Strategic Analysis
Exam Materials
Course Introduction
Strategic Analysis is a course designed to equip students with the tools and frameworks necessary to evaluate an organization's internal and external environments, identify key strategic issues, and recommend actionable plans to achieve competitive advantage. The course covers methods such as SWOT analysis, value chain analysis, Porters Five Forces, and PESTLE, enabling students to systematically assess business landscapes, anticipate changes, and propose informed strategies. Emphasis is placed on real-world case studies and dynamic simulations, providing hands-on experience in diagnosing problems, formulating strategies, and justifying recommendations in a variety of industries.
Recommended Textbook
Strategic Management Text and Cases 6th Edition by Gregory Dess
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Chapter 1: Strategic Management Creating Competitive Advantages
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101 Verified Questions
101 Flashcards
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Sample Questions
Q1) Effective vision statements include
A) all strategic directions of the organization.
B) a brief statement of the company's direction.
C) strategic posturing and future objectives.
D) financial objectives and projected figures.
Answer: B
Q2) Vision statements are used to create a better understanding of the overall purpose and direction of the organization. Vision statements
A) are very specific.
B) provide specific objectives.
C) set organizational structure.
D) are massively inspiring.
Answer: D
Q3) Sustainability is being increasingly recognized as a source of cost efficiencies and revenue growth.
A)True
B)False
Answer: True
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Chapter 2: Analyzing the External Environment of the Firm
Creating Competitive Advantages
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109 Verified Questions
109 Flashcards
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Sample Questions
Q1) Larger numbers of women entering the work force since the early 1970s is an example of
A) demographic changes.
B) political and legal environmental changes.
C) sociocultural changes.
D) technological developments.
Answer: C
Q2) Referring to the textbook Exhibit 2.7 The World Automobile Industry: Strategic Groups, which strategic group is the smallest in terms of breadth of product line?
A) Hyundai, Kia
B) Toyota, Ford, General Motors, Chrysler, Honda, Nissan
C) Chery, Geely, Tata Motors
D) Mercedes, BMW, Audi
Answer: C
Q3) In the SWOT framework, the Strengths and Weaknesses are external environmental factors to consider.
A)True
B)False
Answer: False
Page 4
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Chapter 3: Assessing the Internal Environment of the Firm
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109 Verified Questions
109 Flashcards
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Sample Questions
Q1) For an engineering services firm, ________ provides inputs, the transformation process is the engineering itself, and innovative designs and practical solutions are the outputs.
A) experimentation
B) customer support
C) research and development
D) human resource management
Answer: C
Q2) Mercedes-Benz aggressively pushed for product placement in Hollywood movies. This is an example of which value chain primary or support activity?
A) support activity: general administration
B) primary activity: service
C) support activity: procurement
D) primary activity: marketing and sales
Answer: D
Q3) Value-chain analysis can only be applied to manufacturing operations.
A)True
B)False
Answer: False
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Page 5
Chapter 4: Recognizing a Firm's Intellectual Assets Moving
beyond a Firm's Tangible Resources
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112 Verified Questions
112 Flashcards
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Sample Questions
Q1) According to the text, intellectual capital is the difference between the market value and the book value of a firm. Intellectual capital can be increased by
A) increasing retention of below average workers.
B) attracting and retaining knowledgeable workers.
C) decreasing labor costs.
D) increasing the turnover of employees.
Q2) Training and development at all levels of the organization are necessary if employees are to remain current throughout the duration of their employment. Which of the following activities would also be necessary?
A) monitoring and tracking employee development
B) monitoring only key managers
C) tracking only key managers
D) sharing employee tracking information only with key managers
Q3) The Cisco Integrated Workforce Experience (IWE) platform makes recommendations based on all the following except
A) what you are doing.
B) the role you are in.
C) the choices of people like you.
D) competitor choices.
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Chapter 5: Business-Level Strategy Creating and Sustaining Competitive Advantages
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105 Verified Questions
105 Flashcards
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Sample Questions
Q1) Caterpillar uses data analytics to differentiate itself from competitors by providing information services.
A)True
B)False
Q2) Piecemeal productivity improvements during a turnaround typically do not involve
A) business process reengineering.
B) increased capacity utilization.
C) benchmarking.
D) expansion of company product market scope.
Q3) The primary aim of strategic management at the business level is
A) maximizing risk to return trade-offs through diversification.
B) maximizing differentiation of products and/or services.
C) achieving competitive advantage.
D) achieving a low-cost position.
Q4) Which of the following is not a potential pitfall of a differentiation strategy?
A) Uniqueness that is not valuable.
B) The price premium is too high.
C) All rivals share a common input or raw material.
D) Perceptions of differentiation may vary between buyers and sellers.
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Chapter 6: Corporate-Level Strategy Creating Value through Diversification
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102 Verified Questions
102 Flashcards
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Sample Questions
Q1) An acquisition that results in ________ commonly indicates that expectations were not met.
A) expansion
B) divestiture
C) cost savings
D) increased sales
Q2) One of the reasons it is said that only the investment banker wins when a company is acquired is that they
A) assure the newly acquired company will be successful.
B) continue to work with the two companies involved.
C) collect huge up-front fees regardless of the outcome afterwards.
D) monitor the progress of both companies for long term growth.
Q3) A firm should consider vertical integration when
A) the competitive situation is highly volatile.
B) customer needs are evolving.
