罗宾斯《管理学》第九版题库.doc

Chapter 8 Strategic ManagementTrue/False Questions3.The first step in the strategic management process is analyzing the external environment.False (difficult)6.Within an industry, an environment can present opportunities to one organization and pose threats to another.True (moderate)11.The final step in the strategic management process is implementing the objectives.False (difficult)TYPES OF ORGANIZATIONAL STRATEGIES12.Corporate-level strategies are developed for organizations that run more than one type of business.True (moderate)21.The business group that is characterized by having low growth but high market share is known as a cash cow.True (moderate)23.According to the Boston Consulting Group matrix, question marks are businesses that generate large amounts of cash, but their prospects for future growth are limited?False (moderate)27.According to Porters competitive strategies framework, the cost leadership strategy would result in the best quality product at a justifiable cost.False (difficult)Multiple Choice38.The strategic management process is divided into which of the following sections?a.planning, implementation, and evaluation (easy)blem identification, planning, and implementationc.implementation, evaluation, and restructuringd.mission statement, environmental evaluation, and specific goalse.mission statement, environmental scoping, and evaluation39.In the strategic management process, the _ defines the organizational purpose and answers the question: What is our reason for being in business?a.objectiveb.evaluationc.strategyd.mission (easy)e.values statement41.Which of the following is not an example of an organizations mission?a. We believe our first responsibility is to doctors, nurses and patients, to mothers and all others who use our products and services. (Johnson & Johnson).b. AMAXs principal products are molybdenum, coal, iron ore, copper, lead, zinc, petroleum and natural gas, potash, phosphates, nickel, tungsten, silver, gold, and magnesium.c. We at Xeren want to increase market share by 10% during the next fiscal year. (difficult)d. We are dedicated to the total success of Corning Glass Works as a worldwide competitor.e. Hoover Universal is a diversified, multi-industry corporation with strong manufacturing capabilities, entrepreneurial policies, and individual business unit autonomy.44.Which of the following is not part of the organizations external environment?a.what competition is doingb.pending legislation that might affect the organizationc.consumer trendsd.employees education level (moderate)e.labor supply45.What step in the strategic management process follows analyzing the external environment?a.identifying opportunities and threats (moderate)b.mission statementc.evaluationd.identifying strengths and weaknessese.formulating strategies50.What step in the strategic management process follows analyzing the organizations resources?a.identifying opportunities and threatsb.formulating strategyc.mission statementd.implementing strategye.identifying strengths and weaknesses (easy)55.In the strategic management process, what step comes prior to evaluating results?a.identifying strengths and weaknessesb.formulating strategiesc.identifying opportunities and threatsd.implementing strategies (easy)f. analyzing the organizations resources56.What is the final step in the strategic management process?a.mission statementb.identifying opportunities and threatsc.implementing strategiesd.analyzing the organizations resourcese.evaluating results (easy)60.Which of the following is one level of strategic planning in large companies?a.management levelb.financial levelc.staff leveld.corporate level (easy)e.systems level62.Lower level managers in an organization are typically responsible for which of the following types of strategies?a. functional-level strategiesb. business-level strategiesc. corporate-level strategiesd. mergers and acquisitions63.Which of the following is associated with corporate-level strategies?a.They are needed if your organization is in more than one type of business. (moderate)b.They answer: How should our business compete?c.They represent a single business.d.They are a method of support for the business-level strategies.e.They determine the operations of a single business unit.65.When PepsiCo seeks to integrate the strategies of Pepsi, 7-Up International, and Frito-Lay, it is developing what level of business strategy?a.functionalb.systemc.managementd.businesse.corporate (moderate)68.Examples of a corporate-level stability strategy include all of the following EXCEPT:a. continuing to serve the same clients by offering the same product or service.b. maintaining market share.c. sustaining the organizations return-on-investment results.d. implementing vertical or horizontal integration. (moderate)70.When should management pursue a stability strategy?a.Organizational performance is slipping.b.The environment is changing.c.The organizations performance is satisfactory and the environment is stable. (moderate)d.The firm has valuable strengths.e.There are abundant environmental opportunities.76.In _, the organization attempts to gain control of its inputs by becoming its own supplier.a. forward vertical integrationb. backward vertical integration (moderate)c. horizontal integrationd. related diversificatione. unrelated diversification78.Which of the following describes a company growing by combining with other organizations in the same industry?a. forward vertical integrationb. backward vertical integrationc. horizontal integration (moderate)d. related diversificatione. unrelated diversification86.Which of the four business groups in the corporate portfolio matrix has high growth and high market share?a.cash cowb.stars (difficult)c.question marksd.dogse.elephants98.Michael Porters competitive strategies framework identifies three generic competitive strategies: cost leadership, differentiation, and _.a.depth.b.breadth.c.revenue growth.d.focus. (moderate)e.acquisition.102.Porters competitive strategies framework describes a _ strategy whereby an organization wants to be unique in its industry along dimensions widely valued by buyers.a.differentiation (moderate)b.focusc.cost leadershipd.depthe.defender105.According to the boxed feature, “Managing in an E-Business World,” all of the following are mentioned as major implications of the increasingly dynamic and uncertain environments on e-business strategies EXCEPT:a. environmental analysis will become an important part of everyones job.b. strategy will become increasingly long term in orientation. (moderate)c. barriers to entry are practically nonexistent.d. a sustainable competitive advantage will be harder to