Strategic fit can be defined as: a) developing strategies based on opportunities and threats in the external environment. b) forecasting opportunities and threats in the external environmentc) reacting to strategic opportunities and threats in the external environment.d) matching the resources and activities of a firm to the external environment.

Strategic fit can be defined as:
a) developing strategies based on opportunities and threats in the external
environment.
b) forecasting opportunities and threats in the external environment
c) reacting to strategic opportunities and threats in the external environment.
d) matching the resources and activities of a firm to the external environment.
by

1 Answer

Answer :

matching the resources and activities of a firm to the external environment.
by

Related questions

Developing a vision and mission, identifying an organization's external opportunities and threats, and determining internal strengths and weaknesses are all __________ activities. a. strategy-formulation b. strategy-implementation c. long-range planning d. short-range planning

Description : Developing a vision and mission, identifying an organization's external opportunities and threats, and determining internal strengths and weaknesses are all __________ activities. a. strategy-formulation b. strategy-implementation c. long-range planning d. short-range planning

Last Answer : strategy-formulation

Developing a Vision and Mission, identifying an Organization’s external opportunities & threats and determining internal strengths & weaknesses are all -------------- activities : A. Strategy Formulation B. Strategy Implementation C. Long-range Planning D. Short-range Planning

Description : Developing a Vision and Mission, identifying an Organization’s external opportunities & threats and determining internal strengths & weaknesses are all -------------- activities : A. Strategy Formulation B. Strategy Implementation C. Long-range Planning D. Short-range Planning

Last Answer : Strategy Formulation

SWOT is an abbreviation for: a) Internal Strengths (S), Internal Weaknesses (W), External Opportunities (O), External Threats (T). b) Integrated Strategies (S), Integrated Weaknesses (W), External Opportunities (O), External Threats (T). c) External Strengths (S), External Weaknesses (W), Internal Opportunities (O), Internal Threats (T). d) External Strengths (S), Internal Weaknesses (W), External Opportunities (O), Internal Threats (T).

Description : SWOT is an abbreviation for: a) Internal Strengths (S), Internal Weaknesses (W), External Opportunities (O), External Threats (T). b) Integrated Strategies (S), Integrated Weaknesses (W), ... External Strengths (S), Internal Weaknesses (W), External Opportunities (O), Internal Threats (T).

Last Answer : Internal Strengths (S), Internal Weaknesses (W), External Opportunities (O), External Threats (T).

The resource-based perspective suggests that unique firm resources should be the starting point for developing successful strategies a) the business opportunity should be the starting point for developing successful strategiesb) unique firm resources should be the starting point for developing successful strategies.c) both business opportunity and unique firm resources should be the starting point for developing successful strategies.d) neither business opportunity nor unique firm resources should be the starting point for developing successful strategies.

Description : The resource-based perspective suggests that unique firm resources should be the starting point for developing successful strategies a) the business opportunity should be the starting point for ... nor unique firm resources should be the starting point for developing successful strategies.

Last Answer : unique firm resources should be the starting point for developing successful strategies.

Technology scanning refers to: a) strategies of multinational firms based on technologies. b) locating a firm's research centres in countries or regions where relevant cutting-edge research is pursuedc) a framework for strategic planning in the knowledge economy.d) the process of identifying technologies in the external business environment.

Description : Technology scanning refers to: a) strategies of multinational firms based on technologies. b) locating a firm's research centres in countries or regions where relevant cutting-edge research ... the knowledge economy. d) the process of identifying technologies in the external business environment.

Last Answer : the process of identifying technologies in the external business environment.

PESTLE analysis is: a) a broad framework to help managers understand the environment in which their business operates. b) a checklist to ask how political, economic, strategic or technological developments can influence an industry and a company. c) a checklist for forecasting political, economic, strategic or technological factors. d) a framework for strategic analysis of internal and external environment

Description : PESTLE analysis is: a) a broad framework to help managers understand the environment in which their business operates. b) a checklist to ask how political, economic, strategic or ... strategic or technological factors. d) a framework for strategic analysis of internal and external environment

Last Answer : a broad framework to help managers understand the environment in which their business operates.