C) the suppliers of raw materials to the firm are unable to maintain quality standards.
D) the suppliers of the firm willingly cooperate with the firm.
Q4) Explain the purpose of antitakeover tactics and provide a specific example of an actual antitakeover tactic.
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Chapter 7: International Strategy Creating Value in Global Markets
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107 Verified Questions
107 Flashcards
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Sample Questions
Q1) Which of the following describes the most typical order of entry into foreign markets?
A) franchising, licensing, exporting, joint venture, and wholly owned subsidiary
B) exporting, franchising, licensing, joint venture, and wholly owned subsidiary
C) licensing, exporting, franchising, joint venture, and wholly owned subsidiary
D) exporting, licensing, franchising, joint venture, and wholly owned subsidiary
Q2) Countries with demanding consumers, like environmentally-concerned Denmark, drive ________ to meet the demand.
A) worldwide innovation
B) in-country innovation
C) foreign manufacturing
D) global exchange
Q3) Similarity of culture, laws, rules, and norms encourages
A) regionalization.
B) globalization.
C) trans-nationalization.
D) ethnocentric expansion.
Q4) Discuss the role of market size in motivating a company to pursue international expansion. Use statistics to illustrate your explanation.
Page 9
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Chapter 8: Entrepreneurial Strategy and Competitive Dynamics
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94 Verified Questions
94 Flashcards
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Sample Questions
Q1) According to the textbook, which of the following is not a common new entry strategy?
A) imitative new entry
B) adaptive new entry
C) pioneering new entry
D) proactive new entry
Q2) Competitors in a mature market typically find that a new entrant is threatening because
A) nearly all market need is already being met.
B) the new entrant might increase prices.
C) the new entrant offers the same product.
D) the new entrant is a pioneer.
Q3) Market commonality is the extent to which rivals draw from the same types of resources.
A)True
B)False
Q4) The majority of entrepreneurial start-ups are financed with angel financing. A)True
B)False
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Q5) Explain what a pioneering new entry means and when it is appropriate to use it.
Chapter 9: Strategic Control and Corporate Governance
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91 Verified Questions
91 Flashcards
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Sample Questions
Q1) What is agency theory and what problems is it concerned with resolving?
Q2) According to the Business Roundtable, representing the largest U.S. corporations, the most important quality of a good board of directors is that they do not get involved in critiquingcompany strategies.
A)True
B)False
Q3) Strategic control systems, both informational and behavioral, are used to correct the performance and ultimate strategy of a firm.
A)True
B)False
Q4) Explain why control systems are necessary for strategy implementation.
Q5) In addition to traditional institutional investors, a growing set of activist investors aggressively pressure firm managers for major changes. These activist investors include individual investors, such as ________, and activist investor funds, such as ________.
A) CalPERS; Bill Gates
B) ValuAct; Trian
C) Berkshire Hathaway; Warren Buffet.
D) Carl Icahn; Pershing Square.
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Chapter 10: Creating Effective Organizational Designs
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86 Verified Questions
86 Flashcards
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Sample Questions
Q1) Organizational structure refers to the formalized patterns of interactions that link company ________, ________, and ________.
A) processes; mechanisms; techniques
B) tasks; mechanisms; techniques
C) processes; people; mechanisms
D) tasks; technologies; people
Q2) The appropriateness of the type of organizational structure depends upon the ________ and ________ of growth.
A) nature; magnitude
B) definition; accessibility
C) accessibility; nature
D) nature; definition
Q3) If a firm outsources some parts of its value chain in order to reduce costs and increase quality and at the same time engages in multiple alliances to penetrate new markets, this is anexample of a firm using a ________ of organizational types.
A) combination
B) boundaryless consortium
C) bounded consortium
D) barrier-free collection
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Page 12
Chapter 11: Strategic Leadership Creating a Learning
Organization and an Ethical Organization
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104 Verified Questions
104 Flashcards
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Sample Questions
Q1) Which of the following is not a part of the three broad sets of capabilities that a leader should possess?
A) technical skills
B) cognitive abilities
C) physical abilities
D) emotional intelligence
Q2) Unethical business practices typically involve the ________ cooperation of others and reflect the values, attitudes, and behavior patterns that define the operating culture of the organization.
A) select
B) complete
C) explicit
D) tacit
Q3) Empathy, one of the components of emotional intelligence (EI), refers to personal proficiency in managing relationships and building networks.
A)True
B)False
Q4) What is the difference between individual ethics and organizational ethics?
Page 13
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Chapter 12: Managing Innovation and Fostering Corporate
Entrepreneurship
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93 Verified Questions
93 Flashcards
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Sample Questions
Q1) Another way to evaluate a corporate venture is in terms of the four criteria from the balanced scorecard. Which of the following is not one of those criteria?
A) customer perspective
B) supplier perspective
C) internal business perspective
D) financial perspective
Q2) Which of the following is not one of the methods companies can use to enhance their competitive position via innovativeness?
A) fostering creativity and experimentation
B) investing in new technology, R&D, and continuous improvement
C) copying the business practices or techniques of successful competitors
D) departing from existing technologies to develop products and practices that go beyond the current state of the art
Q3) Financial reasons for undertaking internal corporate venturing include
A) strengthening competitive position.
B) obtaining above average returns.
C) adding to the resource base of the corporation.
D) reducing stakeholder commitment.
Q4) Explain why the seeds versus weeds dilemma is important.
Page 14
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