华南理工大学企业战略管理(双语)考试题Word文档下载推荐.doc

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3、 we have for making money in our particular line of business.C）we intend to make these moves to outmaneuver our rivals.D）among all the paths we could have chosen, we have decided to focus on these markets and customer needs, compete in this fashion, allocate our resources and energies in these ways,

4、 and use these particular approaches to doing business.E）this is our vision of what our business will be like in the years to come.Answer: D Difficulty: Medium 2. In a single-business company, the strategy-making hierarchy consists of A）business strategy and functional strategies. B）business strateg

5、y, functional strategies, and operating strategies. C）business strategy and operating strategy. D）managerial strategy, business strategy, functional strategies, and operating strategies. E）corporate strategy, functional strategies, and operating strategies. B Difficulty:3.SWOT analysis is A）a helpfu

6、l tool for predicting whether the companys value chain is cost competitive. B）simple tool for sizing up a companys resource capabilities and deficiencies, its market opportunities, and the external threats to its future well-being. C）a helpful tool for evaluating whether a company is competitively s

7、tronger than its closest rivals. D）a helpful tool for benchmarking whether a firms strategy is closely matched to industry key success factors. E）a helpful tool for identifying the reasons why a company is or is not profitable. Easy 4. A companys actual strategy is A）mostly hidden to outside view an

8、d is known only to top-level managers. B）typically planned well in advance and usually deviates little from the planned set of actions and business approaches because of the risks of making on-the-spot changes. C）best delegated to the companys board of directors because of their fiduciary responsibi

9、lity, their ultimate responsibility for the companys well-being, and their strong business expertise. D）partly proactive and partly reactive to changing circumstances. E）partly a function of the strategic vision, partly a function of the target strategic and financial objectives, partly a function o

10、f market opportunities, and partly a function of the strategies being used by rival companies （particularly those companies that are industry leaders）. 5. Factors that cause the rivalry among competing sellers to be weak include A）low buyer switching costs. B）rapid growth in buyer demand and high bu

11、yer costs to switch brands. C）high costs of exiting the market as compared to the costs of entering the market. D）a set of competitors that are quite diverse in terms of their strategies, objectives, and countries of origin. E）conditions where it is customary for rivals to collaborate closely with b

12、oth their suppliers and their customers. 6.The competitive force of substitute products tends to be stronger in a given market when A）buyers are relatively comfortable with using substitutes and the costs to buyers of switching over to the substitutes are low. B）buyers view substitutes as likely to

13、be in short supply from time to time. C）the quality and performance of the substitutes is well above what buyers need to meet their requirements. D）buyers have high psychic costs in severing existing brand relationships and establishing new ones. E）when demand for the industrys product is not very price sensitive. A Difficulty:7. Achieving a cost advantage over rivals entails A）concentrating on a narrow portion of the value chain and abandoning all other activities that create costs. B）being a first-mover in pursuing