What does Strategy describe? A. The general direction in which an organization plans to move to attain its goals B. Framework for managerial decisions C. Leveraging strengths to gain competitive advantage D. All of these options

What does Strategy describe?
A. The general direction in which an organization plans to move to attain its
goals
B. Framework for managerial decisions
C. Leveraging strengths to gain competitive advantage
D. All of these options
by

1 Answer

Answer :

All of these options
by

Related questions

What does Strategy describe? A. The general direction in which an organization plans to move to attain its goals B. Framework for managerial decisions C. Leveraging strengths to gain competitive advantage D. All of these options

Description : What does Strategy describe? A. The general direction in which an organization plans to move to attain its goals B. Framework for managerial decisions C. Leveraging strengths to gain competitive advantage D. All of these options

Last Answer : All of these options

This following is not a strategy for creating a sustainable competitive advantage; A. Operational efficiency B. Lock-In C. Leap-frogD. All of these are valid options

Description : This following is not a strategy for creating a sustainable competitive advantage; A. Operational efficiency B. Lock-In C. Leap-frog D. All of these are valid options

Last Answer : Leap-frog

Business Unit Level Strategy decides…. A. ‘How’ to compete in an industry? B. How to create and maintain competitive advantage in selected industry. C. All of these options are correct D. Industry specific diversification strategies

Description : Business Unit Level Strategy decides…. A. ‘How’ to compete in an industry? B. How to create and maintain competitive advantage in selected industry. C. All of these options are correct D. Industry specific diversification strategies

Last Answer : All of these options are correct

Corporate Level Strategy decides… A. ‘How’ to compete in an industry? B. How to create and maintain competitive advantage in selected industry. C. Industry specific diversification strategies. D. None of these two options are correct

Description : Corporate Level Strategy decides… A. ‘How’ to compete in an industry? B. How to create and maintain competitive advantage in selected industry. C. Industry specific diversification strategies. D. None of these two options are correct

Last Answer : None of these two options are correct

This following is not a strategy for creating a sustainable competitive advantage; A. Operational efficiency B. Lock-In C. Leap-frog D. All of these are valid options

Description : This following is not a strategy for creating a sustainable competitive advantage; A. Operational efficiency B. Lock-In C. Leap-frog D. All of these are valid options

Last Answer : Leap-frog

Business Unit Level Strategy decides…. A. ‘How’ to compete in an industry? B. How to create and maintain competitive advantage in selected industry. C. All of these options are correct D. Industry specific diversification strategies.

Description : Business Unit Level Strategy decides…. A. ‘How’ to compete in an industry? B. How to create and maintain competitive advantage in selected industry. C. All of these options are correct D. Industry specific diversification strategies.

Last Answer : All of these options are correct

Corporate Level Strategy decides… A. ‘How’ to compete in an industry? B. How to create and maintain competitive advantage in selected industry. C. Industry specific diversification strategies. D. None of these two options are correct

Description : Corporate Level Strategy decides… A. ‘How’ to compete in an industry? B. How to create and maintain competitive advantage in selected industry. C. Industry specific diversification strategies. D. None of these two options are correct

Last Answer : None of these two options are correct

Which of the following statements is not true when describing a successful strategy? Select one: a. It fulfills its CSR obligations. b. It provides the means for renewing competitive advantage c. It addresses changes in the external environment d. It guarantees long term survival

Description : Which of the following statements is not true when describing a successful strategy? Select one: a. It fulfills its CSR obligations. b. It provides the means for renewing competitive advantage c. It addresses changes in the external environment d. It guarantees long term survival

Last Answer : It fulfills its CSR obligations

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

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.

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.

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

It is generally agreed that the central role of strategy is to Select one: a. Achieve competitive advantage. b. Make best use of resources. c. Make the best products and service d. Make profits for the company

Description : It is generally agreed that the central role of strategy is to Select one: a. Achieve competitive advantage. b. Make best use of resources. c. Make the best products and service d. Make profits for the company

Last Answer : Achieve competitive advantage.

A sustainable competitive advantage requires that: Select one: a. Other companies are not able to duplicate the strategy b. The value creating strategy be in a formulation stagec. Average returns be earned by the companyd. Competitors are simultaneously implementing the strategy.

Description : A sustainable competitive advantage requires that: Select one: a. Other companies are not able to duplicate the strategy b. The value creating strategy be in a formulation stage c. Average returns be earned by the company d. Competitors are simultaneously implementing the strategy.

