer: D
Q2) The telecommunication industry of United Canava is primarily dominated by three large firms: AD Telecom Inc.,Mystic Telecom Corp.,and Total Talk Inc.Instead of cutting prices competitively,these firms have resorted to non-price competition through branding and product differentiation.Which of the following industry competitive structures are these companies most likely in?
A) monopoly
B) perfect competition
C) monopolistic competition
D) oligopoly
Answer: D
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Page 5
Chapter 4: Internal Analysis: Resources, Capabilities, and Core Competencies
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110 Verified Questions
110 Flashcards
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Sample Questions
Q1) _____ are best described as unique strengths,embedded deep within a firm,that allow a firm to differentiate its products and services from those of its rivals,creating higher value for the customer or offering products and services of comparable value at lower cost.
A) Resource leverages
B) Core competencies
C) Capital gains
D) Equity reserves
Q2) Apple paid $3 billion dollars to acquire Beats.This is the largest acquisition in Apple's history.Which of the following provides a reason for this acquisition?
A) the movement in the music industry from renting works to buying works to own B) the need for Apple to create an image as a leader in technical audio research
C) the change in content delivery from ownership via downloads to streaming on demand
D) the demand for the extremely high-quality headphones that Beat produced
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6
Chapter 5: Competitive Advantage, Firm Performance, and Business Models
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110 Verified Questions
110 Flashcards
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Sample Questions
Q1) Which of the following approaches to assess competitive advantage is based on the view that noneconomic factors can have a significant impact on a firm's financial performance?
A) the triple-bottom-line approach
B) the economic value creation framework
C) the accounting profitability approach
D) the balanced-scorecard
Q2) _____ denotes the dollar amount a consumer would attach to a good or service.
A) Utility
B) Value
C) Consumer surplus
D) Economic contribution
Q3) Both Vibrant Phones Inc.and Oryxo Inc.incur a cost of $200 to manufacture a single unit of a cell phone.However,Vibrant Phones creates more economic value than Oryxo does.What does this imply?
A) Vibrant Phones and Oryxo have achieved a competitive parity.
B) Oryxo has a competitive advantage over Vibrant Phones.
C) Vibrant Phones sells its products at a better price than Oryxo.
D) Oryxo's offering has greater total perceived consumer benefits than Vibrant Phones's offering.
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Chapter 6: Business Strategy: Differentiation, Cost
Leadership, and Blue Oceans
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110 Verified Questions
110 Flashcards
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Sample Questions
Q1) A blue ocean strategy differs from a low-cost strategy in that
A) the intent of a blue ocean strategy is not to be the absolute lowest-cost provider because a blue ocean must also increase perceived value.
B) the focus of a blue ocean strategy is on lowering the economic value created, whereas a cost-leader focuses on increasing the economic value created.
C) economies of scale are more important to a blue ocean strategy, while economies of scope are more important to a cost-leader.
D) a blue ocean's research and development focus is on process technologies, and a cost-leader's focus is on product technologies.
Q2) A _____ is a graphical depiction of a company's relative performance vis-à-vis its competitors across the industry's key success factors.
A) value curve
B) value canvas
C) strategy curve
D) strategy canvas
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8
Chapter 7: Business Strategy: Innovation and Entrepreneurship
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109 Verified Questions
109 Flashcards
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Sample Questions
Q1) SyncTouch Inc.is a manufacturer of cell phones.It has released an improvised version of its smartphone in markets in which the company already operates.Which of the following types of innovations does this scenario best illustrate?
A) radical innovation
B) incremental innovation
C) architectural innovation
D) disruptive innovation
Q2) Incumbent firms favor incremental innovation over radical innovation because A) their business decisions are independent of the other parties in their innovation ecosystem.
B) radical innovation will disturb the existing power distribution within the firms.
C) incumbent firms do not have formal organizational structures and processes like the way new entrants do.
D) incremental innovations help firms sustain a permanent competitive advantage, whereas radical innovations only help gain a temporary advantage.
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Chapter 8: Corporate Strategy: Vertical Integration and Diversification
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110 Flashcards
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Sample Questions
Q1) TL & Co.is following a related-linked diversification strategy,and Soar Inc.is following a related-constrained diversification strategy.How do the two firms differ from each other?
A) Soar Inc. generates 70 percent of its revenues from its primary business, while TL & Co. generates only 10 percent of its revenues from its primary business.
