Strategic Planning and Implementation
Exam Bank
Course Introduction
Strategic Planning and Implementation provides students with a comprehensive understanding of the frameworks and techniques involved in formulating, executing, and evaluating organizational strategies. The course explores fundamental concepts such as environmental analysis, goal setting, competitive advantage, and resource allocation, with a focus on bridging the gap between strategic plans and operational actions. Through case studies, simulations, and real-world examples, students develop the skills to identify opportunities and threats, craft sustainable strategies, and effectively manage change within diverse organizational contexts. Practical emphasis is placed on overcoming common barriers to implementation and measuring strategic success, equipping students to translate strategic vision into tangible results.
Recommended Textbook
Strategic Management 6th Edition by Graham Hubbard
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Page 2
Chapter 1: What Is Strategy
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Sample Questions
Q1) Briefly explain the three levels of strategy.
Answer: There are three levels of strategy:corporate,business and functional.Corporate strategy deals with issues related to the portfolio mix of businesses held by a multi-business organisation/corporation.Business strategy deals with how one particular organisation positions itself relative to its competitors to create sustainable competitive advantage within its industry.Most strategic issues exist at the business level.Functional strategy deals with how each function of the business will contribute towards achieving the business strategy that has been set.The three levels of strategy should be consistent with each other.
Q2) Differences between traditional economics and strategy do NOT include an assumption that:
A)market equilibrium will be reached through the pricing mechanism
B)all companies have unique information
C)transaction costs are zero
D)there are many competitors in most markets
Answer: B
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3
Chapter 2: Analysing Business Strategy: Creating Value
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Q1) What are some of the reasons why employees,who understand a company's strategy,might not assist with implementing it?
Answer: Employees who understand a strategy may not implement it because: -these individuals may simply feel the strategy is wrong and so they make no positive attempt to accept it; -they may see that the strategy will have a negative effect on their own position or that of their function or unit,so they may resist it out of self-interest; -they may feel that the managers have no intention of implementing it,or that it is neither realistic nor feasible,so they do not act to implement it either; -many employees have seen strategy and strategic plans come and go,so they may think that the current business strategy will not last very long;and -they may feel that the strategic actions required are so far in the future that the strategy does not,or will not,affect their own position or current behaviour.
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Chapter 3: Analysing the External Environment
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Sample Questions
Q1) Not many countries are affected by major technology changes.
A)True
B)False
Answer: False
Q2) Porter's 'diamond' model of international competitiveness suggests that where firms cluster,analysis may need to be conducted at:
A)industry level
B)organisation level
C)firm level
D)network level
Answer: D
Q3) In an industry analysis in the public sector it is NOT relevant to ask:
A)How does this influence group affect our organisation?
B)Why does this influence group affect our organisation?
C)When will we feel the affect of this influence group on our organisation?
D)What gives this influence group power to affect our organisation?
Answer: C
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Chapter 4: Analysing the External Environment
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Sample Questions
Q1) Hubbard,Rice and Galvin suggest that the ways in which capability performance may be compared are:
A)external peer review,intra-industry comparisons,benchmarking,cost driver analysis
B)internal self-perception,intra-industry comparisons,benchmarking,cost driver analysis,competitive intelligence
C)internal self-perception,inter-industry comparisons,benchmarking,competitive analysis
Q2) Where there are several competitors,the VRIO tests may break down.
A)True
B)False
Q3) Compare and contrast the assumptions of conventional economics with those of the 'resource-based view' of competition.Can they be reconciled or are they contradictory?
Q4) Dynamic capabilities include easy-to-replicate enterprise capabilities required to adapt to changing customer and technological opportunities.
A)True
B)False
Q5) Describe the links between resources,capabilities and strategic capabilities.
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Chapter 5: Measuring Strategic Organisation Performance
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Sample Questions
Q1) The set of models for measuring strategic performance reviewed by Hubbard et al.comprises:
A) shareholder returns,stakeholder value,world's best practice,triple bottom line
B) shareholder value,stakeholder value,world's best practice,balanced scorecard
C) shareholder value,stakeholder value,total quality management,triple bottom line
D)shareholder value,stakeholder value,triple bottom line
Q2) You are working with your roommate on a group project about the types of indicators to include as measures for social and community performance in a sustainability report.What would you contribute to the discussion?
