羅賓斯《管理學(xué)》第九版題庫-8羅賓斯《管理學(xué)》第九版題庫-86/6羅賓斯《管理學(xué)》第九版題庫-8wordChapter8–StrategicManagementTrue/FalseQuestionsThefirststepinthestrategicmanagementprocessisanalyzingtheexternalenvironment.False(difficult)Withinanindustry,anenvironmentcanpresentopportunitiestooneorganizationandposethreatstoanother.True(moderate)Thefinalstepinthestrategicmanagementprocessisimplementingtheobjectives.False(difficult)TYPESOFORGANIZATIONALSTRATEGIESCorporate-levelstrategiesaredevelopedfororganizationsthatrunmorethanonetypeofbusiness.True(moderate)Thebusinessgroupthatischaracterizedbyhavinglowgrowthbuthighmarketshareisknownasacashcow.True(moderate)AccordingtotheBostonConsultingGroupmatrix,questionmarksarebusinessesthatgeneratelargeamountsofcash,buttheirprospectsforfuturegrowtharelimited?False(moderate)AccordingtoPorter'scompetitivestrategiesframework,thecostleadershipstrategywouldresultinthebestqualityproductatajustifiablecost.False(difficult)MultipleChoiceThestrategicmanagementprocessisdividedintowhichofthefollowingsections?planning,implementation,andevaluation(easy)problemidentification,planning,andimplementationimplementation,evaluation,andrestructuringmissionstatement,environmentalevaluation,andspecificgoalsmissionstatement,environmentalscoping,andevaluationInthestrategicmanagementprocess,the______________definestheorganizationalpurposeandanswersthequestion:"Whatisourreasonforbeinginbusiness?"objectiveevaluationstrategymission(easy)valuesstatementWhichofthefollowingisnotanexampleofanorganization'smission?Webelieveourfirstresponsibilityistodoctors,nursesandpatients,tomothersandallotherswhouseourproductsandservices.(Johnson&Johnson).AMAX'sprincipalproductsaremolybdenum,coal,ironore,copper,lead,zinc,petroleumandnaturalgas,potash,phosphates,nickel,tungsten,silver,gold,andmagnesium.WeatXerenwanttoincreasemarketshareby10%duringthenextfiscalyear.(difficult)WearededicatedtothetotalsuccessofCorningGlassWorksasaworldwidecompetitor.wordHooverUniversalisadiversified,multi-industrycorporationwithstrongmanufacturingcapabilities,entrepreneurialpolicies,andindividualbusinessunitautonomy.Whichofthefollowingisnotpartoftheorganization'sexternalenvironment?whatcompetitionisdoingpendinglegislationthatmightaffecttheorganizationconsumertrendsemployees'educationlevel(moderate)laborsupplyWhatstepinthestrategicmanagementprocessfollowsanalyzingtheexternalenvironment?identifyingopportunitiesandthreats(moderate)missionstatementevaluationidentifyingstrengthsandweaknessesformulatingstrategiesWhatstepinthestrategicmanagementprocessfollowsanalyzingtheorganization'sresources?identifyingopportunitiesandthreatsformulatingstrategymissionstatementimplementingstrategyidentifyingstrengthsandweaknesses(easy)Inthestrategicmanagementprocess,whatstepcomespriortoevaluatingresults?identifyingstrengthsandweaknessesformulatingstrategiesidentifyingopportunitiesandthreatsimplementingstrategies(easy)f.analyzingtheorganization'sresourcesWhatisthefinalstepinthestrategicmanagementprocess?missionstatementidentifyingopportunitiesandthreatsimplementingstrategiesanalyzingtheorganization'sresourcesevaluatingresults(easy)Whichofthefollowingisonelevelofstrategicplanninginlargecompanies?managementlevelfinanciallevelstafflevelcorporatelevel(easy)systemslevelLowerlevelmanagersinanorganizationaretypicallyresponsibleforwhichofthefollowingtypesofstrategies?functional-levelstrategiesbusiness-levelstrategiescorporate-levelstrategiesmergersandacquisitionsWhichofthefollowingisassociatedwithcorporate-levelstrategies?Theyareneededifyourorganizationisinmorethanonetypeofbusiness.