B) Soar Inc. pursues a backward diversification strategy, while TL & Co. pursues a forward diversification strategy.
C) TL & Co. will share fewer common competencies and resources between its various businesses when compared to Soar Inc.
D) TL & Co. pursues a differentiation strategy, and Soar Inc. pursues a cost-leadership strategy, to gain a competitive advantage.
Q2) If a strategic business unit is recognized as a cash cow,it is advisable to
A) harvest the business.
B) invest into the business to hold its current position.
C) divest the business due to its low market share.
D) maintain it till it turns into a dog.
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Page 10
Chapter 9: Corporate Strategy: Strategic Alliances, Mergers and Acquisitions
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110 Verified Questions
110 Flashcards
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Sample Questions
Q1) Toyota's President,Akio Toyoda,hopes that a transfer of tacit knowledge will take place through its equity alliance with Tesla Motors.He is referring to
A) the lean manufacturing process pioneered by Tesla.
B) the entrepreneurial spirit in Tesla.
C) the safety measures followed in Tesla, recorded in its user manuals.
D) the product information documented in Tesla's database.
Q2) When should mergers and acquisitions (M&A)be considered the "buy" option for a strategist trying to determine which corporate strategy to implement?
A) when the resource in question is highly tradable
B) before the strategist has considered borrowing the necessary resources through integrated strategic alliances
C) after it has been established that the firm's internal resources are sufficient to build D) when extreme closeness to the resource partner is necessary to understand and obtain its underlying knowledge
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Chapter 10: Global Strategy: Competing Around the World
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110 Verified Questions
110 Flashcards
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Sample Questions
Q1) Plethora Inc.,a well-established and reputed multinational enterprise (MNE),is headquartered in a highly developed economy.It wants to start its operations in United Bejukistan,which has been recognized as one of the less-developed nations in the world.How will this strategic move most likely affect Plethora Inc.?
A) It will be able to benefit from economic arbitrage.
B) It will be able to successfully leverage its competitive advantage from economies of standardization.
C) It will be able to replicate its existing business model easily.
D) It will be able to easily sell products for which demand varies by income.
Q2) Octa Autos Inc.wants to globally expand its market.It intends to ensure that its mode of foreign entry allows it to have strong control over its operations and protect its intellectual property,though it may mean investing a significant amount of capital and other resources.In this scenario,which of the following foreign entry modes would best suit Octa Autos Inc.?
A) exporting
B) franchise agreement
C) acquisition
D) licensing
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Page 12
Chapter 11: Organizational Design: Structure, Culture, and Control
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110 Verified Questions
110 Flashcards
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Sample Questions
Q1) FTZ Inc.is an electronic appliances manufacturer that has many strategic business units (SBUs),among which,television and computers share a close relationship.These SBUs have to fight each other for R&D funding because there is a combined amount set aside for these two units.However,they share technological findings with each other and work together to ensure that their combined output is better that of the other SBUs.Such a relationship between SBUs in a business is referred to as
A) competition.
B) co-opetition.
C) exploitation.
D) exploration.
Q2) Veronica sets up a business consulting firm in which the employees are motivated because they find their work interesting and creative.She carefully hires workers who fit well with their assigned tasks.Also,she clearly defines the results expected of each worker,but allows the workers to determine the means to these results.Which of the following best describes Veronica's business?
A) a firm that relies on high input controls to tap into intrinsic motivation
B) a firm that relies on high input controls to tap into extrinsic motivation
C) a firm that relies on high output controls to tap into intrinsic motivation
D) a firm that relies on high output controls to tap into extrinsic motivation
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Chapter 12: Corporate Governance and Business Ethics
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110 Flashcards
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Sample Questions
Q1) Which of the following statements best supports the view that GE's ecomagination strategy is in line with the shared value creation framework?
A) The ecomagination strategy is the brainchild of the founder of the company.
B) The ecomagination strategy helps GE spend more on research and development than other similar companies.
C) The ecomagination strategy generated $3 billion in revenues for GE during 2012.
D) The ecomagination strategy allows GE to produce "green" products while increasing revenue and competitive advantage.
Q2) Which of the following is true of the codes of conduct of an organization?
A) They detail how the organization expects an employee to behave and to represent the company in business dealings.
B) They are a reiteration of the laws pertaining to business dealings in a corporate environment.
C) They are a guide to determine what is lawful and what is unlawful.
D) They help the board of directors and the CEO implement shareholder capitalism.
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