《企業(yè)戰(zhàn)略管理(雙語)》A卷一、選擇題(每題2分，共50分)1.Informulatingastrategy,managementis,ineffectsayingA)"thisiswhoweareandwhereweareheaded."B)"thisisthestrategicplanwehaveformakingmoneyinourparticularlineofbusiness."C)"weintendtomakethesemovestooutmaneuverourrivals."D)"amongallthepathswecouldhavechosen,wehavedecidedtofocusonthesemarketsandcustomerneeds,competeinthisfashion,allocateourresourcesandenergiesintheseways,andusetheseparticularapproachestodoingbusiness."E)"thisisourvisionofwhatourbusinesswillbelikeintheyearstocome."Answer:DDifficulty:Medium2.Inasingle-businesscompany,thestrategy-makinghierarchyconsistsofA)businessstrategyandfunctionalstrategies.B)businessstrategy,functionalstrategies,andoperatingstrategiesC)businessstrategyandoperatingstrategyD)managerialstrategy,businessstrategy,functionalstrategies,andoperatingstrategiesE)corporatestrategy,functionalstrategies,andoperatingstrategies.Answer:BDifficulty:Medium3.SWOTanalysisisA)ahelpfultoolforpredictingwhetherthecompany'svaluechainiscostcompetitiveB)simpletoolforsizingupacompany'sresourcecapabilitiesanddeficiencies,itsmarketopportunities,andtheexternalthreatstoitsfutureC)ahelpfultoolforevaluatingwhetheracompanyiscompetitivelystrongerthanitsclosestrivals.D)ahelpfultoolforbenchmarkingwhetherafirm'sstrategyiscloselymatchedtoindustrykeysuccessfactorsE)ahelpfultoolforidentifyingthereasonswhyacompanyisorisnotprofitableAnswer:BDifficulty:Easy4.Acompany'sactualstrategyisA)mostlyhiddentooutsideviewandisknownonlytotop-levelmanagers.B)typicallyplannedwellinadvanceandusuallydeviateslittlefromtheplannedsetofactionsandbusinessapproachesbecauseoftherisksofmakingon-the-spotchanges.C)bestdelegatedtothecompany'sboardofdirectorsbecauseoftheirfiduciaryresponsibility,theirultimateresponsibilityforthecompany'swell-being,andtheirstrongbusinessexpertise.D)partlyproactiveandpartlyreactivetochangingcircumstances.E)partlyafunctionofthestrategicvision,partlyafunctionofthetargetstrategicandfinancialobjectives,partlyafunctionofmarketopportunities,andpartlyafunctionofthestrategiesbeingusedbyrivalcompanies(particularlythosecompaniesthatareindustryleaders).Answer:DDifficulty:Medium5.FactorsthatcausetherivalryamongcompetingsellerstobeweakincludeA)lowbuyerswitchingcosts.B)rapidgrowthinbuyerdemandandhighbuyercoststoswitchbrands.C)highcostsofexitingthemarketascomparedtothecostsofenteringthemarketD)asetofcompetitorsthatarequitediverseintermsoftheirstrategies,objectives,andcountriesoforigin.E)conditionswhereitiscustomaryforrivalstocollaboratecloselywithboththeirsuppliersandtheircustomers.Answer:BDifficulty:Medium6.ThecompetitiveforceofsubstituteproductstendstobestrongerinagivenmarketwhenA)buyersarerelativelycomfortablewithusingsubstitutesandthecoststobuyersofswitchingovertothesubstitutesarelow.B)buyersviewsubstitutesaslikelytobeinshortsupplyfromtimetotime.C)thequalityandperformanceofthesubstitutesiswellabovewhatbuyersD)buyershavehighpsychiccostsinseveringexistingbrandrelationshipsandestablishingnewones.E)whendemandfortheindustry'sproductisnotverypricesensitive.Answer:ADifficulty:Medium7.AchievingacostadvantageoverrivalsentailsA)concentratingonanarrowportionofthevaluechainandabandoningallotheractivitiesthatcreatecosts.B)beingafirst-moverinpursuingbackwardandforwardintegrationandcontrollingasmuchofthevaluechainaspossible.C)outmanagingrivalsincontrollingthecostdriversandfindingcreativewaystocutcost-producingactivitiesoutofthevaluechain.D)beingaheavyuserofoffensivestrategiesandalightuserofdefensivestrategies.E)producingastandardproduct,redesigningtheproductinfrequently,andhavingminimaladvertising.8.Acompany'sstrategicvisionisbestconceivedasA)aroadmapofacompany'sfuture—apictureofitsdestinationandmanagement'srationaleforgoingthere.B)whatbusinessthecompanyispresentlyinandwhyitdoescertainthingsintryingtopleaseitscustomers.C)management'sstorylineofhowitintendstomakeaprofitwiththechosenstrategyD)"whoweareandwhatwedo."E)thegeneralstrategicoutlineofwhattheenterprisewillneedtodotooutmaneuverrivalsandachieveacompetitiveadvantage.Answer:ADifficulty:Easy9.BusinessstrategyconcernsA)theactionsandapproachescraftedbymanagementtoproducesuccessfulperformanceinonespecificlineofbusiness.B)whatbusinesstobeinandwhyC)whichofseveralbusinessmodelstouseinpursuingcompanyobjectives.D)whichofseveralcompetitiveadvantagestoputofthecompany'sresourcesE)Allofthese.Answer:ADifficulty:Easy10.AcompanyattemptingtobesuccessfulwithadifferentiationstrategyhastoA)studybuyerneedsandbehaviorcarefullytolearnwhatbuyersconsiderimportant,whattheythinkhasvalue,andwhattheyarewillingtopayfor.B)incorporatemoredifferentiatingfeaturesintoitsproduct/servicethanrivals.C)strivetoraisebuyerswitchingcostsD)haveawell-knownandrespectedbrandnameimage.E)provideatop-of-the-lineproducttoconsumers.Answer:ADifficulty:Medium11.BuyerbargainingpowertendstobestrongerwhenA)buyersarelargeandcandemandconcessionswhenpurchasinglargequantities.B)buyerspurchasetheitemfrequentlyandarewell-informedaboutsellers'products,prices,andcosts.C)thecostsincurredbybuyersinswitchingtocompetingbrandsortosubstituteproductsarerelativelylow.D)theproductsofrivalsellersareweaklydifferentiatedandbuyershaveconsiderablediscretionoverwhetherandwhentheypurchasetheproduct.E)AlloftheaboveAnswer:EDifficulty:Easy12.Craftingandexecutingstrategyaretop-prioritymanagerialtasksbecauseA)everycompanyneedstobealerttothewindsofchange,newopportunities,B)allcompanypersonnel,andespeciallyseniorexecutives,needtoknowtheanswerto"whoareweandwhereareweheaded?'C)thereisacompellingneedformanagerstoproactivelyshapehowthecompany'sbusinesswillbeconductedandbecauseastrategy-focusedorganizationismorelikelytobeastrongerbottom-lineperformerthananorganizationthatviewsthetasksofmanagingstrategyassecondaryD)withoutclearguidanceastowhatthecompany'sbusinessmodelandstrategicintentare,managerialdecision-makingislikelytoberudderless.E)theyhelpcommunicatetoshareholdersandtheentireinvestment13.ThebeststrategicalliancesA)arehighlyselective,focusingonparticularvaluechainactivitiesandonobtainingaparticularcompetitivebenefit.B)arethosewhoseobjectiveistospeednext-generationproductstomarketC)aimatachievinggreatersupplychainefficiency.D)strivetoreducethenumberofindustrykeysuccessfactors.E)aimatraisingthebarrierstoentryandinsulatingthepartnersagainsttheAnswer:ADifficulty:Medium14.Whichoneofthefollowingisnotpartofacompany'smacroenvironment?A)ConditionsintheeconomyatlargeB)PopulationdemographicsandsocietalvaluesandlifestylesC)TechnologicalfactorsandgovernmentalregulationsandlegislationD)Factorsrelatingtocompetitiverivalry,acompany'ssuppliersandcustomers,andcompetitionfromsubstituteproductsE)Acompany'sresourcestrengthsandweaknesses,competencies,andAnswer:EDifficulty:Easy15.ThecompetitiveapproachofafirmpursuingaglobalstrategyA)entailslittleornostrategycoordinationacrosscountries.B)usuallyinvolvescross-subsidizingthepricesinthosemarketswheretherearesignificantcountry-to-countrydifferencesintheproductattributesthatcustomersaremostinterestedin.C)isessentiallythesameinallcountrymarketswhereitcompetesbutitmaynonethelessallowforminorcountry-by-countryvariationswherenecessarytosatisfybuyers.D)involvessellingdirecttobuyers(usuallyviathecompany'sownsalesforce)toavoidhavingtoestablishnetworksofwholesale/retaildealersinE)involveshavingawideanddiverselineupofproducts(modelsandstyles),withthebasicproductattributesvaryingaccordingtobuyerpreferencesineachcountrymarket.16.Thetestsforevaluatingthemeritsofonestrategyoveranotherandgauginghowgoodastrategyisinclude:A)thestrategicfittest,thesocialresponsibilitytest,andtheprofitabilitytest.B)theintegratedbusinessmodeltest,thecompetitivestrengthtest,andtheprofitabilitytestC)thegoodnessoffittest,thecompetitiveadvantagetest,andtheperformancetest.D)thesocialresponsibilitytest,thestrategicintenttest,andthecompetitivestrengthtestE)theopportunity-threattest,theethicalstandardstest,andthebeststrategytest.17.Thedifferencebetweenacompany'smissionstatementandtheconceptofastrategicvisionisthatA)themissionexplainswhyitisessentialtomakeaprofit,whereasthestrategicvisionaddresseswhatbusinessestobeintotrytomakeaprofitB)amissionstatementtypicallyconcerns"whatwedo,whywearehere,andwherearewenow"whereasthefocusofastrategicvisionis"wherewearegoingandwhy."C)amissiondealswithwhattoaccomplishintermsoffinancialperformancewhereasastrategicvisionconcernswhattoaccomplishintermsofstrategicperformance.D)amissionstatementdealswith"whereweareheaded"whereasastrategicvisionprovidesthecriticalanswerto"howwillwegetthere?"E)amissionisaboutwhatacompanyisalreadydoingandavisionconcernswhatacompanyoughttodo.Answer:BDifficulty:Medium18.ThecompetitivethreatthatoutsiderswillenteramarketisstrongerwhenA)theproductsofrivalfirmsareweaklydifferentiated,buyershavenostrongpreferencesforthebrandsofexistingproducers,andbuyersexhibitlowbrandloyalties.B)incumbentsareunableorunwillingtofightvigorouslytopreventanewcomerfromgainingamarketfoothold.C)anewcomercanexpecttoearnattractiveprofits.D)thereareinterestedentrycandidateswithsufficientexpertiseandresourcestohurdleprevailingentrybarriers.E)Allofthese.Answer:EDifficulty:Easy19.Acompany'sstrategyevolvesovertimeasaconsequenceofA)theneedtokeepstrategymatchedtochangingmarketconditionsandchangingcustomerneedsandexpectations.B)theproactiveeffortsofcompanymanagerstofine-tuneandimproveoneormorepiecesofthestrategyC)newmanagerialprioritiesandchangingmanagerialjudgmentsaboutwhatthebestfuturecourseforthecompanyisD)theneedtorespondtotheactionsandcompetitivemovesofrivalfirms.E)Allofthese.Answer:EDifficulty:Easy20.AcompanystrengthcanrelatetoA)askillorimportantexpertiseB)itshumanassetsandintellectualcapitalC)anachievementorattributethatputsthecompanyinapositionofmarketadvantageD)organizationassetssuchasproprietarytechnology,patents,qualitycontrolsystems,astrongbalancesheet,itspartnershipsorallianceswithotherorganizationshavingexpertiseorcapabilitiesthatenhanceitsowncompetitiveness.E)Allofthese.Answer:EDifficulty:Easy21.ThechiefroleoffunctionalstrategiesistoA)integratethevariousoperating-levelstrategiesacrossthewholecompanyintoaunifiedwhole.B)definethemissionandstrategicintentofeachfunctionalareaC)helpspecifytheneededkindsofdistinctivecompetenciesandresourcestrengths.D)addrelevantdetailtothehowsoftheoverallbusinessstrategyandcompetitiveapproachandprovideagameplanformanagingaparticularactivityinwaysthatsupporttheoverallbusiness.E)createcompatibledegreesofstrategicintentamongacompany'sbusinessfunctions.Answer:DDifficulty:Easy22.Whethersupplier-sellerrelationshipsinanindustryrepresentastrongorweaksourceofcompetitivepressureisafunctionofA)whethertheprofitsofsuppliersarerelativelyhighorlow.B)thenumberofsuppliersandthenumberofsellers.C)howaggressivelyrivalsellersaremaneuveringtoformstrategicallianceswitheachoftheindustry'smajorsuppliers.D)whethersupplierscanexercisesufficientbargainingpowertoinfluencethetermsandconditionsofsupplyintheirfavorandtheextentofseller-suppliercollaborationintheindustry.E)whetherthepricesoftheitemsbeingfurnishedbythesuppliersarerisingorfalling.Answer:DDifficulty:Medium23.Acompany'svaluechainconsistsA)thestepsitgoesthroughtoconvertitsnetincomeintovalueforshareholders.B)theprimaryactivitiesitperformsincreatingvalueforitscustomersandtherelatedsupportactivities.C)theseriesofstepsittakestogetaproductfromtherawmaterialsstageintothehandsofend-users.D)theactivitiesitperformsintransformingitscompetenciesintodistinctivecompetencies.E)thecompany'seffortsandactionstobuildsustainablecompetitiveadvantageAnswer:BDifficulty:Medium24.Generally,internalentryintoanewbusinessismoreattractivethanacquiringanexistingfirminthetargetedindustrywhenA)thecostsassociatedwithinternalstartuparelessthanthecostsofbuyinganexistingcompanyandthereisampletimetolaunchthenewbusinessfromthegroundup.B)therewillbepositiveeffectsontheentrant'sotherexistingbusinesses.C)thetargetindustryisyoung,fragmented,andgrowingrapidlyD)allofthepotentialacquisitioncandidatesarelosingmoney.E)thetargetindustryiscomprisedofseveralrelativelylargeandwell-establishedfirms.Answer:ADiffi