Strategic Analysis
Exam Practice Tests
Course Introduction
Strategic Analysis is a course designed to equip students with the concepts, frameworks, and analytical tools necessary to assess an organizations strategic position within its external and internal environment. The course covers the evaluation of competitive forces, industry dynamics, core competencies, and strategic resources to identify opportunities and threats. Students learn to apply various models such as SWOT, PESTEL, and Porters Five Forces to real-world business cases, developing the ability to recommend effective strategies for achieving long-term organizational success. The course emphasizes critical thinking, problem-solving, and effective communication of strategic insights.
Recommended Textbook
Strategic Management An Integrated Approach 10th Edition by Charles W. L. Hill
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13 Chapters
995 Verified Questions
995 Flashcards
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Chapter 1: Strategic Leadership: Managing the
Strategy-Making Process for Competitive Advantage
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79 Verified Questions
79 Flashcards
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Sample Questions
Q1) To increase shareholder value,managers must pursue strategies that increase revenue and market share,whether the results are profitable or not.
A)True
B)False
Answer: False
Q2) The profit growth of a company can be measured by the increase in its stock price over time.
A)True
B)False
Answer: False
Q3) Research finds that leaders who exhibit a high degree of emotional intelligence tend to be significantly less effective than those who do not.
A)True
B)False
Answer: False
Q4) Fortunately,the concepts vision and mission can be used interchangeably.
A)True
B)False
Answer: False
Page 3
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Chapter 2: External Analysis: The Identification of Opportunities and Threats
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82 Flashcards
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Sample Questions
Q1) Sales of complementors' products tend to
A) increase sales of the industry's product.
B) decrease sales of the industry's product.
C) have no effect on sales of the industry's product.
D) increase sales of substitute products.
E) decrease sales of substitute products.
Answer: A
Q2) In Porter's framework,the stronger the five forces,the more limited the ability of established companies to raise prices and earn greater profits.
A)True
B)False Answer: True
Q3) High exit barriers are most serious as a competitive threat when industry demand is declining.
A)True
B)False
Answer: True
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Page 4
Chapter 3: Internal Analysis: Distinctive Competencies, Competitive
Advantage, and Profitability
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Sample Questions
Q1) Which of the following distinctive competencies typically has the lowest barrier to imitation?
A) Efficient scale manufacturing facilities
B) Technological know-how
C) Marketing know-how
D) Organizational capabilities
E) Brand name
Answer: A
Q2) A company's competitive advantage will not endure for long when that competitive advantage can be
A) quickly or easily duplicated by other companies.
B) protected by patents.
C) protected by significant barriers to imitation.
D) shared with other companies in the industry.
E) shielded by copyrights.
Answer: A
Q3) When a company has differentiated products,they have less pricing options.
A)True
B)False
Answer: False
Page 5
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Chapter 4: Building Competitive Advantage Through Functional-Level Strategy
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75 Flashcards
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Sample Questions
Q1) Mass customization describes the ability of companies to use flexible manufacturing technology to reconcile the two goals of low cost and differentiation through product customization.
A)True
B)False
Q2) Customer defection rates are
A) a reflection of customer loyalty.
B) an indication of a company's ability to satisfy its customers.
C) important to consider because of their potential impact on advertising and marketing costs.
D) an important consideration because of their effect on sales volumes.
E) all of the above.
Q3) The Six Sigma name refers to the Greek letter meaning standard deviation from the mean.
A)True
B)False
Q4) You are a consultant offering advice to a large manufacturing firm about ways to increase its distinctive competency in innovation.What suggestions would you offer? Be specific and detailed in your answer.
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Chapter 5: Building Competitive Advantage Through Business-Level Strategy
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76 Verified Questions
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Sample Questions
Q1) What is meant by the term strategic group and why is it important for managers to understand this term to position their companies in a competitive marketplace?
Q2) At The Luxury Hotel in Miami,Florida,three hotel employees serve the needs of each guest.In every room,a guest can summon a chef,a maid,or a valet by pressing a button at bedside.Which generic business-level strategy is The Luxury Hotel utilizing?
A) Cost leadership
B) Differentiation
C) Focus
D) Strategic group
E) Brand loyalty
Q3) A strategic group is a group of companies within a particular industry
A) with the same overhead costs.
B) with the same cost structure.
C) that are pursuing a similar business model.
D) that are using the same suppliers.
E) all of these choices.
Q4) What does the broad differentiation business model look like and how can this model benefit companies that employ it?
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Chapter 6: Business-Level Strategy and the Industry Environment
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Sample Questions
Q1) Which of the following is not a characteristic of fragmented industries?
A) A large number of small competitors
B) Low economies of scale
C) Many custom-made or specialty firms
D) High barriers to entry
E) Low consolidation
Q2) Most embryonic industries arise from
A) a technological breakthrough.
B) serendipity.
C) patents.
D) government research.
E) university research and development programs.
Q3) In some situations,pricing strategies can be used to
A) deter entry by other companies.
B) create exit barriers.
C) create emotional attachment to a product.
D) all of these choices.
E) none of these choices.
Q4) What advice would you give to a manager of a business in a fragmented industry about how to successfully compete? About how to achieve industry consolidation?
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Chapter 7: Strategy and Technology
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Sample Questions
Q1) The various strategies that companies should adopt to win format wars revolve around
A) getting the federal government to intercede.
