罗宾斯《管理学》第九版题库-8

Chapter8-StrategicManagementTrue/FalseQuestions

3.Thefirststepinthestrategicmanagementprocessisanalyzingtheexternalenvironment.Falsedifficult

6.Withinanindustryanenvironmentcanpresentopportunitiestooneorganizationandposethreatstoanother.TruemoderateThefinalstepinthestrategicmanagementprocessisimplementingtheobjectives.FalsedifficultTYPESOFORGANIZATIONALSTRATEGIESCorporate-levelstrategicsarcdevelopedfororganizationsthatrunmorethanonetypeofbusiness.TruemoderateThebusinessgroupthatischaracterizedbyhavinglowgrowthbuthighmarketshareisknownasacashcow.TruemoderateAccordingtotheBostonConsultingGroupmatrixquestionmarksarebusinessesthatgeneratelargeamountsofcashbuttheirprospectslorfuturegrowtharelimitedFalsemoderateAccordingtoPorterscompetitivestrategiesframeworkthecostleadershipstrategywouldresultinthebestqualityproductatajustifiablecost.FalsedifficultMultipleChoiceThestrategicmanagementprocessisdividedintowhichofthefollowingsectionsplanningimplementationandevaluationeasyproblemidentificationplanningandimplementationimplementationevaluationandrestructuringmissionstatementenvironmentalevaluationandspecificgoalsmissionstatementenvironmentalscopingandevaluationInthestrategicmanagementprocessthedefinestheorganizationalpurposeandanswersthequestion:Whatisourreasonforbeinginbusinessa.objectiveb.evaluationc.strategymissioneasyvaluesstatement

41.WhichofthefollowingisnotanexampleofanorganizationsmissionWebelieveourfirstresponsibilityistodoctorsnursesandpatientstomothersandallotherswhouseourproductsandservices.JohnsonJohnson.AMAXsprincipalproductsaremolybdenumcoalironorecopperleadzincpetroleumandnaturalgaspotashphosphatesnickeltungstensilvergoldandmagnesium.WeatXerenwanttoincreasemarketshareby10%duringthenextfiscalyeardifficultWcarededicatedtothetotalsuccessofCorningGlassWorksasaworldwidecompetitor.HooverUniversalisadiversifiedmulti-industrycorporationwithstrongmanufacturingcapabilitiesentrepreneurialpoliciesandindividualbusinessunitautonomy.Whichofthefollowingisnotpartoftheorganizationsexternalenvironmentwhatcompetitionisdoingpendinglegislationthatmightaffecttheorganizationconsumertrendsemployees*educationlevelmoderatelaborsupplyWhatstepinthestrategicmanagementprocessfollowsanalyzingtheexternalenvironmentidentifyingopportunitiesandthreatsmoderatemissionstatementevaluationidentifyingstrengthsandweaknessesformulatingstrategiesWhatstepinthestrategicmanagementprocessfollowsanalyzingtheorganizationsresourcesidentifyingopportunitiesandthreatsformulatingstrategymissionstatementimplementingstrategyidentifyingstrengthsandweaknesseseasyInthestrategicmanagementprocesswhatstepcomespriortoevaluatingresultsidentifyingstrengthsandweaknessesformulatingstrategiesidentifyingopportunitiesandthreatsimplementingstrategieseasyanalyzingtheorganizationsresourcesWhatisthefinalstepinthestrategicmanagementprocessmissionstatementidentifyingopportunitiesandthreatsimplementingstrategicsanalyzingtheorganizationsresourcesevaluatingresultseasyWhichofthefollowingisonelevelofstrategicplanninginlargecompaniesmanagementlevelfinanciallevelstafflevelcorporateleveleasysystemslevelLowerlevelmanagersinanorganizationaretypicallyresponsibleforwhichofthefollowingtypesofstrategiesfunctional-levelstrategiesbusiness-levelstrategiescorporate-levelstrategiesmergersandacquisitionsWhichofthefollowingisassociatedwithcorporate-lcvclstrategiesTheyareneededifyourorganizationisinmorethanonetypeofbusinessmoderateTheyanswer:HowshouldourbusinesscompeteTheyrepresentasinglebusiness.Theyarcamethodofsupportforthebusiness-levelstrategics.Theydeterminetheoperationsofasinglebusinessunit.WhenPepsiCoseekstointegratethestrategiesofPepsi7-UpInternationalandFrito-LayitisdevelopingwhatlevelofbusinessstrategyfunctionalsystemmanagementbusinesscorporatemoderateExamplesofacorporate-levelstabilitystrategyincludeallofthefollowingEXCEPT:continuingtoservethesameclientsbyofferingthesameproductorservice.maintainingmarketshare.sustainingtheorganizationsreturn-on-investmentresults.implementingverticalorhorizontalintegrationmoderateWhenshouldmanagementpursueastabilitystrategyOrganizationalperformanceisslipping.Theenvironmentischanging