The Strategic Management Process is ------------- : A. A set of activities that is guaranteed to prevent Organizational failure B. A process concerned with a Firm’s Resources, Capabilities & Competences but not the conditions in it’s external environment C. A set of activities that to-date have not been used successfully in the not-for-profit sector D. A dynamic process involving the full set of commitments, decisions and actions related to the Company

Description : The Strategic Management Process is ------------- : A. A set of activities that is guaranteed to prevent Organizational failure B. A process concerned with a Firm's Resources, ... D. A dynamic process involving the full set of commitments, decisions and actions related to the Company

Last Answer : A dynamic process involving the full set of commitments, decisions and actions related to the Company

The purpose of a SWOT Analysis is to analyse ----------- : A. The strategic capability of an Organization B. External and Internal Environments C. The Business Environment and the strategic capability of a Firm relative to Competitors D. The Business Environment in which an Organization operates

Description : The purpose of a SWOT Analysis is to analyse ----------- : A. The strategic capability of an Organization B. External and Internal Environments C. The Business Environment and the strategic capability of a Firm relative to Competitors D. The Business Environment in which an Organization operates

Last Answer : The Business Environment and the strategic capability of a Firm relative to Competitors

In the context of strategic management, stakeholders can be defined as: a) An individual or group with a financial stake in the organization b) An external individual or group that is able to impose constraints on the organizationInternal groups or individuals that are able to influence strategic direction of the organizationd) An individual or group with an interest in the organization's activities and who seeks to influence them

Description : In the context of strategic management, stakeholders can be defined as: a) An individual or group with a financial stake in the organization b) An external individual or group that is able to ... individual or group with an interest in the organization's activities and who seeks to influence them

Last Answer : An individual or group with an interest in the organization's activities and who seeks to influence them

What is the purpose of the CAGE framework? a) The CAGE framework investigates to what extent home demand, home factor conditions and domestic rivalry are important to multinational firms. b) The CAGE framework analyses bilateral differences and commonalities between two countries. c) The CAGE framework is a broad framework to help managers understand the environment in which their business operates. d) The CAGE framework a checklist for forecasting political, economic, strategic or technological factors.

Description : What is the purpose of the CAGE framework? a) The CAGE framework investigates to what extent home demand, home factor conditions and domestic rivalry are important to multinational firms. ... d) The CAGE framework a checklist for forecasting political, economic, strategic or technological factors.

Last Answer : The CAGE framework analyses bilateral differences and commonalities between two countries.

Within an Industry, an Environment can present Opportunities to one Organization and pose Threats to another

Description : Within an Industry, an Environment can present Opportunities to one Organization and pose Threats to another

Last Answer : True

---------- is a limitation or deficiency in Resources , Skills & Capabilities that seriously impede effective performance : A. Strengths B. Threats C. Opportunities D.Weakness

Description : ---------- is a limitation or deficiency in Resources , Skills & Capabilities that seriously impede effective performance : A. Strengths B. Threats C. Opportunities D.Weakness

Last Answer : Weakness

------------- are the Resources, Skills and other advantages a Company enjoys relative to it’s competitors : A. Weaknesses B. Strengths C. Threats D. Opportunities

Description : ------------- are the Resources, Skills and other advantages a Company enjoys relative to it’s competitors : A. Weaknesses B. Strengths C. Threats D. Opportunities

Last Answer : Strengths

Which of these statements are true, with respect to ‘Dimensions of Strategic Decisions’? A. Strategic issues require middle-management decisions B. Strategic issues require large amounts of the firm’s resources C. Strategic issues require considering only the firm’s external environment D. None of these options

Description : Which of these statements are true, with respect to Dimensions of Strategic Decisions'? A. Strategic issues require middle-management decisions B. Strategic issues require large amounts of the ... . Strategic issues require considering only the firm's external environment D. None of these options