(moderate)Theyanswer:"Howshouldourbusinesscompete?"wordTheyrepresentasinglebusiness.Theyareamethodofsupportforthebusiness-levelstrategies.Theydeterminetheoperationsofasinglebusinessunit.WhenPepsiCoseekstointegratethestrategiesofPepsi,7-UpInternational,andFrito-Lay,itisdevelopingwhatlevelofbusinessstrategy?functionalsystemmanagementbusinesscorporate(moderate)Examplesofacorporate-levelstabilitystrategyincludeallofthefollowingEXCEPT:continuingtoservethesameclientsbyofferingthesameproductorservice.maintainingmarketshare.c.sustainingtheorganization’-ons-returninvestmentresults.implementingverticalorhorizontalintegration.(moderate)Whenshouldmanagementpursueastabilitystrategy?Organizationalperformanceisslipping.Theenvironmentischanging.Theorganization'sperformanceissatisfactoryandtheenvironmentisstable.(moderate)Thefirmhasvaluablestrengths.Thereareabundantenvironmentalopportunities.In______________,theorganizationattemptstogaincontrolofitsinputsbybecomingitsownsupplier.forwardverticalintegrationbackwardverticalintegration(moderate)horizontalintegrationrelateddiversificationunrelateddiversificationWhichofthefollowingdescribesacompanygrowingbycombiningwithotherorganizationsinthesameindustry?forwardverticalintegrationbackwardverticalintegrationhorizontalintegration(moderate)relateddiversificationunrelateddiversificationWhichofthefourbusinessgroupsinthecorporateportfoliomatrixhashighgrowthandhighmarketshare?cashcowstars(difficult)questionmarksdogselephantsMichaelPorter'scompetitivestrategiesframeworkidentifiesthreegenericcompetitivestrategies:costleadership,differentiation,and______________.depth.breadth.revenuegrowth.focus.(moderate)acquisition.wordPorter'scompetitivestrategiesframeworkdescribesa______________strategywherebyanorganizationwantstobeuniqueinitsindustryalongdimensionswidelyvaluedbybuyers.differentiation(moderate)focuscostleadershipdepthdefender105.

Accordingtotheboxedfeature,“Managing-BusiinannessEWorld,”allofthefollowingarementionedasmajorimplicationsoftheincreasinglydynamicanduncertainenvironmentsone-businessstrategiesEXCEPT:a.environmentalanalysiswillbecomeanimportantpartofeveryone’sjob.strategywillbecomeincreasinglylongterminorientation.(moderate)barrierstoentryarepracticallynonexistent.asustainablecompetitiveadvantagewillbehardertoachieve.ScenariosALargeTaco(Scenario)Itisnowtenyearslaterand,astheoriginalownerofTacoRocket,youhaveseenyourbusinessholdingsgrowsubstantially.Younowneedtodecidehowtobestmanageandutilizethelargenumberofassetsrepresentedbythecompaniesyouown.YoucalledtheBostonConsultingGroup(BCG),andtheyhaveofferedyousomeadvicebasedontheircorporateportfoliomatrix.Youroldestholding,TacoRocket,hasnotgrownmuchinrecentyearsbut,duetolowdebt,generatesahugeamountofcash.TacoRocketwouldbeconsidered,accordingtoBCG,a______________.cashcow.(moderate)star.questionmark.dog.doesnotfitwiththeirmatrix-Recently,youalsopurchasedacompanythatmanufacturesanewsatellitedish,allowingyoutoenterintothecabletelevisionmarket.Thebusinessisprofitableandgrowing,butthetechnologicalunknownsmakeitrisky.BGCconsidersita______________.cashcow.star.questionmark.(moderate)dog.doesnotfitwiththeirmatrix-Anotherpurchaseyoumadewastoacquirealocalcoffee-cartchainwiththirtylocationsaroundthecity.Youdon'tseeitgrowingverymuch,butthen,itdoesn'tcostmuchtooperate.BGChaslabeledthisventure______________.cashcow.star.questionmark.dog.(moderate)doesnotfitwiththeirmatrixword120.Youalsogotsomewhatluckywithaninvestmentmadeafewyearsago.Youwereanoriginalinvestorinacomputerchipcompanythattookoffquicklyandnowdominatesthemarket.Whilegrowingquickly,itdoesnottendtogeneratepositivecashflowandisincontinuousneedofreinvestmentofequipmentandproductdevelopment.BGCconsidersthisa______________.cashcow.star.