战略管理练习.docx

战略管理练习.docx

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战略管理练习

Chapter1exerciseandtest

一、TRUE/FALSE:

effectofglobalizationonBoeingisonlynegativeandisduesolelytodirectcompetitionwithEuropean-basedcompetitorAirbus.（）

waytoevaluateifAirbushadachievedaboveaveragereturnswouldbetocomparestockmarketreturnsagainstthoseofBoeing.（）

competitivenessisachievedwhenafirmsuccessfullyformulatesandimplementsavalue-creatingstrategy.（）

Enterpriseshasearnedabove-averagereturnssinceitsfoundingfiveyearsago.SincenootherfirmhaschallengedAlligatorinitsparticularmarketniche,thefirm!

ˉsownerscanfeelsecurethatAlligatorhasestablishedacompetitiveadvantage.（）

5.Thegoalofstrategicmanagementistodevelopacompetitiveadvantagethatispermanently

sustainable.

6.Riskintermsoffinancialreturnsreflectsaninvestor’suncertaintyabouteconomicgainsthatwillresultfromaparticularinvestment.

7.Averagereturnsarereturnsinexcessofwhataninvestorexpectstoearnfromotherinvestmentswithasimilaramountofrisk.

8.Returnscanonlybemeasuredinaccountingterms.

9.Ifafirmcanearnatleastaveragereturnsitwillbeabletosurvive.

10.Economiesofscaleandhugeadvertisingbudgetsarejustaseffectiveinthenewcompetitivelandscapeastheywereinthepast,buttheymustbereinforcedbystrategicflexibility.

11.Wal-Martistryingtoachieveaboundarylessretailingempirebyimplementingglobalpricing,

sourcing,andlogistics.

12.Itisstillpossibleforafirmtoescapethedemandsofglobalizationbyoperatingsolelyinitsdomesticmarket.

13.Therateoftechnologydiffusionhasbeensteadilyincreasingoverthelasttwodecades.

14.createdacompetitiveadvantageandanentirelynewindustrybymakinguseof

disruptivetechnology.

15.ExamplesofincrementalinnovationsincludeiPods,PDAs,WiFi,andwebbrowsersoftware.

16.Thevalueofpatentsoninventionsisincreasingbecauseofthecompetitiveedgeorganizationsgainbyconstantinnovationandcreationofnewproducts.

17.Developedcountriesstillhavemajoradvantagesininformationtechnologyoverdevelopingcountriesbecauseofthesignificantcostoftheinfrastructureneededforcomputingpower.

18.Tangibleassets,suchaslandandcapitalequipment,arelosingtheirvalueassourcesofcompetitiveadvantageincomparisontointangibleassets.

19.ThenewCEOofOpacityEnterprisesisdeterminedtomakethelong-establishedfirmstrategically

20.Onecapabilitycharacteristicofafirmwithstrategicflexibilityiseffectivemanagementinformationsystems.

21.TheI/O（industrialorganization）modelassumesthatafirm’suniqueresourcesandcapabilitiesareitsmainsourceofabove-averagereturns.

22.TheCEOofTwinSpires,Inc.,isemotionallyandintellectuallycommittedtousingtheresourcesofthefirmtoservetheneedsofthenaturalgardeningcommunitybyprovidingrareandnativeplantstoindividualsandnurseriesaroundtheUnitedStates.ThiscommitmenthascarriedtheCEOthroughlongperiodsofbelowaveragereturnsoninvestment.TheperspectiveoftheCEOofTwinSpiresisconsistentwiththeassumptionsoftheindustrialorganizational（I/O）model.

23.Becauseofitsgrowth,Netflixoperatesinaturbulentcompetitiveenvironment,whereasBlockbusterdoesnot.

24.Fiveforcesmodelsuggeststhatfirmsshouldtargettheindustrywiththehighestpotentialforaboveaveragereturnsandthenimplementeitheracost-leadershipstrategyoradifferentiationstrategy.

25.Theuniquenessofafirm’sresourcesandcapabilitiesisthebasisforafirm’sstrategyanddeterminesitsabilitytoearnabove-averagereturnsundertheI/Oview.

26.Corecompetenciescanbeformedonlyaroundproductionorservice-provisionactivitiesofthefirmratherthaninsupportactivitiessuchasaccountingandmarketing.

27.Theresource-basedmodelassumesthatiffirmshaveresourcesthatarerareorcostlytoimitate,thisissufficienttoformabasisforcompetitiveadvantage.

28.Resourcesareconsideredrarewhentheyhavenostructuralequivalent.

29.Theassumptionsoftheindustrialorganizationalmodelandtheresource-basedmodelare

contradictory.Therefore,organizationalstrategistsmustchooseoneortheothermodelasthebasisfordevelopingastrategicplan.

30.Aneffectivevisionstatementwillspecifythemarkettobeserved.

31.Organizationalmissionstatementstypicallydonotincludestatementsaboutprofitabilityandearningabove-averagereturns.

32.Organizationalvisionandmissionserveasemotionaltoolsforthefirm,and,assuch,havelittleimpactonfirmperformance.

33.Organizationalstakeholdersarethefirm’sinternalresources,capabilities,andcorecompetenciesthatareusedtoaccomplishwhatmayatfirstappeartobeunattainablegoalsinthecompetitiveenvironment.

