Strategic Analysis
Final Test Solutions
Course Introduction
Strategic Analysis is a comprehensive course that equips students with the tools and frameworks necessary to evaluate and formulate organizational strategies in complex and competitive environments. The course covers techniques such as SWOT analysis, PESTEL analysis, Porters Five Forces, and value chain assessment to assess internal and external factors influencing business success. Students engage in case studies and real-world scenarios to develop critical thinking and decision-making skills, learning how to identify opportunities, anticipate threats, and recommend actionable strategies that align with an organization's long-term objectives. By the end of the course, students will be adept at synthesizing data, generating strategic insights, and communicating informed recommendations to stakeholders.
Recommended Textbook
Strategic Management Creating Competitive Advantages 8th Edition by Gregory Dess
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12 Chapters
1723 Verified Questions
1723 Flashcards
Source URL: https://quizplus.com/study-set/2713
Page 2
Chapter 1: Strategic Management: Creating Competitive Advantages
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174 Verified Questions
174 Flashcards
Source URL: https://quizplus.com/quiz/54121
Sample Questions
Q1) A key stakeholder group that is particularly susceptible to corporate social responsibility (CSR) initiatives is
A)suppliers.
B)rivals.
C)government agencies.
D)consumers.
Answer: D
Q2) Much research has supported the notion that individuals work much harder when they are asked to do their best rather than when they are striving toward a specific goal.
A)True
B)False
Answer: False
Q3) According to Peter Senge, a leading strategic management author, creative tension results from the need to incorporate both short-term and long-term perspectives in strategic management.
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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173 Verified Questions
173 Flashcards
Source URL: https://quizplus.com/quiz/54120
Sample Questions
Q1) Lowes has found that women prefer to do larger home-improvement projects with a man, whether a boyfriend, husband, or neighbor. As a result, in addition to its recipe card classes (that explain various projects that take only one weekend), Lowes offers co-ed store clinics for projects like sink installation. This is an example of which segment of the general environment?
A)economic
B)sociocultural
C)political and legal
D)demographic Answer: B
Q2) Scenario analysis is a form of environmental forecasting.
A)True
B)False
Answer: True
Q3) Environmental monitoring is not an input to forecasting.
A)True
B)False
Answer: False
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Chapter 3: Assessing the Internal Environment of the Firm
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174 Verified Questions
174 Flashcards
Source URL: https://quizplus.com/quiz/54119
Sample Questions
Q1) FedEx employees take computer-based job competency tests every 6 to 12 months in order to identify areas of individual weakness and provide input to a computer database of employee skills. This is an example of a tangible resource.
A)True
B)False
Answer: True
Q2) Which of the following is not a factor that helps to explain the extent to which employees and managers will be able to obtain a proportionately high level of the profits that they generate?
A)Employees have high bargaining power.
B)The cost of employee replacement is high.
C)The cost of exit is high for an employee.
D)Managers have low bargaining power.
Answer: D
Q3) The activities that may provide support only to one company may be critical to the primary value-adding activity of another firm.
A)True
B)False
Answer: True
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Page 5
Chapter 4: Recognizing a Firms Intellectual Assets: Moving
Beyond a Firms Tangible Resources
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173 Verified Questions
173 Flashcards
Source URL: https://quizplus.com/quiz/54118
Sample Questions
Q1) In bridging relationships in social networks, one member is central to the communication flows in a group.
A)True
B)False
Q2) Developing dynamic capabilities is not the only avenue providing firms with the ability to reconfigure their knowledge and activities to achieve a sustainable competitive advantage.
A)True
B)False
Q3) Creativity and problem solving ability are considered to be part of _________ capital.
A)physical
B)human
C)social
D)emotional
Q4) One potential downside of building social capital in an organization is groupthink. This means everyone in the group thinks on his or her own and comes up with new ideas.
A)True
B)False
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Chapter 5: Business-Level Strategy: Creating and Sustaining Competitive Advantages
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163 Verified Questions
163 Flashcards
Source URL: https://quizplus.com/quiz/54117
Sample Questions
Q1) In the __________ stage of the industry life cycle, the emphasis on product design is very high, the intensity of competition is low, and the market growth rate is low.
A)growth
B)maturity
C)introduction
D)decline
Q2) Firms can underestimate the challenges and expenses associated with coordinating value-creating activities in the extended value chain. This is an advantage of integrated overall cost leadership and differentiation.
A)True
B)False
Q3) Porsche has enhanced power over buyers because its strong reputation makes buyers more willing to pay a premium price. This ______ rivalry, since buyers become _____ price-sensitive.
A)increases; more
B)lessens; more
C)lessens; less
D)increases; less
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Chapter 6: Corporate-Level Strategy: Creating Value Through Diversification
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114 Verified Questions
114 Flashcards
Source URL: https://quizplus.com/quiz/54116
Sample Questions
Q1) The antitakeover tactic, _______, is when a firm offers to buy shares of their stock from a company (or individual) planning to acquire their firm at a higher price than the unfriendly company paid for it.
A)golden parachute
B)poison pill
C)greenmail
D)scorched earth
Q2) The Cisco acquisition of Pure Digital Technologies, the parent of the Flip video camera, failed because
A)Cisco had valuable competencies.
B)the Flip division of Cisco was slow and less responsive to market pressures.