Last Answer : Other companies are not able to duplicate the strategy

Which of the following statements is not true when describing a successful strategy? a) It provides some property that is unique or distinctive b) It provides the means for renewing competitive advantage c) It addresses changes in the external environment d) It guarantees long term survival

Description : Which of the following statements is not true when describing a successful strategy? a) It provides some property that is unique or distinctive b) It provides the means for renewing competitive advantage c) It addresses changes in the external environment d) It guarantees long term survival

Last Answer : It guarantees long term survival

Which of the following are elements of International Strategy framework? A. Lingual Advancements B. Climatic conditions C. Favourable logistics D. None of these options

Description : Which of the following are elements of International Strategy framework? A. Lingual Advancements B. Climatic conditions C. Favourable logistics D. None of these options

Last Answer : Favourable logistics

From the point of view of international business, an organization that enjoys competitive advantage in an industry has done so by: A. Focusing on long-term profit. B. Charging lower prices than competition. C. Creating superior value for customers. D. Constantly enlarging its marketing activities.

Description : From the point of view of international business, an organization that enjoys competitive advantage in an industry has done so by: A. Focusing on long-term profit. B. Charging lower prices than competition. C. Creating superior value for customers. D. Constantly enlarging its marketing activities.

Last Answer : Creating superior value for customers.

Management by objectives emphasizes participatively setting goals that are: (a) General in nature. ; (b) Easy to attain. ; (c) Easy to create and develop. (d) Tangible, verifiable, and measurable.

Description : Management by objectives emphasizes participatively setting goals that are: (a) General in nature. ; (b) Easy to attain. ; (c) Easy to create and develop. (d) Tangible, verifiable, and measurable.  

Last Answer : (d) Tangible, verifiable, and measurable.  

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.

Competitive advantage can best be described as : A. Increased Efficiency B. What sets an Organization apart C. A strength of the organization D. Intangible Resources

Description : Competitive advantage can best be described as : A. Increased Efficiency B. What sets an Organization apart C. A strength of the organization D. Intangible Resources

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Which of the following is NOT an advantage of Strategic Management ? A. It provides organizations with a clearer sense of direction and purpose B. It helps improve the political, economic, social and technological environment of the Orgn C. It helps orientate Mgt. decisions to relevant environmental conditions D. It helps organizations be proactive than reactive

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Last Answer : It helps improve the political, economic, social and technological environment of the Orgn

Operations include…. A. Organization-wide decisions B. Creating a new direction C. Tactically specific D. Long Term

Description : Operations include…. A. Organization-wide decisions B. Creating a new direction C. Tactically specific D. Long Term

Last Answer : Tactically specific

Operations include…. A. Organization-wide decisions B. Creating a new direction C. Tactically specific D. Long Term

Description : Operations include…. A. Organization-wide decisions B. Creating a new direction C. Tactically specific D. Long Term

Last Answer : Tactically specific

Two reasons for mergers and acquisitions are a. to increase managerial staff and to minimize economies of scale. b. to reduce tax obligations and increase managerial staff. c. to create seasonal trends in sales and to make better use of a new sales force. d. to provide improved capacity utilization and to gain new technology

Description : Two reasons for mergers and acquisitions are a. to increase managerial staff and to minimize economies of scale. b. to reduce tax obligations and increase managerial staff. c. to create seasonal trends ... of a new sales force. d. to provide improved capacity utilization and to gain new technology

Last Answer : to provide improved capacity utilization and to gain new technology

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

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A ___________ refers to the authority and responsibility for achieving the major goals of the Organization. (a) Line position ; (b) Staff position ; (c) Line authority ; (d) None of the given options

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Strategic management can be defined as: a) a process of setting written long-term profit plans for the organization. b) a process of measuring performance of the organization. c) a process of operational planning. d) a process of setting long-term direction for the organization

Description : Strategic management can be defined as: a) a process of setting written long-term profit plans for the organization. b) a process of measuring performance of the organization. c) a process of operational planning. d) a process of setting long-term direction for the organization

Last Answer : a process of setting long-term direction for the organization

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.