34.Shareholdersaresatisfiedwhenreturnoninvestmenthasbeenmaximized.

35.Theneedsanddesiresoforganizationalstakeholdersareinherentlycontradictory.

36.Relativepoweristhemostcriticalcriteriaforprioritizingthedemandsofstakeholders.

37.Hourlyworkersontheproductionlineofachicken-processingplantareconsideredorganizationalstakeholders.

38.Customers,suppliers,unions,andlocalgovernmentsareexamplesofcapitalmarketstakeholders.

39.Whenthefirmearnslower-than-averagereturns,thehighestpriorityisgiventosatisfyingtheneedsofcapitalmarketstakeholdersovertheneedsofproductmarketandorganizationalshareholders.

40.Sixyearsago,ColetteSmithfoundedasuccessfulcateringcompanythatspecializesinprovidingawideassortmentofminiaturecheesecakesforcorporateandsocialevents.AlthoughMs.Smithisnolongeractiveintheactualproductionofthecheesecakes,shecontinuesaspresidentofthecateringcompany.Ms.Smithcouldbeconsideredastrategicleaderofthisfirm.

41.Organizationalculturereferstothecorevaluessharedbythefirm’stop-levelmanagersbutnot

necessarilyacceptedbylower-levelemployeeswhoareoftentransitoryandnotcommittedtothe

organization.

42.Althoughorganizationalculturesvaryconsiderably,onecannotmakeanobjectivejudgmentthatsomeorganizationalculturesaremoreorlessfunctionalthanothers.

43.Anintelligent,analyticalindividualwhorequireslargeamountsofconcreteandprecisedataandapredictableenvironmentinordertomakeadecisionisprobablypoorlysuitedtobeingastrategicleader.

44.Implementationofanorganizationalstrategyisaddressedoncethestrategyhasbeenfinalized.

45.Corporate-levelstrategyinadiversifiedorganizationrequiresacommonbusinessstrategyforeachcomponentbusiness.

46.Anorganization’swillingnesstotolerateorencourageunethicalbehaviorisareflectionofitscorevalues.

二、MULTIPLECHOICE

1.Afirmhasachieved____whenitsuccessfullyformulatesandimplementsavalue-creatingstrategy.

a.strategiccompetitiveness

b.apermanentlysustainablecompetitiveadvantage

c.substantialreturns

d.legalandethicalcorevalues

2.Acompetitiveadvantage

a.canbepermanentifthefirmhassuccessfullyimplementedthestrategicmanagement

process.

b.entailsreducinginvestors’risktonearzero.

c.canbeidentifiedonlyifithasbeenunsuccessfullychallengedbycompetitors.

d.existswhencompetingfirmsareunabletofindinvestors.

3.Above-averagereturnsare

a.higherprofitsthanthefirmearnedlastyear.

b.higherprofitsthantheindustryaveragedoverthelast10years.

c.profitsinexcessofwhataninvestorexpectstoearnfromahistoricalpatternof

performanceofthefirm.

d.profitsinexcessofwhataninvestorexpectstoearnfromotherinvestmentswithasimilar

levelofrisk.

4.Investorsinanestablishedfirmjudgetheadequacyofthereturnsontheirinvestmentinrelationto:

a.thereturnsonotherinvestmentsofsimilarrisk.

b.thestockmarket’soverallperformance.

c.theindustry’sprofitpool.

d.theprimeinterestrate.

5.Thestrategicmanagementprocessis

a.asetofactivitiesthatwillassureasustainablecompetitiveadvantageandabove-average

returnsforthefirm.

b.adecision-makingactivityconcernedwithafirm’sinternalresources,capabilities,and

competencies,independentoftheconditionsinitsexternalenvironment.

c.aprocessdirectedbytop-managementwithinputfromotherstakeholdersthatseeksto

achieveabove-averagereturnsforinvestorsthrougheffectiveuseoftheorganization’s

resources.

d.thefullsetofcommitments,decisions,andactionsrequiredforthefirmtoachieveaboveaveragereturnsandstrategiccompetitiveness.

6.Applehasreemergedasasignificantplayerinthecomputerindustry.Thisregenerationhasbeen

attributedmainlytowhatcapability?

a.Costcontrol

b.Economiesofscale

c.Innovation

d.Monopolypower

7.Theprimarydriversofhypercompetitionare

a.risingglobalsocio-economicinstabilityandincreasedinflation.

b.theemergenceofaglobaleconomyandrapidtechnologicalchange.

c.increasedglobalcompetitionanddecreasingtariffs.

d.increasedavailabilityofcapitalandincreasedcompetition.

8.ConsideringbothGDPandthenumberofpotentialconsumers,whatistheworld’slargestsinglemarket?

a.Europe

b.TheUnitedStates

c.China

d.Japan

9.Theeconomicinterdependenceamongcountriesasreflectedinthefreemovementofgoods,services,financialcapitalandknowledgeacrossgeographicbordersisdefinedas

a.hypercompetition.

b.boundarylessretailing.

c.strategicintensity.

d.globalization.

10.AllofthefollowingarecharacteristicoftheglobaleconomyEXCEPT

a.theincreasingimportanceofdevelopingcountriesassourcesofrevenuegrowth.

b.thefreemovementofgoods,services,people,skills,a