Last Answer : Strategic issues require large amounts of the firm’s resources

Which of these statements are true, with respect to ‘Dimensions of Strategic Decisions’? A. Strategic issues require middle-management decisions B. Strategic issues require large amounts of the firm’s resources C. Strategic issues require considering only the firm’s external environment D. None of these options

Description : Which of these statements are true, with respect to Dimensions of Strategic Decisions'? A. Strategic issues require middle-management decisions B. Strategic issues require large amounts of ... Strategic issues require considering only the firm's external environment D. None of these options

Last Answer : Strategic issues require large amounts of the firm’s resources

Strategic drift is…. A. When strategies progressively fail to address the environmental dynamics, and performance deteriorates. B. Mismatch between Vision Statement and Value Statement C. Mismatch between Vision Statement and Mission Statement D. Mismatch between Mission Statement and Resources

Description : Strategic drift is…. A. When strategies progressively fail to address the environmental dynamics, and performance deteriorates. B. Mismatch between Vision Statement and Value Statement C. Mismatch between Vision Statement and Mission Statement D. Mismatch between Mission Statement and Resources

Last Answer : When strategies progressively fail to address the environmental dynamics, and performance deteriorates.

Strategic drift is…. A. When strategies progressively fail to address the environmental dynamics, and performance deteriorates. B. Mismatch between Vision Statement and Value Statement C. Mismatch between Vision Statement and Mission Statement D. Mismatch between Mission Statement and Resources

Description : Strategic drift is…. A. When strategies progressively fail to address the environmental dynamics, and performance deteriorates. B. Mismatch between Vision Statement and Value Statement C. Mismatch between Vision Statement and Mission Statement D. Mismatch between Mission Statement and Resources

Last Answer : When strategies progressively fail to address the environmental dynamics, and performance deteriorates.

Which of the following could be defined as a multinational company? A. A firm that owns shares in a foreign company but does not participate in the company's decision making. B. A UK based internet package holiday firm specializing in selling tours to Turkey to German customers. C. A firm owning a chain of supermarket outlets outside its country of origin. D. A finance company transferring its HQ and all its activities from the UK to the US.

Description : Which of the following could be defined as a multinational company? A. A firm that owns shares in a foreign company but does not participate in the company's decision making. B. A UK based internet ... origin. D. A finance company transferring its HQ and all its activities from the UK to the US.

Last Answer : A firm owning a chain of supermarket outlets outside its country of origin.

Factors that create opportunities and threats to business units is known as_______. A. internal environment. B. external environment. C. micro environment. D. macro environment.

Description : Factors that create opportunities and threats to business units is known as_______. A. internal environment. B. external environment. C. micro environment. D. macro environment.

Last Answer : D. macro environment.

The analysis of __________ focuses on internal factors that give the organisation certain advantages and disadvantages in meeting the needs of its target market A)opportunities and threats B)market opportunities C)strengths and weaknesses D)activities and responsibilities E)organisational resources

Description : The analysis of __________ focuses on internal factors that give the organisation certain advantages and disadvantages in meeting the needs of its target market A)opportunities and threats B)market opportunities C)strengths and weaknesses D)activities and responsibilities E)organisational resources

Last Answer : C)strengths and weaknesses

BT is involved in a process of assessing marketing opportunities and resources, determining marketing objectives, and developing a plan for implementation and control, then BT is involved in A)strategic analysis. B)marketing planning. C)marketing management. D)marketing. E)market organisation

Description : BT is involved in a process of assessing marketing opportunities and resources, determining marketing objectives, and developing a plan for implementation and control, then BT is involved in A)strategic analysis. B)marketing planning. C)marketing management. D)marketing. E)market organisation

Last Answer : B)marketing planning.

When a firm believes that it must react to external conditions and tailor its strategies and structure to deal with those conditions, it has adopted a __________ perspective. A)reactionary B)relativistic C)proactive D)deterministic E)strategic

Description : When a firm believes that it must react to external conditions and tailor its strategies and structure to deal with those conditions, it has adopted a __________ perspective. A)reactionary B)relativistic C)proactive D)deterministic E)strategic

Last Answer : D)deterministic

Google.com is an example of a firm that: a) adapted well to the business environment within its industry. b) changed the business environment within its industry. c) applied the VRIO framework in global strategic planning. d) applied the SWOT Analysis in global strategic planning

Description : Google.com is an example of a firm that: a) adapted well to the business environment within its industry. b) changed the business environment within its industry. c) applied the VRIO framework in global strategic planning. d) applied the SWOT Analysis in global strategic planning

Last Answer : changed the business environment within its industry.