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

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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

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An objective, logical, systematic approach for making major decisions in an Organization is a way to describe the Strategic Management process

Description : An objective, logical, systematic approach for making major decisions in an Organization is a way to describe the Strategic Management process

Last Answer : True

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. ; 

Which of the following are elements of International Strategy framework? A. Market Selection B. Geographic Advantages C. Mode of Entry D. All of the above

Description : Which of the following are elements of International Strategy framework? A. Market Selection B. Geographic Advantages C. Mode of Entry D. All of the above

Last Answer : All of the above

Which of the following are elements of International Strategy framework? A. Climatic Conditions B. Country specific migrants C. Lingual Advancements D. Factor Conditions

Description : Which of the following are elements of International Strategy framework? A. Climatic Conditions B. Country specific migrants C. Lingual Advancements D. Factor Conditions

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Which of the following are elements of International Strategy framework? A. Trade policies B. Lingual Advancements C. Economic Stability D. Climatic conditions

Description : Which of the following are elements of International Strategy framework? A. Trade policies B. Lingual Advancements C. Economic Stability D. Climatic conditions

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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

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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

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

In which one of the following, Crisis Management is reflected ? (A) Future expansion plans of business (B) Organization Development Programme (C) Short-term Manpower Planning (D) Prudent managerial leadership

Description : In which one of the following, Crisis Management is reflected ? (A) Future expansion plans of business (B) Organization Development Programme (C) Short-term Manpower Planning (D) Prudent managerial leadership

Last Answer : Answer: Prudent managerial leadership

Decisions regarding which industries to compete in are the concern of: Select one: a. Functional level strategy b. Mergers and acquisitions. c. Business level strategy. d. Corporate level strategy

Description : Decisions regarding which industries to compete in are the concern of: Select one: a. Functional level strategy b. Mergers and acquisitions. c. Business level strategy. d. Corporate level strategy

Last Answer : Corporate level strategy

________________ is a set of competitive moves to achieve organizational objectives? A. Competitive Analysis B. Strategy C. Management D. None of the above

Description : ________________ is a set of competitive moves to achieve organizational objectives? A. Competitive Analysis B. Strategy C. Management D. None of the above

Last Answer : Strategy

Competitive view of strategy looks at_____________ ? A. Industry Analysis B. Competencies C. VRIO D. All the above

Description : Competitive view of strategy looks at_____________ ? A. Industry Analysis B. Competencies C. VRIO D. All the above

Last Answer : Industry Analysis

In the Exploring Strategy Model, what Heading is used to cover Environment, Capability, Goals and Culture ? A. Strategic Planning B. Strategic Choices C. Strategy in Action D. Strategic Position

Description : In the Exploring Strategy Model, what Heading is used to cover Environment, Capability, Goals and Culture ? A. Strategic Planning B. Strategic Choices C. Strategy in Action D. Strategic Position

Last Answer : Strategic Position

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

Which of the factors listed below is not a reason for decision making in organizations being a complex process? (a) People have to make decisions in a historical context (b) Several stakeholders will have an interest in the decision (c) Modern information systems enable people to evaluate a range of possible outcomes (d) Factors in the current context of the organization affect the decision

Description : Which of the factors listed below is not a reason for decision making in organizations being a complex process? (a) People have to make decisions in a historical context (b) Several ... range of possible outcomes (d) Factors in the current context of the organization affect the decision

Last Answer : (c) Modern information systems enable people to evaluate a range of possible outcomes 

In an organization that has high centralization…………… (a) Problem can be quickly and efficiently solved (b) The corporate headquarters is located centrally to branch offices (c) Top managers make all the decisions-lower-level managers merely carry out directions (d) All top-level officials are located within the same geographic area

Description : In an organization that has high centralization (a) Problem can be quickly and efficiently solved (b) The corporate headquarters is located centrally to branch offices (c) Top managers make ... merely carry out directions (d) All top-level officials are located within the same geographic area

Last Answer : (c) Top managers make all the decisions-lower-level managers merely carry out directions 

Select the most accurate statement. Value is ----------- : A. Means value for money B. Is best described as the benefits the business chooses to give to customers through it’s products / services C. Is the benefits of a product / service as perceived by the customer D. Does not offer competitive advantage

Description : Select the most accurate statement. Value is ----------- : A. Means value for money B. Is best described as the benefits the business chooses to give to customers through it's ... Is the benefits of a product / service as perceived by the customer D. Does not offer competitive advantage

Last Answer : Is the benefits of a product / service as perceived by the customer

High Tradability and Breadth of Competitive advantage suggest which mode of international entry? A. Export B. Franchise C. Wholly owned subsidiary D. Joint Venture

Description : High Tradability and Breadth of Competitive advantage suggest which mode of international entry? A. Export B. Franchise C. Wholly owned subsidiary D. Joint Venture

Last Answer : Export

Choice of International market entry mode is dependent on ...?A. Breadth of competitive advantage B. Tradability C. None of the above D. All the above

Description : Choice of International market entry mode is dependent on ...? A. Breadth of competitive advantage B. Tradability C. None of the above D. All the above

Last Answer : All the above