Strategic Factors are those External and Internal Elements that would determine the future of the Corporation

Strategic Factors are those External and Internal Elements that would
determine the future of the Corporation
by

1 Answer

Answer :

True
by

Related questions

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.

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

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

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

Which of the following is NOT a characteristic of Strategic Mgt that makes it different : A. It is interdisciplinary B. It has an external focus C. It has an internal focus D. It is concerned with the present direction of the Organisation

Description : Which of the following is NOT a characteristic of Strategic Mgt that makes it different : A. It is interdisciplinary B. It has an external focus C. It has an internal focus D. It is concerned with the present direction of the Organisation

Last Answer : It is concerned with the present direction of the Organisation

One of the fundamental Strategy evaluation activities is reviewing external and internal factors that are the bases for current strategy

Description : One of the fundamental Strategy evaluation activities is reviewing external and internal factors that are the bases for current strategy

Last Answer : True

What three broad factors determine global strategy of multinational firms? a) Local globalizing drivers, industry globalizing drivers, internal globalizing drivers b) Cultural globalizing drivers, industry globalizing drivers, global orientation c) Industry globalizing drivers, internal globalizing drivers, global orientation d) Macro globalizing drivers, industry globalizing drivers, internal globalizing drivers

Description : What three broad factors determine global strategy of multinational firms? a) Local globalizing drivers, industry globalizing drivers, internal globalizing drivers b) Cultural globalizing ... orientation d) Macro globalizing drivers, industry globalizing drivers, internal globalizing drivers

Last Answer : Macro globalizing drivers, industry globalizing drivers, internal globalizing drivers

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

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

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

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.

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.

Description : 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) ... environment. d) matching the resources and activities of a firm to the external environment.

Last Answer : matching the resources and activities of a firm to the external environment.

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

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 Strategic Management process is the way in which Strategists determine Objectives & -- A. Make document recording B. Make Coordinating C. Make Strategic Decisions D. Make Planning

Description : The Strategic Management process is the way in which Strategists determine Objectives & -- A. Make document recording B. Make Coordinating C. Make Strategic Decisions D. Make Planning

Last Answer : Make Strategic Decisions

Strategic planning: (a) Addresses the organization's basic mission or business, issuing broad statements of purpose or direction that have a long lead time. (b) Involves managers in each unit of an organization who are responsible for achieving the unit's objectives within a specified period of time. (c) Looks specifically at resources, finances, and market conditions to determine ways to accomplish the overall plans of the organization. (d) Determines the day-to-day operations within an organization.

Description : Strategic planning: (a) Addresses the organization's basic mission or business, issuing broad statements of purpose or direction that have a long lead time. (b) Involves managers in each unit of ... overall plans of the organization. (d) Determines the day-to-day operations within an organization.

Last Answer : (a) Addresses the organization's basic mission or business, issuing broad statements of purpose or direction that have a long lead time.

Business Policy is defined as the set of Managerial decisions and actions that determine the long run performance of a Corporation

Description : Business Policy is defined as the set of Managerial decisions and actions that determine the long run performance of a Corporation

Last Answer : True

What is the most frequent internal motive for a strategic alliance? a) Resource need b) Risk limitationc) Cost minimizationd) Current poor performance

Description : What is the most frequent internal motive for a strategic alliance? a) Resource need b) Risk limitation c) Cost minimization d) Current poor performance

Last Answer : Resource need

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

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.

If unprepared, what strategic pressures are recognized as key factors that can weaken the Organization ? A. Competitive and Environmental pressure B. Control at the expense of flexibility C. Lack of Planners D. Competitive & Environmental pressures and excessive control

Description : If unprepared, what strategic pressures are recognized as key factors that can weaken the Organization ? A. Competitive and Environmental pressure B. Control at the expense of flexibility C. Lack of Planners D. Competitive & Environmental pressures and excessive control

Last Answer : Competitive & Environmental pressures and excessive control

___________________ are those plans that are extended beyond three years. (a) Short Term Plans ; (b) Long Term Plans ; (c) Specific Plans ; (d) Strategic Plans

Description : ___________________ are those plans that are extended beyond three years. (a) Short Term Plans ; (b) Long Term Plans ; (c) Specific Plans ; (d) Strategic Plans

Last Answer :  (b) Long Term Plans ; 

Porter’s notion of a differentiation strategy is best described as one in which firms seek a competitive advantage…. A. Through achieving a match between their internal and external environments. B. Through having a lower cost than their competitors. C. Through concentrating on a narrow market segment. D. Through establishing their uniqueness

Description : Porter's notion of a differentiation strategy is best described as one in which firms seek a competitive advantage . A. Through achieving a match between their internal and external ... competitors. C. Through concentrating on a narrow market segment. D. Through establishing their uniqueness

Last Answer : Through establishing their uniqueness

Porter’s notion of a differentiation strategy is best described as one in which firms seek a competitive advantage…. A. Through achieving a match between their internal and external environments. B. Through having a lower cost than their competitors. C. Through concentrating on a narrow market segment. D. Through establishing their uniqueness.

