战略管理期末整理

1、(T)1.If managers diversify a firm in a way that does not produce value the firm risks capital market intervention .(F)2.Related diversification by a firm tends to reduce a managers executive compensation. whereas unrelated diversification tends to increase it because the firm has moved into new indu

2、stries.(T)3.synergy exists when the value created by business units working together exceeds the value that those same units create working independently.(F)4.performance continues to increase as diversification increases from single business unrelated diversification.(F)5.the activities in the valu

3、e chains of companies using focus strategies are quite different than the activities in the value chains of companies using industry-wide business strategies.(T)6.golbal competition has increased the options for consumers and has made it more imperative for firms to indentify the needs of customers

4、in order to earn above-average returns.(T)7.in order for a cost leadership strategy to earn the firm above-average returns. the firm must sell large volumes of the product.(T)8.to position itself differently from competitors. a firm must decide to either perform activities differently or to perform

5、different activities.(T)9.a risk of the differentiation strategy is that the firms means of differentiation may eventually not provide value to the customer.选择题(B)1.which of the following is TRUE?A. As customer loyalty increase, customers are more sensitive to price increase.B. Customer loyalty has

6、a positive relationship with firm profitability.C. Customer loyalty is fragile and cannot reliably be considered a factor in firm success.D. Customer loyalty is of importance only to firms using a differentiation strategy.(B)2.The growth-share matrix of the Boston Consulting Group suggests. That the

7、 excess cash being generated by “cash cows” should be used to fund. A. ”dogs”B.” question marks”C. ”stars”D. ”white knights”E. ”buckets”(C)3.Which value creating strategies best satisfy customer needs?a. Firm resources.b. Capabilities.c. Core competencies.d. None of the above.(D)4.If southwest Airli

8、nes employees lost their high enthusiasm and commitment to the company.a. the airline could continue without problems because its cost-leadership strategy is dependent on its efficient internal procedures.b. replacement employees could be hired from rival airlines that are laying off employees easil

9、y merged into the southwest culture.c. there would be no impact on Southwests profitability because southwests customers value the low fares rather than being “entertained” by the employees.d. southwest would have lost one of its competitive advantages and its performance would be threatened.(A)5. A

10、ll of the following are considered generic business-level strategies EXCEPT a. product diversificationb. cost leadership c. focused differentiationd. integrated cost leadership /differentiation(E)6. which of the following is defined by GE as one of the variables forming business strength competitive

11、 position?a. industry profitabilityb. competitive diversityc. market growth rate.d. market size.e. market share.(B)7.The effectiveness of any of the generic business-level strategies is contingent upona. customer needs and competitors strategies.b. the match between the opportunities and threats in

12、its external market and the strengths of its internal environment.c. the trends in the general consumer base and the robustness of the global and industry economy.d. the firms competitive scope and its competitive advantage.(A)8.A cost leadership strategy provides goods or services with features tha

13、t area. acceptableb. uniquec. substandardd. mediocre(C)9. A company pursuing the differentiation or focused differentiation strategy would tend to a. have highly efficient systems linking suppliers products with the firms production processes.b. use economies of scalec. have strong capabilities in b

14、asic research.d. make investments in easy-to-use manufacturing technologies.(E)10. Which is the opposite of a vertical growth strategy?a. horizontal growthb. concentrationc. diversificationd. acquisitione. outsourcing.(A)11. Ever improving levels of efficiency enhance profit margins for a cost leade

15、r. This effects which of the five forces of industry structure most directly?a. Potential entrantsb. Substitutesc. Buyer powerd. Supplier power（C）12. Adding a related or complementary product to a corporations business units is called.a. concentrationb. horizontal growthc. concentric diversification

16、d. vertical growthe. conglomerate diversification.二(F)1.In 2005, Gillette was acquired by Proctor & Gamble(P&G), this is an example of business level strategic action initiated by P&G.(F)2. Revenues for United Parcel Service (UPS) are derived from the following business segments.74 perce

17、nt from U.S package delivery operations.17 percent from international package delivery and 9 percent from non-packaging operations. The best description of the corporate level strategy of UPS is unrelated diversification.(T)3. Economies of scope are cost saving resulting from a firm successfully lev

18、eraging, either through sharing or transferring. Some of its capabilities and competencies developed in one business to another business.(T)4.When selecting a business level strategy, the firm determines who will be served, what customer needs will be satisfied, and how those needs will be satisfied

19、.(F)5. An effective vision statement will specify the market to be served should compete. (F)6. a major advantage of diversification is that overall monitoring costs are reduced, since each separate business comes under the control of corporate headquarters.(F)7.GDP trend is a variable in task envir

20、onment.选择题(a)1.Competitive rivalry has the most effect on the firms_ strategies than the firm strategies.a. business-levelb. corporate-levelc. acquisitiond. international(c)2. Intensified rivalry within an industry results inA. increased hiring across the industryB. increased total revenues across t

21、he industryC. Decreased average profitability across the industryD. Increased entries into the industry.(C)3.Firms with few competitive resource are more likely toa. Not respond to competitive actions.b. Respond quickly to competitive actionsc. Delay responding to competitive actionsd. Respond to st

22、rategic actions, but not to tactical action(B)4. On the whole there are more competitive responses toa. Strategic actions than to tactical actions.b. Tactical actions than to strategic actions.c. Buyer pressures than to supplier pressures.d. The demands of the top management team than to industry st

