Quản trị chiến lược

Which one of the following is not one of the five stages of an ongoing, continuous strategic management process?

• Forming a strategic vision of the company's future direction and focus

• Setting objectives to measure progress toward achieving the strategic vision

• Crafting a strategy to achieve the objectives and get the company where it wants to go

• Developing a profitable business model

It is normal for a company's strategy to end up being

• Left unchanged from management's original planned set of actions and business approaches since making on-the-spot changes is too risky.

• A combination of defensive moves to protect the company's market share and offensive initiatives to set the company's product offering apart from rivals.

• Like the strategies of other industry members since all companies are confronting much the same market conditions and competitive pressures.

• A blend of deliberate planned actions to improve the company's competitiveness and financial performance and as-needed unplanned reactions to unanticipated developments and fresh market conditions.

A company may develop an emergent strategy due to

• Strategic moves by rival firms.

• Unexpected shifts in customer preferences.

• Fast-changing technological developments.

• All of the above.

Which of the following statements about a company's realized strategy is true?

• A company's realized strategy is mostly hidden to outside view and is deliberately kept under wraps by top-level managers.

• A company's realized strategy is typically planned well in advance and usually deviates little from the planned set of actions.

• A company's realized strategy generally changes very little over time unless a newly appointed CEO decides to take the company in a new direction with a new strategy.

• A company's realized strategy is typically a blend of deliberate/planned initiatives and emergent/unplanned reactive strategy elements.

A company's realized strategy is made up of

• Deliberate/planned initiatives that have proven themselves in the marketplace and newly launched initiatives aimed at further boosting performance.

• Emergent/reactive adjustments to unanticipated strategic moves by rivals, unexpected changes in customer preferences, and new market opportunities.

• Tactical plans to imitate the key elements of the strategies employed by rivals.

• All of the above.

A winning strategy is one that

• Builds strategic fit, is socially responsible, and maximizes shareholder wealth.

• Is highly profitable and boosts the company's market share.

• Results in a company becoming the dominant industry leader.

• Fits the company's internal and external situation, builds sustainable competitive advantage, and improves company performance.

A well-conceived strategy is value creating producing excellence in company performance and is best when the gains are achieved.

• In profitability and financial strength.

• In competitive strength and market standing.

• In developing distinctive competencies and sustainability.

• All of the above

Which of the following questions ought to be used to distinguish a winning strategy from a so-so or flawed strategy?

• Does the strategy contain a sufficient number of emergent/reactive elements?

• Is the strategy well-matched to the company's situation, helping the company achieve a sustainable competitive advantage, and resulting in better company performance?

• Is the company putting too little emphasis on growth and profitability and too much emphasis on behaving in an ethical and socially responsible manner?

• Is the strategy resulting in the development of additional competitive capabilities?

Strategic planning in a multidivisional corporation

• Should be instigated only from the main corporate office.

• Should be accomplished quickly to decrease the likelihood of it becoming outdated.

• Should encourage a clear delineation between top management and lower-level managers.

• Should be a formalized and sophisticated system.

The integrated internationalization of markets and corporations is called

• Internal strategic factors.

• Matrix factors.

• Key success factors.

• Industry scenario.