C)consumers continued to purchase the camera.
D)Cisco had good vision of the market.
Q3) If a multinational firm is unable to understand how the acquired company's assets would fit with their own lines of business, this can lead to
A)expansion.
B)divestiture.
C)cost savings.
D)acquisition.
Page 8
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Chapter 7: International Strategy: Creating Value in Global Markets
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140 Verified Questions
140 Flashcards
Source URL: https://quizplus.com/quiz/54115
Sample Questions
Q1) A limitation of a multidomestic strategy is that it may lead to over-adaptation as conditions change.
A)True
B)False
Q2) According to the textbook, _______________ economic integration has progressed as a faster pace than _________ economic integration.
A)global; international
B)international; regional
C)regional; global
D)regional; inter-regional
Q3) Demanding domestic consumers tend to push firms to move ahead of companies in other countries where consumers are less demanding and more complacent.
A)True
B)False
Q4) Traditionally, company globalization is measured in terms of its foreign sales as a percentage of total sales, but this can be confused with regionalization.
A)True
B)False
Page 9
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Chapter 8: Entrepreneurial Strategy and Competitive Dynamics
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115 Verified Questions
115 Flashcards
Source URL: https://quizplus.com/quiz/54114
Sample Questions
Q1) ______________ provide(s) a key avenue for growth for many young and small firms through partnering to obtain resources and to expand into new markets.
A)Strategic alliances
B)Funding
C)Banking
D)Research and development
Q2) Running Press launched the Miniature Editions line of books in 1993. Today it has sold over 20 million copies. Which of the following most closely represents their strategy?
A)differentiation
B)overall cost leadership
C)focus
D)combination
Q3) The best example of a tactical action that a company might use in response to a competitive attack is to
A)acquire the competitor.
B)offer price discounts and rebates.
C)expand into new geographical areas.
D)target the markets of the rival.
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Chapter 9: Strategic Control and Corporate Governance
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116 Verified Questions
116 Flashcards
Source URL: https://quizplus.com/quiz/54113
Sample Questions
Q1) Most organizations with strong cultures and a sound system of rewards and incentives can eventually internalize boundaries rather than use explicit rules and regulations. Which of the following is not a technique for moving in that direction?
A)Hire people who identify with the dominant values of the organization.
B)Develop managerial role models.
C)Minimize training and indoctrination.
D)Align reward systems with organizational goals and objectives.
Q2) Hiring is important in organizations, especially hiring the right people who already identify with the dominant values of the organization and have attributes that are consistent with them.
A)True
B)False
Q3) As firms simultaneously downsize and face the need for increased coordination across organizational boundaries, a control system based primarily on ______________ is dysfunctional.
A)boundaries and constraints
B)culture and rewards
C)organizational loyalty
D)innovation and risk taking
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Page 11
Chapter 10: Creating Effective Organizational Designs
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121 Verified Questions
121 Flashcards
Source URL: https://quizplus.com/quiz/54112
Sample Questions
Q1) The phrase that best defines a virtual organization is a(n)
A)dot.com company.
B)type of modular structure.
C)organization that uses information technology to integrate different functions.
D)continually evolving network of independent companies.
Q2) Which of the following is not a disadvantage of a divisional type of organizational structure?
A)It can be very expensive compared to a functional organizational structure.
B)There is a strong tendency for divisions to focus on short-term performance.
C)There can be dysfunctional competition among divisions.
D)There is separation of strategic and operating control.
Q3) A worldwide product division structure is used when global strategies require that each division be responsible for overall efficiency and performance.
A)True
B)False
Q4) The structure of a firm typically has almost no effect on its strategy.
A)True
B)False
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Chapter 11: Strategic Leadership: Creating a Learning
Organization and an Ethical Organization
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139 Verified Questions
139 Flashcards
Source URL: https://quizplus.com/quiz/54111
Sample Questions
Q1) There can be a high-integrity organization, without high-integrity individuals.
A)True
B)False
Q2) In a compliance-based approach to ethics management, the objective is to enable responsible conduct.
A)True
B)False
Q3) Ethics has everything to do with leadership. The character flaw of a lone actor always completely explains corporate misconduct.
A)True
B)False
Q4) Inappropriate reward systems seldom cause individuals at all levels throughout an organization to commit unethical acts, since people are either unethical or ethical in their behavior.
A)True
B)False
Q5) The two broad bases of leader power are organizational and hierarchical.
A)True
B)False
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Chapter 12: Managing Innovation and Fostering Corporate
Entrepreneurship
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121 Verified Questions
121 Flashcards
Source URL: https://quizplus.com/quiz/54110
Sample Questions
Q1) Intel uses option contracts for the right to purchase key pieces of equipment at a specific future date. They simulate the likelihood that they will need to purchase a specific piece of equipment and then create the options contracts to reduce risk and potentially save money.
A)True
B)False
Q2) Which of the following is not part of a culture of entrepreneurship?
A)The search for venture opportunities permeates every part of the organization.
B)Every value chain activity is viewed as a source of entrepreneurial value creation.
C)Employees at every level are attuned to opportunities to help create new businesses.
D)Only those directly involved in the innovation effort are attuned to new opportunities to create business.
Q3) One of the potential pitfalls of real options analysis is that managers may have the incentive and know-how to game the system.
A)True
B)False
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