(moderate)questionmark.dog.doesnotfitwiththeirmatrix-EssayQuestionsTHESTRATEGICMANAGEMENTPROCESS121.Inashortessay,listanddiscusstheeightstepsinthestrategicmanagementprocess.Inashortessay,listanddiscussthethreelevelsofstrategythatanorganizationmustdevelop.AnswerCorporate-levelstrategy–thisstrategyseekstodeterminewhatbusinessesacompanyshouldbeinorwantstobein.Corporate-levelstrategydeterminesthedirectionthattheorganizationisgoingandtherolesthateachbusinessunitintheorganizationwillplaninpursuingthatdirection.Business-levelstrategy–thisstrategyseekstodeterminehowanorganizationshouldcompeteineachofitsbusinesses.Forasmallorganizationinonlyonelineofbusinessorthelargeorganizationthathasnotdiversifiedintodifferentproductsormarkets,thebusiness-levelstrategytypicallyoverlapswiththeorganizationcorporate’sstrategy.Fororganizationswithmultiplebusinesses,however,eachdivisionwillhaveitsownstrategythatdefinestheproductsorservicesitwillofferandthecustomersitwantstoreach.Functional-levelstrategy–thisstrategyseekstodeterminehowtosupportthebusiness-levelstrategy.Fororganizationsthathavetraditionalfunctionaldepartmentssuchasmanufacturing,marketing,humanresources,researchanddevelopment,andfinance,thesestrategiesneedtosupportthebusiness-levelstrategy(moderate)Inashortessay,discusstheBostonConsultingGroup(BCG)matrixandexplainitsusefulnessinsegmentingbusinesses.IncludeadiscussionofthecharacteristicsforeachofthefourcategoriesbasedontheBCGmatrix.AnswerTheBostonConsultingGroupmatrixintroducedtheideathatanorganizationbusinesses’couldbeevaluatedandplottedusinga2x2matrixtoidentifywhichonesofferedhighpotentialandwhichwereadrainonorganizationalresources.Thehorizontalaxisrepresentsmarketshare,whichwasevaluatedaseitherloworhigh;andtheverticalaxisindicatesanticipatedmarketgrowth,whichalsowasevaluatedaseitherloworhigh.Basedonitsevaluation,thebusinesswasplacedinoneoffourcategories:a.Cashcows(lowgrowth,highmarketshare)–businessesinthiscategorygeneratelargeamountsofcash,buttheyprospectsforfuturegrowtharelimited.Stars(highgrowth,highmarketshare)–thesebusinessesareinafast-growingmarket,andholdadominantshareofthatmarket.Theircontributiontocashflowdependsontheirneedforresources.Questionmarks(highgrowth,lowmarketshare)–thesebusinessesareinanattractiveindustry,butholdasmallmarketsharepercentage.Dogs(lowgrowth,lowmarketshare)–businessesinthiscategorydonotproduce,orconsume,muchcash.However,theyholdnopromiseforimprovedperformance.(easy)word128.Inashortessay,listanddiscussthefivecompetitiveforces,accordingtoPorter,whichdetermineindustryattractivenessandprofitability.Answera.Threatofnewentrants–determinedbytheheightofbarrierstoentrywhichincludesfactorssuchaseconomiesofscale,brandloyalty,andcapitalrequirementsdeterminehoweasyordifficultitisfornewcompetitorstoenteranindustry.b.Threatofsubstitutes–factorssuchasswitchingcostsandbuyerloyaltydeterminethedegreetowhichcustomersarelikelytobuyasubstituteproduct.c.Bargainingpowerofbuyers–factorssuchasnumberofcustomersinthemarket,customerinformation,andtheavailabilityofsubstitutesdeterminetheamountofinfluencethatbuyershaveinanindustry.d.Bargainingpowerofsuppliers–factorssuchasthedegreeofsupplierconcentrationandavailabilityofsubstituteinputsdeterminetheamountofpowerthatsupplierhaveoverfirmsintheindustry.e.Existingrivalry–factorssuchasindustrygrowthrate,increasingorfallingdemand,andproductdifferencesdeterminehowintensethecompetitiverivalrywillbeamongfirmsintheindustry.(moderate)Inashortessay,listanddiscussthethreecompetitivestrategies,accordingtoPorter.Includespecificexamplesofcompaniesthatpursueeachofthethreecompetitivestrategies.AnswerCostleadershipstrategy–whenanorganizationsetsouttobethelowest-costproducerinitsindustry,it’sfollowingacostleadershipstrategy.Alow-costleaderaggressivelysearchesoutefficienciesinproduction,marketing,andotherareasofoperation.Overheadiskepttoaminimum,andthefirmdoeseverythingitcantocutcosts.Forexample,Wal-Mart’sheadquartersinBentonville,Arkansas,officefurnishingsaresparseanddrabbutfunctional.Althoughlow-costleadersdon’tplacealotofemphasison“frills,”theproductorservicebeingsoldmustbeperceivedascomparableinqualitytothatofferedbyrivalsoratleastbeacceptabletobuyers.Examplesofcompaniesthathaveusedthelow-costleaderstrategyincludeWal-Mart,Hyundai,andSouthwestAirlines.Differentiationstrategy–thecompany