Description : Porter's notion of a differentiation strategy is best described as one in which firms seek a competitive advantage . A. Through achieving a match between their internal and external environments ... . C. Through concentrating on a narrow market segment. D. Through establishing their uniqueness.

Last Answer : Through establishing their uniqueness.

Dynamic capabilities refer to: a) the firm's ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environmentsb) the link between subsidiary resource and multinational firm's competitive advantage in global markets. c) the firm's dynamic capability to find resources that are valuable, rare, difficult to imitate and can be exploited by the organization. d) the combination of individual technologies and production skills that underlie a company's multiple production lines and critically underpin the firm's competitive advantage.

Description : Dynamic capabilities refer to: a) the firm's ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environments. b) the link between ... underlie a company's multiple production lines and critically underpin the firm's competitive advantage

Last Answer : the firm's ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environments.

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).

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

Micro environment is the _______________ environment of the company a. Internal b.External c. human d. Finance

Description : Micro environment is the _______________ environment of the company a. Internal b.External c. human d. Finance

Last Answer : Internal

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

The resources within an organization, used to achieve its goal, make up the _________ of a business. (a) External environment ; (b) Internal environment ; (c) Social responsibility ; (d) Workers motivation

Description : The resources within an organization, used to achieve its goal, make up the _________ of a business. (a) External environment ; (b) Internal environment ; (c) Social responsibility ; (d) Workers motivation

Last Answer : External environment

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

What is the key outcome from PESTEL analysis?A. Five Forces B. Identification of the external drivers for change C. Critical success factors D. Possible scenarios

Description : What is the key outcome from PESTEL analysis? A. Five Forces B. Identification of the external drivers for change C. Critical success factors D. Possible scenarios

Last Answer : Identification of the external drivers for change

What is the key outcome from PESTEL analysis? A. Five Forces B. Identification of the external drivers for change C. Critical success factors D. Possible scenarios

Description : What is the key outcome from PESTEL analysis? A. Five Forces B. Identification of the external drivers for change C. Critical success factors D. Possible scenarios

Last Answer : Identification of the external drivers for change

The external environment factor that includes: Factors that have a less immediate effect on a business such as the nation's rate of inflation or recession, unemployment rate, or standard of living, is (a) Political factors ; (b) Sociological factors ; (c) Indirect economic factors ; (d) Direct economic factors

Description : The external environment factor that includes: Factors that have a less immediate effect on a business such as the nation's rate of inflation or recession, unemployment rate, or standard of living, is ... ; (b) Sociological factors ; (c) Indirect economic factors ; (d) Direct economic factors

Last Answer : ; (c) Indirect economic factors ;

The external environment factor that states: The values and culture that affect the way people feel about the organization they are in and about work itself is: (a) Sociological factors ; (b) Political factors ; (c) Economic factors ; (d) Psychological factors

Description : The external environment factor that states: The values and culture that affect the way people feel about the organization they are in and about work itself is: (a) Sociological factors ; (b) Political factors ; (c) Economic factors ; (d) Psychological factors

Last Answer : (a) Sociological factors ; 

The Diamond Model suggests that four factors determine a firm's competitive advantage: a) 1) home demand conditions; 2) home supply conditions; 3) firm strategy and structure; 4) supporting industriesb) 1) home demand and factor conditions; 2) firm strategy, structure and rivalry; 3) related industries; 4) supporting industries.c) 1) home demand conditions; 2) home factor conditions; 3) firm strategy, structure and rivalry; 4) related and supporting industries.d) 1) home demand conditions; 2) home supply; 3) firm strategy; 4) related andsupporting industries.

Description : The Diamond Model suggests that four factors determine a firm's competitive advantage: a) 1) home demand conditions; 2) home supply conditions; 3) firm strategy and structure; 4) supporting ... home demand conditions; 2) home supply; 3) firm strategy; 4) related and supporting industries.

