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21 Cards in this Set
- Front
- Back
Strategy formulation decision involves a single technique, the Quantitative Strategic Planning Matrix |
True |
|
An organization's present strategies, objectives and mission, coupled with the external and audit information, provide a basis for generating and evaluating feasible alternative strategies. |
True |
|
The purpose of matching key factors is to generate feasible alternative strategies. |
True |
|
The __________ stage of strategy formulation includes an EFE Matrix, CPM and an IFE Matrix |
input |
|
What has four quadrants based on two dimensions; competitive position and marketing growth? |
Grand Strategy Matrix |
|
There are three basic types of integration: forward, backward and horizontal |
True |
|
The related diversification strategy is effective when an organization has a strong management team. |
True |
|
Mergers and acquisitions are created for all of the following reasons except to |
increase its existing sales force. |
|
A firm can usually serve only one market segment with the same strategy |
True |
|
A major effort in R&D may be very risky if technology is changing rapidly and the market is growing slowly |
True |
|
Two variables of central importance to strategy implementation |
Market segmentation an product positioning |
|
Strengths, weaknesses, opportunities and threats should continually be monitored for change because it is not really a question of whether these factors will change but rather when they will change and in what ways |
True |
|
Alternative strategies are not selected for implementation can serve contingency plans in case the strategy or strategies selected do not work |
True |
|
The purpose of strategy evaluation is to |
alert management to problems or potential problems |
|
Not a criteria to evaluate a strategy |
Competence |
|
Changing a firm's culture to fit a new strategy is usually more effective than changing a strategy to fir an existing culture |
True |
|
Resistance to change cannot manifest itself through |
filing well-founded grievances |
|
Management issues central to strategy implementation do not include |
maintaining an existing organizational structure |
|
Boards of directors are comprised mostly of outsiders who are becoming more involved in an organization's strategic management |
True |
|
Not a tactic used by politicians for centuries tat can aid strategists |
Contrafinality |
|
Not an environmental strategy |
Pursuing a cost-leadership strategy through green-product features |