23、ructural pressures.(c)5. Which of the following statements is FALSE?a. First movers tend to take higher risks than second and later movers.b. First movers tend to have significantly higher revenues than second movers.c. First movers have lower survival rates than second and late movers.d. First move

24、rs tend to have more organizational slack than later movers.(c)6. In 2005, P&G, whose products include Crest toothpaste and Tide laundry detergent, purchased Gillette. Gillette itself had multiple businesses, including a range of products including electric toothbrushes, razors and batteries. Wh

25、ich of the following reflects the acquisition?a. It is unrelated diversification for P&G because Gillette consists of more than one business unit.b. It is unrelated diversification for Gillette because P&G consists of more than one business unit.c. It is related diversification for P&G b

26、ecause the product lines for both firms are consumer products sold through similar channels.d. It is related diversification for Gillette because the product lines for both firms are consumer products sold through similar channels.(B)7. on the most basic level, corporate-level strategy is concerned

27、with _ and how to manage these businesses.a. whether the firm should invest in global or domestic businessesb. what product markets and businesses the firm should be in c. whether the portfolio of business should generate immediate above-average returns or should be troubled businesses which will cr

28、eate above-average returns only after restructuring.d. whether to integrate backward or forward.(A)8. Wm. Wrigley Jr. Company once made only chewing gum. When Wrigley bought Life Savers (a line of candy mints) and Altoids (a line of breadth mints) from Kraft, chewing gum then constituted less than 9

29、5 percent of revenues. Thus, Wrigleya. Was moving away from its traditional single-business strategy toward a dominant strategy.b. Was moving away from its traditional dominant strategy toward a related-linked strategy.c. Became a conglomerate since Life Savers and Altodis are unrelated businesses.d

30、. Probably planned to restructure these companies and sell them off (D)9. Which acquisition would be considered the LEAST related?A . a candy manufacturer purchases a chemical laboratory specializing in food flavorings.B. a chain of garden centers acquires a landscape architecture firm.C. a hospital

31、 acquires a long-term care nursing home.D. an upscale ”white-tablecloth” restaurant chain acquires a travel agency.(b)10. Firms that have selected a related diversification corporate-level strategy seek to exploita. Control shared among business-unit managers.b. Economies of scope between business u

32、nits.c. The favorable demand of buyersd. Market power. 论述题：1. What is a learning organization? Is this approach to strategic management better than the more traditional top-down approach in which strategic planning is primarily done by top management.答：a learning organization is an organization skil

33、led at creating, acquiring, and transferring knowledge and at modifying its behavior to reflect new knowledge and insights.Yes. Traditional top-down approach may be appropriate , when the organization is in a strategy fairly simple environment, but now when the situation is complex and quickly chang

34、ing. Increasing environmental uncertainty means that corporations must develop flexibility. It demands that the company become a learning organization. 2. When is the planning mode of strategic decision making superior to the entrepreneurial(企业家模式) and adaptive（适应性模式） modes?答：In most situations the

35、planning mode(规划模式), which includes the basic elements of the strategic management process, is a more rational and thus better way of making strategic decisions. The planning mode is not only more analytical and less political than the other modes are, but also more appropriate for dealing with comp

36、lex, changing environments.3. Discuss how a development in a corporations societal environment can affect the corporation through its task environment.答：developments or trends in a corporations societal environment typically do not affect the corporation directly but indirectly through their impact

37、on one or more stakeholder groups in the corporations task environment. this development in the societal environment affected companies through its impact on employee/union groups, customer, and special interest groups and even governments.4. According to Porter, what determines the level of competi

38、tive intensity（强烈） in an industry?答：The corporation must assess (评估)the following six forces: threat of new entrants; rivalry among existing firms; threat of substitute products; bargaining power of buyers, bargaining power of suppliers; relative power of other stakeholders 4. entry barrier 意义，含义，作用

39、，常见的有哪些答：（1）An entry barrier is an obstruction (阻碍)that makes it difficult for a company to enter an industry.(2) to the extent that entry barriers are low, it will be not easy for a new company to enter the industry and raise the level of competitive(3) economies of scale; 规模经济 Product differentiat

40、ion; 产品差异化Capital requirements; 资本要求Switching costs; 转换成本Access to distribution channels; 进入销售渠道Cost disadvantages independent of size; 与成本无关的劣势Government policy 政府政策5. How can value-chain analysis help identify a companys strengths and weaknesses?答：through identifying any core or distinctive compet

41、encies.Corporate value-chain analysis involves the following steps:Examine each product lines value chain in terms of the various activities involved in producing that product or service.(根据生产产品或服务所涉及的各种活动检查每条产品线的价值链)Examine the “linkages” within each product lines value chain.(检验每条产品线的价值链的内在联系)Exam

42、ine the potential synergies among the value chains of different product lines or business units.(检验不同产品线或业务单位价值链之间的潜在协同作用)6. Is it possible for a company or business unit to follow a cost leadership strategy and a differentiation strategy simultaneously(同时)? Why or why not?答：No. to be successful, a

43、company or business unit must achieve one of the generic competitive strategies. Otherwise , the company or business unit is stuck in the middle of the competitive marketplace with no competitive advantage and is doomed to below-average performance.7. Is it possible for a company to have a sustainable competitive advantage when its ind