B) making network effects work in their favor and against their competitors.
C) effective use of advertising.
D) driving competitors out of business.
E) joint ventures.
Q2) Write as if you were an outside management consultant and advise a firm attempting to win a format war with a powerful and capable competitor.Give several options.
Q3) Which of the following economic benefits result from the use of standards?
A) Compatibility
B) Reduction in confusion
C) Reduction in production costs
D) Reduction of risk in supplying complementary products
E) All of these
Q4) By exploiting a positive feedback loop,Dolby Laboratories,became the standard for sound quality.
A)True
B)False
Page 9
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Chapter 8: Strategy in the Global Environment
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Sample Questions
Q1) Local responsiveness may be driven by economic and political demands placed on companies by host country governments.
A)True
B)False
Q2) Southwest Airlines,Sony,and Costco conduct business in two or more countries.These companies are referred to as multinational companies.
A)True
B)False
Q3) Which of the following is not an objective of a transnational company?
A) Local responsiveness
B) Realization of experience-based economies
C) Low cross-national integration
D) Global learning
E) Realization of location economies
Q4) The best part of global strategic alliances is that selection of the right partner does not affect success of the alliance.
A)True
B)False
Q5) List and briefly descibe each of the four basic global strategies.
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Chapter 9: Corporate-Level Strategy: Horizontal Integration,
Vertical Integration, and Strategic Outsourcing
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Sample Questions
Q1) When a company stays inside one industry,the problems of sustaining a successful business model and strategies over time can be difficult because of changing conditions in the environment.
A)True
B)False
Q2) Rachel is a new mom who was shopping for products to use on her baby.She noticed that the company Johnson & Johnson often packaged together baby shampoo,baby lotion,and other similar products such as bottles and baby wipes.Johnson & Johnson is utilizing which of the following?
A) Product bundling
B) Cross-selling
C) Hostage taking
D) Strategic outsourcing
E) Parallel sourcing
Q3) Companies invest in specialized assets because these assets allow them to A) lower their cost structure.
B) charge excessive prices for their products.
C) better differentiate their products.
D) A and B.
E) A and C.
Page 11
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Chapter 10: Corporate-Level Strategy: Related and Unrelated
Diversification
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Sample Questions
Q1) Stanley's services firm wants to enter an embryonic market,but it doesn't have enough cash to purchase the required assets.Which of the following strategies would you recommend to Stanley?
A) Diversify through acquisition
B) Do not diversify at all
C) Diversify with an internal new venture
D) Diversify with a joint venture
E) Diversify through vertical integration
Q2) Which of the following is (are)the probable consequence(s)of an inability to integrate two divergent corporate cultures after an acquisition?
A) High management turnover
B) Damaging political tensions between the management of the acquired and acquiring companies
C) An inability to realize potential gains from synergies
D) All of these
E) None of these
Q3) Identify and discuss the profitability justifications for pursuing a multibusiness model based on diversification.
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Chapter 11: Corporate Performance, Governance, and Business Ethics
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Sample Questions
Q1) Which of the following statements concerning stock-based compensation schemes for executives is incorrect?
A) They are the most objective and unambiguous way to compensate executives.
B) They can align the interests of management and stockholders.
C) They can dilute the equity of stockholders.
D) The option strike price is typically the price that the stock was trading at when the option was granted.
E) None of these choices are correct.
Q2) Business ethics is concerned with
A) teaching people the difference between right and wrong.
B) ensuring that managers weigh the ethical implications of their decisions.
C) ensuring that employees obey the law.
D) replacing economics with social responsibility in the decision-making process.
E) increasing profits.
Q3) Phil is an employee at Global Tech,Inc.He is considered an external stakeholder.
A)True
B)False
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Page 13
Chapter 12: Implementing Strategy in Companies That
Compete in a Single Industry
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Sample Questions
Q1) Bradley is a new employee in the sales department at a local Ford dealership.In his first few months on the job,he will be learning the organizational culture which is called organizational socialization.
A)True
B)False
Q2) Which form of control would you be most likely to find in a voluntary or charity organization?
A) Bureaucratic control through rules and procedures
B) Control through norms and values
C) Financial control through accurate financial statements
D) Output control
E) Incentive systems
Q3) Standardization is a form of
A) output control.
B) financial control.
C) organizational inertia.
D) organizational culture.
E) behavior control.
Q4) Identify and discuss the three building blocks of organizational structure.
Page 14
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Chapter 13: Implementing Strategy in Companies That
Compete Across Industries and Countries
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Sample Questions
Q1) Ownership of the company created by a joint venture
A) is split 50/50 between the two joint-venturing companies.
B) is usually a matter to be negotiated between the companies engaged in the venture.
C) automatically goes to the largest company engaged in the venture.
D) automatically goes to the smallest company engaged in the venture.
E) none of these.
Q2) Consider the information given in the previous question (#79)and your answer to that question,and then recommend an organizational structure for Mohawk to use as it globalizes.Explain why the structure you recommend is the most appropriate one for Mohawk.
Q3) Which of the following structures results in the creation of an office of corporate headquarters staff?
A) Functional
B) Product team
C) Geographic
D) Matrix
E) Multidivisional
Q4) How can information technology (IT)help in the implementation of a multibusiness model?
Page 15
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