• 1. 
    The THREAT section is mainly areas that:

  • Can be easily removed and turned in to strengths
  • Cannot be removed or ignored and will need planning to work with or around. Are a potential risk to your development.
  • Nasty things that have been said to you
  • Are areas that you threaten your safety
  • 2. 
    In the BCG matrix , which of the following the strategy is sell off (divest)?

  • Star
  • Cow
  • Question mark
  • Dog
  • 3. 
    Strategic planning is....

  • Long term planning
  • Short term planning
  • General planning
  • Seasonal planning
  • 4. 
    Which of the following is NOT part of a company's macro-environment?

  • The company's resource strengths, weaknesses and competitive capabilities.
  • Economic factors.
  • Political and Socio-Cultural factors.
  • Technological factors and Legal conditions.
  • 5. 
    Which of the following SWOT elements are external factors for a business?

  • Strengths and Weaknesses
  • Strengths and Opportunities
  • Opportunities and Threats
  • Weaknesses and Threats
  • 6. 
    A company’s strategic vision describes:

  • why the company does certain things in trying to please its customers.
  • management’s storyline of how it intends to make a profit with the chosen strategy.
  • management’s aspirations for the future and delineates the company’s strategic course and long-term direction.
  • what future actions the enterprise will likely undertake to outmaneuver rivals and achieve a sustainable competitive advantage.
  • 7. 
    What does the "S" stand for in PESTLE?

  • Support
  • Short term
  • Social
  • Subsidiary
  • 8. 
    Which is NOT a part of Porters 5 forces?

  • Bargaining power of Suppliers
  • Threat of New entrants
  • Bargaining power of customers
  • Financial threat
  • 9. 
    Well-stated objectives are:

  • quantifiable or measurable, and contain deadlines for achievement.
  • clear, succinct, and concise so as to identify the company’s risk and return options.
  • directly related to the dividend payout ratio for stockholder returns.
  • all of these.
  • 10. 
    An external analysis is the process of scanning and evaluating an organization's various external environmental sectors to determine positive and negative trends that could impact on organizational performance.

  • True
  • False
  • 11. 
    What is the last step of the Strategic Management Process?

  • Formulating Strategies
  • Implementing Strategies
  • Evaluating Results
  • Evaluating Weakness
  • 12. 
    An organisation carrying out its value chain activities at a cost lower than its competitors will enable the organisation to achieve:

  • Differentiation Strategy
  • Focus Strategy
  • Hybrid Strategy
  • Cost Leadership Strategy
  • 13. 
    When developing strategy for organization, which questions should we ask first?

  • How we will get there on a daily to weekly basis?
  • How are our departmental operational plans?
  • What are our short-term goals and operational objectives? How do we break down a larger strategic goal into workable tasks?
  • Where do we compete? What unique value do we bring to market? Which resources do we have or need? How do we sustain our value?
  • 14. 
    The most widely used tool for diagnosing the principle competitive pressures in a market is the:

  • SWOT.
  • Competitor Profiling.
  • Five Forces Model.
  • Market analysis.
  • 15. 
    Which is the FIRST step in the strategic Management process?

  • Monitoring and evaluating strategies
  • Developing the vision and mission
  • Strategy formulation
  • Goals and Objectives
  • 16. 
    A company’s strategic plan:

  • maps out the company’s history.
  • links the company’s financial targets to control mechanisms.
  • outlines the competitive moves and approaches to be used in achieving the desired business results.
  • all of these.
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