The acronym SWOT stands for A. Special Weapons for Operations Timeliness B. Services, Worldwide Optimization, and Transport C. Strengths Worldwide Overcome Threats D. Strengths, Weaknesses, Opportunities, and Threats

Description : The acronym SWOT stands for A. Special Weapons for Operations Timeliness B. Services, Worldwide Optimization, and Transport C. Strengths Worldwide Overcome Threats D. Strengths, Weaknesses, Opportunities, and Threats

Last Answer : Strengths, Weaknesses, Opportunities, and Threats

The acronym SWOT stands for A. Special Weapons for Operations Timeliness B. Services, Worldwide Optimization, and Transport C. Strengths Worldwide Overcome Threats D. Strengths, Weaknesses, Opportunities, and Threats

Description : The acronym SWOT stands for A. Special Weapons for Operations Timeliness B. Services, Worldwide Optimization, and Transport C. Strengths Worldwide Overcome Threats D. Strengths, Weaknesses, Opportunities, and Threats

Last Answer : Strengths, Weaknesses, Opportunities, and Threats

Large Inventories can be best classified as a. Potential opportunities b.Potential threats c.Potential weaknessd.Potential strengths

Description : Large Inventories can be best classified as a. Potential opportunities b.Potential threats c.Potential weakness d.Potential strengths

Last Answer : Potential weakness

The acronym SWOT stands for : A. Strong, Weak, Occasion, Traits B. Services, Worldwide, Optimization, Transport C. Strengths, Worldwide, Overcome, Threats D. Strengths, Weaknesses, Opportunities, Threats

Description : The acronym SWOT stands for : A. Strong, Weak, Occasion, Traits B. Services, Worldwide, Optimization, Transport C. Strengths, Worldwide, Overcome, Threats D. Strengths, Weaknesses, Opportunities, Threats

Last Answer : Strengths, Weaknesses, Opportunities, Threats

The SWOT approach assesses an organization's (a) Speed, Wants, Order, Timing ; (b) Structure, Workforce, Organization, Types (b) Strengths, Weaknesses, Opportunities, Threats. ; (d) Signs, Worries, Objectives, Techniques

Description : The SWOT approach assesses an organization's (a) Speed, Wants, Order, Timing ; (b) Structure, Workforce, Organization, Types (b) Strengths, Weaknesses, Opportunities, Threats. ; (d) Signs, Worries, Objectives, Techniques

Last Answer : (b) Strengths, Weaknesses, Opportunities, Threats. ; 

In the context of strategic management resources can be defined as: a) The knowledge and skills within the organization b) Something that an organization owns or controls that cannot be copied c) Something that an organization owns, controls or has access to on a semipermanent basis d) The physical assets of the organization

Description : In the context of strategic management resources can be defined as: a) The knowledge and skills within the organization b) Something that an organization owns or controls that cannot be copied c) ... , controls or has access to on a semipermanent basis d) The physical assets of the organization

Last Answer : Something that an organization owns, controls or has access to on a semipermanent basis

The VRIO framework can be used to identify: a) a firm's resources and external opportunities. b) the organizational structure of multinational firms. c) a firm's technical resources. d) a firm's core competencies

Description : The VRIO framework can be used to identify: a) a firm's resources and external opportunities. b) the organizational structure of multinational firms. c) a firm's technical resources. d) a firm's core competencies

Last Answer : a firm's core competencies

What is NOT a ‘Critical Tasks of Strategic Management? A. Formulate the company’s mission B. Select a set of short-term objectives that will achieve the most desirable results C. Conduct an internal analysis D. Assess the external environment – competitive and general contexts