.TheorganizationsperformanceissatisfactoryandtheenvironmentisstablemoderateThefirmhasvaluablestrengths.Thereareabundantenvironmentalopportunities.Intheorganizationattemptstogaincontrolofitsinputsbybecomingitsownsupplier.forwardverticalintegrationbackwardverticalintegrationmoderatehorizontalintegrationrelateddiversificationunrelateddiversificationWhichofthefollowingdescribesacompanygrowingbycombiningwithotherorganizationsinthesameindustryforwardverticalintegrationbackwardverticalintegrationhorizontalintegrationmoderaterelateddiversificationunrelateddiversificationWhichofthefourbusinessgroupsinhecorporateportfoliomatrixhashighgrowthandhighmarketsharecashcowstarsdifficultquestionmarksdogselephantsMichaelPorterscompetitivestrategiesframeworkidentifiesthreegenericcompetitivestrategies:costleadershipdifferentiationand.depth.breadth.revenuegrowth.focusmoderateacquisition.Porterscompetitivestrategiesframeworkdescribesastrategywherebyanorganizationwantstobeuniqueinitsindustryalongdimensionswidelyvaluedbybuyers.differentiationmoderatefbcuscostleadershipdepthdefenderAccordingtotheboxedfeatureManaginginanE-BusinessWorldallofthefollowingarementionedasmajorimplicationsoftheincreasinglydynamicanduncertainenvironmentsone-businessstrategiesEXCEPT:environmentalanalysiswillbecomeanimportantpartofeveryonesjob.strategywillbecomeincreasinglylongterminorientationmoderatebarrierstoentryarepracticallynonexistent.asustainablecompetitiveadvantagewillbehardertoachieve.ScenariosALargeTacoScenarioItisnowtenyearslaterandastheoriginalownerofTacoRocketyouhaveseenyourbusinessholdingsgrowsubstantially.Younowneedtodecidehowtobestmanageandutilizethelargenumberofassetsrepresentedbythecompaniesyouown.YoucalledtheBostonConsultingGroupBCGandtheyhaveofferedyousomeadvicebasedontheircorporateportfoliomatrix.YouroldestholdingTacoRockethasnotgrownmuchinrecentyearsbutduetolowdebtgeneratesahugeamountofcash.TacoRocketwouldbeconsideredaccordingtoBCGa.cashcow.moderatestar.questionmark.dog.doesnotfitwiththeirmatrix-Recentlyyoualsopurchasedacompanythatmanufacturesanewsatellitedishallowingyoutoenterintothecabletelevisionmarket.Thebusinessisprofitableandgrowingbutthetechnologicalunknownsmakeitrisky.BGCconsidersita.cashcow.star.questionmarkmoderatedog.doesnotfitwiththeirmatrix-Anotherpurchaseyoumadewastoacquirealocalcoffee-cartchainwiththirtylocationsaroundthecity.Youdontseeitgrowingverymuchbuitheniidoesntcostmuchooperate.BGChaslabeledthisventurecashcow.star.questionmark.dog.moderatedoesnotfitwiththeirmatrixYoualsogotsomewhatluckywithaninvestmentmadeafewyearsago.Youwereanoriginalinvestorinacomputerchipcompanythattookoffquicklyandnowdominatesthemarket.Whilegrowingquicklyitdocsnottendtogeneratepositivecashflowandisincontinuousneedofreinvestmentofequipmentandproductdevelopment.BGCconsidersthisa.a.cashcow.starmoderatequestionmark.dog.doesnotfitwiththeirmatrix-EssayQuestionsTHESTRATEGICMANAGEMENTPROCESSInashortessaylistanddiscusstheeightstepsinthestrategicmanagementprocess.Inashortessaylistanddiscussthethreelevelsofstrategythatanorganizationmustdevelop.AnswerCorporate-levelstrategy-thisstrategyseekstodeterminewhatbusinessesacompanyshouldbeinorwantstobein.Corporate-levelstrategydeterminesthedirectionthattheorganizationisgoingandtherolesthateachbusinessunitintheorganizationwillplaninpursuingthatdirection.Business-levelstrategy-thisstrategyseekstodeterminehowanorganizationshouldcompeteineachofitsbusinesses.Forasmallorganizationinonlyonelineofbusinessorthelargeorganizationthathasnotdiversifiedintodifferentproductsormarketsthebusiness-levelstrategytypicallyoverlapswithheorganizationscorporatestrategy.Fororganizationswithmultiplebusinesseshowevereachdivisionwillhaveitsownstrategythatdefinestheproductsorservicesitwillofferandthecustomersitwantstoreach.Functional-levelstrategy-thisstrategyseekstodeterminehowosupporthebusiness-levelstrategy.FororganizationshathavetraditionalfunctionaldepartmentssuchasmanufacturingmarketinghumanresourcesresearchanddevelopmentandfinancethesestrategiesneedtosupportthebusinesslevelstrategymoderateInashortessaydiscusstheBostonConsultingGroupBCGmatrixandexplainitsusefulnessinsegmentingbusinesses.IncludeadiscussionofthecharacteristicsforeachofthefourcategoriesbasedontheBCGmatrix.AnswerTheBostonConsultingGroupmatrixintroducedtheideathatanorganizationsbusinessescouldbeevaluatedandplottedusinga2x2matrixtoidentifywhichonesofferedhighpotentialandwhichwereadrainonorganizationalresources.Thehorizontalaxisrepresentsmarketsharewhichwasevaluatedaseitherloworhigh;andtheverticalaxisindicatesanticipatedmarketgrowthwhichalsowasevaluatedaseitherloworhigh.Basedonitsevaluationthebusinesswasplacedinoneoffourcategories:Cashcowslowgrowthhighmarketshare-businessesinthiscategorygeneratelargeamountsofcashbuttheyprospectsforfuturegrowtharelimited.Starshighgrowthhighmarketshare-thesebusinessesareinafast-growingmarketandholdadominantshareofthatmarket.Theircontributiontocashflowdependsontheirneedforresources.Questionmarkshighgrowthlowmarketshare-thesebusinessesareinanattractiveindustrybutholdasmallmarketsharepercentage.Dogslowgrowthlowmarketshare-businessesinthiscategorydonotproduceorconsumemuchcash.Howevertheyholdnopromiseforimprovedperformance.easyInashortessaylistanddiscussthefivecompetitiveforcesaccordingtoPorterwhichdetermineindustryattractivenessandprofitability.AnswerThreatofnewentrants-determinedbytheheightofbarrierstoentrywhichincludesfactorssuchaseconomiesofscalebrandloyaltyandcapitalrequirementsdeterminehoweasyordifficultitisfornewcompetitorstoenteranindustry.Threatofsubstitutes-factorssuchasswitchingcostsandbuyerloyaltydeterminethedegreetowhichcustomersarelikelytobuyasubstituteproduct.Bargainingpowerofbuyers-factorssuchasnumberofcustomersinthemarketcustomerinformationandtheavailabilityofsubstitutesdeterminetheamountofinfluencethatbuyershaveinanindustry.Bargainingpowerofsuppliers-factorssuchasthedegreeofsupplierconcentrationandavailabilityofsubstituteinputsdeterminetheamountofpowerthatsupplierhaveoverfirmsintheindustry.Existingrivalry-factorssuchasindustrygrowthrateincreasingorfallingdemandandproductdifferencesdeterminehowintensethecompetitiverivalrywillbeamongfirmsintheindustry.moderateInashortessaylistanddiscussthethreecompetitivestrategicsaccordingtoPorter.Includespecificexamplesofcompaniesthatpursueeachofthethreecompetitivestrategies.AnswerCostleadershipstrategy-whenanorganizationsetsouttobethelowest-costproducerinitsindustryitsfollowingacostleadershipstrategy.Alow-costleaderaggressivelysearchesoutefficienciesinproductionmarketingandotherareasofoperation.Overheadiskepttoaminimumandthefirmdoeseverythingitcantocutcosts.ForexampleWal-MartsheadquartersinBentonvilleArkansasofficefurnishingsaresparseanddrabbutfunctional.Althoughlow-costleadersdontplacealotofemphasisonfrills“theproductorservicebeingsoldmustbeperceivedascomparableinqualitytohatofferedbyrivalsoralleastbeacceptableobuyers.Examplesofcompaniesthathaveusedthelow-costleaderstrategyincludeWal-MartHyundaiandSouthwestAirlines.Differentiationstrategy-thecompanythatseekstoofferuniqueproductsthatarewidelyvaluedbycustomersisfollowingadifferentiationstrategy.Sourcesofdifferentiationmightbeexceptionallyhighqualityextraordinaryserviceinnovativedesigntechnologicalcapabilityoranunusuallypositivebrandimage.Thekeytothiscompetitivestrategyisthatwhateverproductorserviceattributeischosenfordifferentiatingmustsetthefirmapartfromitscompetitorsandbesignificantenoughtojustifyapricepremiumthatexceedthecostofdifferentiating.Practicallyanysuccessfulproductorsenicecanbeidentifiedasanexampleofthedifferentiationstrategy:Nordstromscustomerservice;Sonyreputationforqualityandinnovativedesign;Coachhandbagsdesignandbrandimage;andKimberly-ClarksHuggiesPull-Upsproductdesign.Focusstrategy-theaimofthefocusstrategyisatacostadvantageoradifferentiationadvantageinanarrowsegment.Thatismanagersselectamarketsegmentorgroupofsegmentsinanindustryanddontattempttoservethebroadmarket.Thegoalofafbcusstrategyistoexploitanarrowsegmentofamarket.Thesesegmentscanbebasedonproductvarietytypeofendbuyerdistributionchannelorgeographicallocationofbuyers.Researchsuggestshathefocusstrategymaybehemosteffectivechoicelorsmallbusinessesbecausetheytypicallydonothavetheeconomiesofscaleorinternalresourcestosuccessfullypursueoneoftheothertwostrategies.moderate。