Q3) The balanced scorecard as a business tool for performance assessment is often difficult to implement in organisations.' Comment.
Q4) The balanced scorecard approach rejects the importance of the shareholder value approach.
A)True
B)False
Q5) What are some of the common problems when assessing and communicating performance information?
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Chapter 6: GAP Analysis and Business-Level Strategic Options
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Sample Questions
Q1) Describe how to build a well-defined business model.
Q2) Explain the concept of reconceptualising how the firm creates value with respect to their customers by innovation from outside volunteers and present an example.
Q3) The capability versus competitive strength exercise is often based on an assessment of the future position.
A)True
B)False
Q4) The two ways that related markets can be developed for existing products are:
A)target new customer segments and/or expand geographically
B)target old customer segments and/or expand regionally
C)target new consumer segments and/or expand internationally
D)target old consumer markets and/or expand locally
Q5) NFPs argue that their strategic situation is different from that of a normal commercial organisation,although the 5Qs approach and concepts of business models is readily applied.In which area could you most strongly argue that NFPs differ?
Q6) 'Not to grow' is an inappropriate organisational desire.
A)True
B)False
Page 8
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Chapter 7: Strategic Decision-Making
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Sample Questions
Q1) In brainstorming technique,ideas for solving the problems are simply written down without evaluation.
A)True
B)False
Q2) The rational model of decision-making is not always used by managers.Why?
Q3) Good group decisions are characterised by:
A)individuality,trust and loyalty,shared belief system,groupthink
B)groupthink,respect for individual,consensus,secret voting
C)trust,shared belief system,high degree of cooperation,loyalty
D)individuality,leadership,communication skills,groupthink
Q4) Rational decisions are conscious,explicit,and deliberate.
A)True
B)False
Q5) One of the negative aspects of political decision-making is that it:
A)focuses the decision maker on the need to display strong entrepreneurship to control power
B)focuses the decision maker on the need for the decision to be made at a point in time
C)both A & B
D)none of the options are correct
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Chapter 8: Dynamic Competitive Strategy
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Sample Questions
Q1) Innovative organisations do not accept the 'rules of the game',but seek to change them for their own benefits.In particular,one of the major 'rules' is:
A)the determination of industry standards
B)the determination of market competition
C)the determination of organisational culture
D)the determination of national economic goals
Q2) One of the key principles of game theory is:
A)knowledge of major competitor organisations
B)differentiation between one-period games and repeated interaction games
C)reasoning backwards to the expected actions of competitors to any move
D)all of the above
Q3) Hubbard,Rice and Galvin describe the prisoner's dilemma as a:
A)one-player,single payout objective,two-shot,simultaneous action game
B)sequential action,two-player,multiple payoffs,shotgun game
C)single playoff,multiple objectives,subjective action
D)one-shot,two-player,sequential action,single payoff objective game
Q4) What is the best long-term approach for supporting sustainability and changing environmental practices?
Q5) Consider the relevance of game theory in understanding business strategy.
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Chapter 9: Corporatemulti-Business Strategy
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Q1) The objective of corporate strategy,as with business strategy,is to add value.
A)True
B)False
Q2) Product development strategy allows organisations to increase market share for new products in new markets.
A)True
B)False
Q3) 'Parenting capabilities' imply that:
A)the owned businesses usually inherit 'genetic defects' from their corporate parent
B)the current corporate owner can always create more value than a new corporate owner
C)the owned businesses carry a form of 'corporate DNA' that determines performance
D)the parent in a corporation can transfer to other businesses within the corporation.
Q4) Discuss any two advantages offered by a parent organisation to a new business.
Q5) Briefly discuss the four types of unrelated diversification that may create value.
Q6) What are the possible reasons for a single business wanting to diversify?