Description : What is NOT a ‘Critical Tasks of Strategic Management? A. Formulate the company’s mission B. Select a set of short-term objectives that will achieve the most desirable results C. Conduct an internal analysis D. Assess the external environment – competitive and general contexts

Last Answer : Select a set of short-term objectives that will achieve the most desirable results

The first step in the Strategic Management process is analyzing the External Environment

Description : The first step in the Strategic Management process is analyzing the External Environment

Last Answer : False

What is NOT a ‘Critical Tasks of Strategic Management? A. Formulate the company’s mission B. Select a set of short-term objectives that will achieve the most desirable results C. Conduct an internal analysisD. Assess the external environment – competitive and general contexts

Description : What is NOT a ‘Critical Tasks of Strategic Management? A. Formulate the company’s mission B. Select a set of short-term objectives that will achieve the most desirable results C. Conduct an internal analysis D. Assess the external environment – competitive and general contexts

Last Answer : Select a set of short-term objectives that will achieve the most desirable results

SWOT analysis is a strategic planning technique used to identify strengths, weaknesses, opportunities, and (A) timing (B) tenure (C) totality (D) threats

Description : SWOT analysis is a strategic planning technique used to identify strengths, weaknesses,  opportunities, and (A) timing (B) tenure (C) totality (D) threats

Last Answer : (D) threats

The Diamond Model assumes that: a) Multinational firms must develop global strategies based only on home demand conditions. b) Multinational firms must pay less attention to global consumers than domestic consumers. c) The national home base of a firm must be the biggest market for a multinational firm. d) The national home base of a firm plays a key role in shaping that firm's competitive advantage in global markets.

Description : The Diamond Model assumes that: a) Multinational firms must develop global strategies based only on home demand conditions. b) Multinational firms must pay less attention to global consumers than domestic ... a firm plays a key role in shaping that firm's competitive advantage in global markets.

Last Answer : The national home base of a firm plays a key role in shaping that firm's competitive advantage in global markets.

Corporate strategy planners are concerned with many different issues as they attempt to match the organisation's __________ with the opportunities and risks in the environment. A)strengths B)mission statement C)strategic business units D)resources E)competitive advantages

Description : Corporate strategy planners are concerned with many different issues as they attempt to match the organisation's __________ with the opportunities and risks in the environment. A)strengths B)mission statement C)strategic business units D)resources E)competitive advantages

Last Answer : D)resources

Competitive advantage based on the creation of opportunities using internal resources is characterized by which approach/view? a) The positioning approach b) The outside-in approachc) The resource-based viewd) The knowledge-management approach

Description : Competitive advantage based on the creation of opportunities using internal resources is characterized by which approach/view? a) The positioning approach b) The outside-in approach c) The resource-based view d) The knowledge-management approach

Last Answer : The resource-based view

The value chain activities by which the firm is regarded as a better performer, are known as: A. Core competences B. Corporate competences C. Personal competences D. Core resources

Description : The value chain activities by which the firm is regarded as a better performer, are known as: A. Core competences B. Corporate competences C. Personal competences D. Core resources

Last Answer : Core competences

The value chain activities by which the firm is regarded as a better performer, are known as: A. Core competences B. Corporate competences C. Personal competences D. Core resources

Description : The value chain activities by which the firm is regarded as a better performer, are known as: A. Core competences B. Corporate competences C. Personal competences D. Core resources

Last Answer : Core competences

A strategic gap is an un-exploited competitive opportunity. The following is an examples of a Strategic Gap. A. Opportunities in substitute industries B. Opportunities for complementary products and services C. Opportunities over time D. All of these options are valid

Description : A strategic gap is an un-exploited competitive opportunity. The following is an examples of a Strategic Gap. A. Opportunities in substitute industries B. Opportunities for complementary products and services C. Opportunities over time D. All of these options are valid

Last Answer : All of these options are valid

A strategic gap is an un-exploited competitive opportunity. The following is an example of a Strategic Gap. A. Opportunities in substitute industries B. Opportunities for complementary products and services C. Opportunities over time D. All of these options are valid