Last Answer : home demand conditions; 2) home factor conditions; 3) firm strategy, structure and rivalry; 4) related and supporting industries

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

In government auditing, the three elements of expanded scope auditing are a. Goal analysis, audits of operations, audit of systems. b. Financial and compliance, economy and efficiency, program results. c. Pre-audit, post-audit, internal audit. d. National government audit, local government audit, corporation audit

Description : In government auditing, the three elements of expanded scope auditing are a. Goal analysis, audits of operations, audit of systems. b. Financial and compliance, economy and efficiency, program ... , post-audit, internal audit. d. National government audit, local government audit, corporation audit

Last Answer : Financial and compliance, economy and efficiency, program results.

The term "marketing mix" describes: A. A composite analysis of all environmental factors inside and outside the fir B. A series of business decisions that aid in selling a product C. The relationship between a firm's marketing strengths and its business weaknesses D. A blending of four strategic elements to satisfy specific target markets

Description : The term "marketing mix" describes: A. A composite analysis of all environmental factors inside and outside the fir B. A series of business decisions that aid in selling a product ... strengths and its business weaknesses D. A blending of four strategic elements to satisfy specific target markets

Last Answer : D. A blending of four strategic elements to satisfy specific target markets

The term "marketing mix" describes: A. A composite analysis of all environmental factors inside and outside the fir B. A series of business decisions that aid in selling a product C. The relationship between a firm's marketing strengths and its business weaknesses D. A blending of four strategic elements to satisfy specific target markets

Description : The term "marketing mix" describes: A. A composite analysis of all environmental factors inside and outside the fir B. A series of business decisions that aid in selling a product ... strengths and its business weaknesses D. A blending of four strategic elements to satisfy specific target markets

Last Answer : D. A blending of four strategic elements to satisfy specific target markets

Subsidiaires located in countries which are less crucial for success while holding low level of resources and capabilities are...? A. Dogs B. Implementers C. White Knights D. Strategic Leaders

Description : Subsidiaires located in countries which are less crucial for success while holding low level of resources and capabilities are...? A. Dogs B. Implementers C. White Knights D. Strategic Leaders

Last Answer : Implementers

Subsidiaires located in countries which are crucial for success while holding valuable resources and capabilities are...?A. Bright Stars B. Sunshine C. Strategic Leaders D. White Knights

Description : Subsidiaires located in countries which are crucial for success while holding valuable resources and capabilities are...? A. Bright Stars B. Sunshine C. Strategic Leaders D. White Knights

Last Answer : Strategic Leaders

International strategic options can be derived, from a consideration of geographical dispersion or concentration of various activities and.... A. Degree of international co-ordination B. Degree of Political Stability C. Degree of Competitive Advantage D. None of the above

Description : International strategic options can be derived, from a consideration of geographical dispersion or concentration of various activities and.... A. Degree of international co-ordination B. Degree of Political Stability C. Degree of Competitive Advantage D. None of the above

Last Answer : Degree of international co-ordination

For international companies, sources of competitive advantage can be drawn from the..............configuration of their........ network A. Technology, Security B. Strategic, Resource C. International, Value D. None of the above

Description : For international companies, sources of competitive advantage can be drawn from the..............configuration of their........ network A. Technology, Security B. Strategic, Resource C. International, Value D. None of the above

Last Answer : International, Value

_________________ happens when organizations lose pace with changes in the operating enviroment? A. Strategic Flaw B. Strategic Drift C. Strategic Blunder D. Strategic Disaster

Description : _________________ happens when organizations lose pace with changes in the operating enviroment? A. Strategic Flaw B. Strategic Drift C. Strategic Blunder D. Strategic Disaster

Last Answer : Strategic Drift

Ansoff's matrix is useful for what? A. Integrating a business's marketing strategy with general strategic direction B. Establishing an editorial calendar for staff to follow C. Understanding buyer personas and buyer behaviour D. Hiring new staff and training them on marketing tactics

Description : Ansoff's matrix is useful for what? A. Integrating a business's marketing strategy with general strategic direction B. Establishing an editorial calendar for staff to follow C. Understanding buyer personas and buyer behaviour D. Hiring new staff and training them on marketing tactics

Last Answer : Integrating a business's marketing strategy with general strategic direction

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.

This strategy is an expression of desired strategic direction deliberately formulated & planned in terms of resource allocation, control systems, organizational structure etc. A. Intended strategy B. Realized strategy C. Emergent strategy D. None of these options are valid.

Description : This strategy is an expression of desired strategic direction deliberately formulated & planned in terms of resource allocation, control systems, organizational structure etc. A. Intended strategy B. Realized strategy C. Emergent strategy D. None of these options are valid.

Last Answer : Intended strategy

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