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PRE-TEST - CHAPTER 3

Total questions: 15

Worksheet time: 6mins

Name
Class
Date
1.

It is a mandatory process for hotels of all sizes, categories, and services.

a)

Audit

b)

Night Audit

c)

Auditing

d)

Night Auditing

2.

These are the major functions of a night audit except:

a)

Ensures rollover from one business day to the next day

b)

Verifies posted entries to guest/non-guest accounts

c)

Reconciles all front office cash counters/accounts

d)

Complicates room status and rate discrepancies

3.

STEPS IN THE NIGHT AUDIT PROCESS

  1. 1. Reconcile room status

  2. 2. Verify room rates

  3. 3. Total outstanding charge posting

  1. 4. Verify no-shows of the day

5.Balance all departmental accounts

a)

2,3,1,5,4

b)

1,2,3,4,5

c)

3,1,2,4,5

d)

2,4,1,3,5

4.

Night Audit Room details report captures the total number of rooms and their total guests under each category such as occupied rooms, available rooms, day-use rooms, etc., for the day.

a)

TRUE

b)

FALSE

5.

It changes translate into changes in consumer demand for both industrial and consumer products and services.

a)

Key External Forces

b)

External Forces

c)

key Internal Forces

d)

Internal Forces

6.

It entails firms striving to compete in attractive industries, avoiding weak or faltering industries, and gaining a full understanding of key external factor relationships.

a)

Industrial Organization (I/O)

b)

Competitive Intelligence (CI)

c)

External Factor Evaluation (EFE)

d)

Competitive Profile Matrix (CPM)

7.

It identifies a firm’s major competitors and their particular strengths and weaknesses about a sample firm’s strategic position.

a)

COMPETITIVE PROFILE MATRIX (CPM)

b)

EXTERNAL FACTOR EVALUATION (EFE) MATRIX

c)

COMPETITIVE INTELLIGENCE (CI) PROGRAM

d)

INDUSTRIAL ORGANIZATION (I/O) VIEW

8.

It is a systematic and ethical process of gathering and analyzing information about the competition’s activities, and general business trends to further a business’s owns goals

a)

COMPETITIVE INTELLIGENCE (CI) PROGRAMS

b)

INDUSTRIAL ORGANIZATION (I/O) VIEW

c)

EXTERNAL FACTOR EVALUATION (EFE) MATRIX

d)

COMPETITIVE PROFILE MATRIX (CPM)

9.

It allows strategists to summarize and evaluate economic, social, cultural, demographic, environmental, political, governmental, legal, technological, and competitive information.

a)

COMPETITIVE PROFILE MATRIX (CPM)

b)

COMPETITIVE INTELLIGENCE (CI) PROGRAMS

c)

INDUSTRIAL ORGANIZATION (I/O) VIEW

d)

EXTERNAL FACTOR EVALUATION (EFE) MATRIX

10.

FIRMS AFFECTING FIRM PERFORMANCE except:

a)

Economies of scale

b)

Barriers to market entry

c)

Product differentiation

d)

Level of competitiveness

e)

None of the above

11.

(a)   management is one of the key responsibilities of a strategist because •It represents major opportunities and threats that must be considered in formulating strategies.

12.

It is a widely used approach for developing strategies in many industries.

a)

MASLOW'S HIERARCHY OF NEEDS

b)

PORTER’S FIVE-FORCES MODEL

c)

ENTREPRENEURIAL APPROACH

d)

EVOLUTIONARY APPROACH

13.

PORTER’S FIVE-FORCES MODEL are the following except:

a)

Rivalry among competitive firms

b)

Potential entry of new customer

c)

Potential development of substitute products

d)

Bargaining power of suppliers

e)

Bargaining power of consumers

14.

An important part of an external audit is identifying rival firms and determining their strengths, weaknesses, opportunities, threats, objectives, and strategies.

a)

TRUE

b)

FALSE

15.

Quantitative forecasts are the most appropriate when historical data are available and when the relationships among key variables are expected to remain the same in the future.

a)

TRUE

b)

FALSE