achieve.ScenariosA Large Taco (Scenario)It is now ten years later and, as the original owner of Taco Rocket, you have seen your business holdings grow substantially. You now need to decide how to best manage and utilize the large number of assets represented by the companies you own. You called the Boston Consulting Group (BCG), and they have offered you some advice based on their corporate portfolio matrix.117.Your oldest holding, Taco Rocket, has not grown much in recent years but, due to low debt, generates a huge amount of cash. Taco Rocket would be considered, according to BCG, a _.a.cash cow. (moderate)b.star.c.question mark.d.dog.e.does not fit with their matrix-118.Recently, you also purchased a company that manufactures a new satellite dish, allowing you to enter into the cable television market. The business is profitable and growing, but the technological unknowns make it risky. BGC considers it a _.a.cash cow.b.star.c.question mark. (moderate)d.dog.e.does not fit with their matrix-119.Another purchase you made was to acquire a local coffee-cart chain with thirty locations around the city. You dont see it growing very much, but then, it doesnt cost much to operate. BGC has labeled this venture a _.a.cash cow.b.star.c.question mark.d.dog. (moderate)e.does not fit with their matrix120.You also got somewhat lucky with an investment made a few years ago. You were an original investor in a computer chip company that took off quickly and now dominates the market. While growing quickly, it does not tend to generate positive cash flow and is in continuous need of reinvestment of equipment and product development. BGC considers this a _.a.cash cow.b.star. (moderate)c.question mark.d.dog.e.does not fit with their matrix-Essay QuestionsTHE STRATEGIC MANAGEMENT PROCESS121.In a short essay, list and discuss the eight steps in the strategic management process.123.In a short essay, list and discuss the three levels of strategy that an organization must develop.Answera. Corporate-level strategy this strategy seeks to determine what businesses a company should be in or wants to be in. Corporate-level strategy determines the direction that the organization is going and the roles that each business unit in the organization will plan in pursuing that direction. b. Business-level strategy this strategy seeks to determine how an organization should compete in each of its businesses. For a small organization in only one line of business or the large organization that has not diversified into different products or markets, the business-level strategy typically overlaps with the organizations corporate strategy. For organizations with multiple businesses, however, each division will have its own strategy that defines the products or services it will offer and the customers it wants to reach.c. Functional-level strategy this strategy seeks to determine how to support the business-level strategy. For organizations that have traditional functional departments such as manufacturing, marketing, human resources, research and development, and finance, these strategies need to support the business-level strategy(moderate)126.In a short essay, discuss the Boston Consulting Group (BCG) matrix and explain its usefulness in segmenting businesses. Include a discussion of the characteristics for each of the four categories based on the BCG matrix.AnswerThe Boston Consulting Group matrix introduced the idea that an organizations businesses could be evaluated and plotted using a 2 x 2 matrix to identify which ones offered high potential and which were a drain on organizational resources. The horizontal axis represents market share, which was evaluated as either low or high; and the vertical axis indicates anticipated market growth, which also was evaluated as either low or high. Based on its evaluation, the business was placed in one of four categories:a. Cash cows (low growth, high market share) businesses in this category generate large amounts of cash, but they prospects for future growth are limited.b. Stars (high growth, high market share) these businesses are in a fast-growing market, and hold a dominant share of that market. Their contribution to cash flow depends on their need for resources.c. Question marks (high growth, low market share) these businesses are in an attractive industry, but hold a small market share percentage.d. Dogs (low growth, low market share) businesses in this category do not produce, or consume, much cash. However, they hold no promise for improved performance.(easy)128.In a short essay, list and discuss the five competitive forces, according to Porter, which determine industry attractiveness and profitability.Answera. Threat of new entrants determined by the height of barriers to entry which includes factors such as economies of scale, brand loyalty, and capital requirements determine how easy or difficult it is for new competitors to enter an industry.b. Threat of substitutes factors such as switching costs and buyer loyalty determine the degree to which customers are likely to buy a substitute product.c. Bargaining power of buyers factors such as number of customers in the market, customer information, and the availability of substitutes determine the amount of influence that buyers have in an industry.d. Bargaining power of suppliers factors such as the degree of supplier concentration and availability of substitute inputs determine the amount of power that supplier have over firms in the industry.e. Existing rivalry factors such as industry growth rate, increasing or falling demand, and product differences determine how intense the competitive rivalry will be among firms in the industry.(moderate)129.In a short essay, list and discuss the three competitive strategies, according to Porter. Include specific examples of companies that pursue each of the three competitive strategies.Answera. Cost leadership strategy when an organization sets out to be the lowest-cost producer in its industry, its following a cost leadership strategy. A low-cost leader aggressively searches out efficiencies in production, marketing, and other areas of operation. Overhead is kept to a minimum, and the firm does everything it can to cut costs. For example, Wal-Marts headquarters in Bentonville, Arkansas, office furnishings are sparse and drab but functional. Although low-cost leaders dont place a lot of emphasis on “frills,” the product or service being sold must be perceived as comparable in quality to that offered by rivals or at least be acceptable to buyers. Examples of companies that have used the low-cost leader strategy include Wal-Mart, Hyundai, and Southwest Airlines.b. Differentiation strategy the company that seeks to of