Description : A strategic gap is an un-exploited competitive opportunity. The following is an example of a Strategic Gap. A. Opportunities in substitute industries B. Opportunities for complementary products and services C. Opportunities over time D. All of these options are valid

Last Answer : All of these options are valid

What are the means by which long-term objectives could be achieved? A. Strategies B. Policies C. Strengths D. Opportunities

Description : What are the means by which long-term objectives could be achieved? A. Strategies B. Policies C. Strengths D. Opportunities

Last Answer : Strategies

Which of these statements apply to Strategic Groups. A. Organizations within an industry following similar strategies or competing on similar bases. B. Examples, in grocery retailing are supermarkets, convenience stores and corner shops. C. Helps with understanding the similarities and differences in bases of segmentation D. All of these options apply

Description : Which of these statements apply to Strategic Groups. A. Organizations within an industry following similar strategies or competing on similar bases. B. Examples, in grocery retailing are supermarkets ... the similarities and differences in bases of segmentation D. All of these options apply

Last Answer : All of these options apply

The Strategic Management process should be addressed only by top-level Executives. Mid-level and Low-level Employees are best equipped to implement Co’s Strategies

Description : The Strategic Management process should be addressed only by top-level Executives. Mid-level and Low-level Employees are best equipped to implement Co’s Strategies

Last Answer : False

Identifying an Organization’s existing Vision, Mission, Objectives and Strategies is the final step for the Strategic Management Process

Description : Identifying an Organization’s existing Vision, Mission, Objectives and Strategies is the final step for the Strategic Management Process

Last Answer : False

Which of these statements apply to Strategic Groups. A. Organizations within an industry following similar strategies or competing on similar bases. B. Examples, in grocery retailing are supermarkets, convenience stores and corner shops. C. Helps with understanding the similarities and differences in bases of segmentation D. All of these options apply.

Description : Which of these statements apply to Strategic Groups. A. Organizations within an industry following similar strategies or competing on similar bases. B. Examples, in grocery retailing are supermarkets, ... the similarities and differences in bases of segmentation D. All of these options apply.

Last Answer : All of these options apply.

Which of the following are typically seen as being associated with strategic decisions? Select one: a. HR and Technology strategies b. The detailed planning of a department's work over the next monthc. The organization’s long-term directiond. values and expectations of powerful actors in the organization

Description : Which of the following are typically seen as being associated with strategic decisions? Select one: a. HR and Technology strategies b. The detailed planning of a department's work over the ... The organization's long-term direction d. values and expectations of powerful actors in the organization

Last Answer : The organization’s long-term direction

The final step of the strategic management process is ___________. (a) Doing an internal analysis ; (b) Formulating strategies ; (c) Implementing strategies (d) Evaluating results

Description : The final step of the strategic management process is ___________. (a) Doing an internal analysis ; (b) Formulating strategies ; (c) Implementing strategies (d) Evaluating results

Last Answer : (d) Evaluating results

In the context of strategic management, stakeholders can be defined as: A. An individual or group with a financial stake in the organization B. An external individual or group that is able to impose constraints on the organization C. Internal groups or individuals that are able to influence strategic direction of the organization D. An individual or group with an interest in the organization's activities and who seeks to influence them

Description : In the context of strategic management, stakeholders can be defined as: A. An individual or group with a financial stake in the organization B. An external individual or group that is able to ... individual or group with an interest in the organization's activities and who seeks to influence them

Last Answer : Internal groups or individuals that are able to influence strategic direction of the organization

In the context of strategic management, stakeholders can be defined as: A. An individual or group with a financial stake in the organization B. An external individual or group that is able to impose constraints on the organization C. Internal groups or individuals that are able to influence strategic direction of the organization D. An individual or group with an interest in the organization's activities and who seeks to influence them

Description : In the context of strategic management, stakeholders can be defined as: A. An individual or group with a financial stake in the organization B. An external individual or group that is able to ... individual or group with an interest in the organization's activities and who seeks to influence them

Last Answer : Internal groups or individuals that are able to influence strategic direction of the organization