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11
Chapter 10: Acquisitions and Alliances
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Sample Questions
Q1) The reason for using M&A for most diversification is that it is a much faster process of growth and expansion.
A)True
B)False
Q2) In 'absorption acquisitions',the acquirer needs to ensure that ___ at the target switch ___ and ___ as quickly as possible:
A)employees,affiliation to,identify with the goals of objectives of the acquirer
B)management,loyalty,bonus schemes
C)plant and machinery,to preferred gas,electricity suppliers
D)shareholders,dividend preference,reinvest their distributions
Q3) Anslinger and Copeland's study of leveraged buyouts and diversified corporations showed that:
A)they were classified as unrelated from a resource-based perspective
B)they produced high share market returns from strategies of making acquisitions
C)they were classified as related from a product-market perspective
D)they produced low share market returns from strategies of making acquisitions
Q4) Explain the differences between absorption and preservation acquisitions.
Q5) Explain why companies might want to undertake an alliance.
Q6) Identify the reasons for creating joint ventures.
Page 12
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Chapter 11: International Strategy
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Sample Questions
Q1) The maintenance costs of licensing might include all of the following except:
A)backup services for licensees
B)ongoing market research
C)expenses for searching for suitable licensees
D)none of the above
Q2) Choose the term that best completes this sentence: The changing global political situation in relation to climate change and the implications for business make _____________ difficult.
A)marketing functions
B)daily production functions
C)human resource functions
D)long-term planning
Q3) Organisations coming from smaller countries are less likely to be able to build scale,certainly from within their own country,to compete internationally.
A)True
B)False
Q4) Discuss the strategic options for internationalisation of organisations in smaller countries.
Q5) Describe the four alternative approaches used to manage worldwide operation.
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Chapter 12: Capabilities, Systems and Structure
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Sample Questions
Q1) There are no problematic issues to deal with in introducing reward systems.
A)True
B)False
Q2) The issues to be considered in developing the design of the organisational structure do NOT include:
A)What the primary value-creating activities in the organisation are?
B)To what extent jobs should be standardised so that activities and skills can be specialised?
C)How activities and jobs should be coordinated?
D)How jobs should be grouped?
Q3) Nohria et al.concluded that it did not matter which particular structural form was used.What mattered was:
A)that the structure simplified the process of dealing with other organisations
B)that the structure enhanced cooperation and exchange of knowledge across the company
C)that the structure established systems for seamless knowledge sharing
D)that the best people were not exposed to the front line
Q4) Compare and contrast the McKinsey 7S model of strategic implementation with Hubbard et al.'s 'winning wheel'.
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Chapter 13: Leadership, People and Culture
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Sample Questions
Q1) Hubbard,Rice and Galvin define management as the ability to:
A)implement existing policies and procedures through other efficient and effective people
B)efficiently and effectively implement existing policies and procedures through other people
C)approve policies and procedures for implementation by other existing people
D)efficiently and effectively implement properly approved processes through other people
Q2) Hubbard,Rice and Galvin suggest that there are various types of boards,including:
A)stakeholder control,managerial control,normative control,control by exception,strategic control,review and approve
B)stockholder control,positive control,tactical control,control by exception
C)analysis of variances,bottom-line driven,top-down approval,normally controlled,normative
D)advise and consent control,managerial control,objective control,culturally sensitive,financial control
Q3) 'Leaders are born,not made.' Discuss the validity of this statement.
Q4) Assess how 'top management teams' can function effectively.
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Page 15
Chapter 14: Change Management
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Sample Questions
Q1) The change capability that Turner and Crawford found to be essential for success was the ability to:
A)delegate the process of change effectively
B)coerce people into supporting the change effort through fear of consequences
C)develop the skills and resources needed to effect change
D)visualise the changed organisation before it existed
Q2) The punctuated equilibrium change model disproves that change comes to industries in waves.
A)True
B)False
Q3) Explain the cognitive perspective of change.
Q4) Under a cognitive perspective,change requires no modification in managerial and employee cognition before any behavioural change will occur.
A)True
B)False
Q5) Directive change management does not support retrenchment of employees.
A)True
B)False
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