في شركة متنوعة يتكون التسلسل الهرمي لصنع الاستراتيجية

في شركة متنوعة، يتكون التسلسل الهرمي للاستراتيجية من
الفصل. 2 الاختيار من متعدد.
أي واحد مما يلي ليس واحدا من المهام الأساسية الخمس لعملية وضع الاستراتيجية، وتنفيذ الاستراتيجية؟
.د تطوير نموذج أعمال مربح.
أي مما يلي هو جزء لا يتجزأ من العملية الإدارية لصياغة وتنفيذ الاستراتيجية؟
تحديد الأهداف واستخدامها كمقاييس لقياس أداء الشركة وتقدمها.
أي مما يلي جزء لا يتجزأ من العملية الإدارية لصياغة وتنفيذ الاستراتيجية؟
.أ تطوير رؤية إستراتيجية وتحديد األهداف وصياغة إستراتيجية.
عملية وضع الاستراتيجية، وتنفيذ الاستراتيجية.
ج - القيام بمهام وضع رؤية استراتيجية وتحديد الأهداف ووضع استراتيجية وتنفيذ وتنفيذ الاستراتيجية ومن ثم رصد التطورات وبدء التعديلات التصحيحية في ضوء الخبرة والظروف المتغيرة والأفكار الجديدة والفرص الجديدة.
وتتعلق الرؤية الاستراتيجية للشركة.
أ - مسار الشركة الاتجاه والمستقبل المنتج-- السوق-- العملاء-- التركيز التكنولوجيا.
رؤية الشركة الاستراتيجية.
ج. يحدد تطلعات الإدارة في مجال الأعمال التجارية، مع توفير نظرة بانورامية على & كوت؛ أين نذهب & كوت؛ ومبرر مقنع لماذا هذا يجعل الأعمال التجارية الحس السليم.
وضع رؤية استراتيجية للشركة يستتبع.
أ. وصف التوجه الاستراتيجي للشركة لمتابعة والأساس المنطقي لماذا هذا المسار الاستراتيجي يجعل من الناحية التجارية جيدة.
المهمة الإدارية لتطوير رؤية استراتيجية للشركة.
د. یتضمن اتخاذ القرار بشأن المسار الاستراتیجي الذي یجب علی الشرکة اتباعھ في الإعداد للمستقبل ولماذا یجعل ھذا المسار التوجیھي منطقیا جیدا للأعمال.
أي واحد مما يلي ليس سمة دقيقة للرؤية الاستراتيجية للمنظمة؟
ه - تحديد كيفية تعتزم الشركة تنفيذ وتنفيذ نموذج أعمالها.
الرؤية الاستراتيجية للإدارة للمنظمة.
أ. رسم تخطيطي دورة استراتيجية للمنظمة (& كوت؛ أين نحن ذاهبون & كوت؛) ويوفر الأساس المنطقي لماذا هذا المسار الاتجاهي المنطقي.
ما يقوله كبار المديرين التنفيذيين في الشركة حول المكان الذي تتجه فيه الشركة وماذا ستكون منتجات الشركة المستقبلية في السوق.
ب. تصور رؤيتها الاستراتيجية للشركة.
ومن أهم الفوائد التي توصلت إليها رؤية استراتيجية حسنة التصميم ومحددة جيدا هي.
.ب التواصل بوضوح مع تطلعات الإدارة للشركة تجاه أصحاب المصلحة والمساعدة في توجيه طاقات موظفي الشركة في اتجاه مشترك.
السمة المميزة لرؤية استراتيجية جيدة التصور هي.
د. ما يقوله عن مسار الشركة الاستراتيجي المستقبلي و [مدش]؛ & كوت؛ الاتجاه الذي نرأسه، وما هو مستقبلنا في السوق المنتج-التركيز على العملاء والتكنولوجيا. & كوت؛
أي من الأسئلة التالية ليست ذات صلة لمديري الشركة في التفكير استراتيجيا حول مسار اتجاه الشركة وتطوير رؤية استراتيجية؟
.ج ما هي مقاربات العمل وممارسات التشغيل التي يجب مراعاتها عند محاولة تنفيذ وتنفيذ نموذج أعمالنا؟
أي من الأسئلة التالية ليس شيئا يجب على مدراء الشركات التفكير فيه في اختيار متابعة مسار استراتيجي أو مسار اتجاهي واحد مقابل مسار آخر؟
ه. هل لدينا نموذج عمل أفضل من منافسيه الرئيسيين؟
أي من الخصائص التالية عبارة عن بيان رؤية إستراتيجية فعالة؟
A. الرسم، اتجاهي ومركزة.
أي واحد مما يلي ليس سمة لبيان الرؤية الاستراتيجية صياغة فعالة؟
د. يحركها توافق الآراء (تلزم الشركة إلى & كوت؛ التيار & كوت؛ المسار الاتجاهي أن معظم أصحاب المصلحة سوف تدعم بحماس)
أي مما يلي ليس عيبا شائعا في بيانات رؤية الشركة؟
ب. ضيقة جدا و [مدش]؛ لا يترك مساحة كافية للنمو في المستقبل.
أي من الأمور التالية هي أوجه القصور الشائعة في بيانات رؤية الشركة؟
ألف واسع جدا، غامض أو غير كامل، لطيف / غير ملهم، غير مميز ويعتمد بشكل كبير على التفضيلات.
عادة ما يتناول بيان مهمة الشركة أي من الأسئلة التالية؟
أ & كوت؛ من نحن وماذا نفعل؟ & كوت؛
الفرق بين مفهوم بيان مهمة الشركة ومفهوم رؤية استراتيجية هو أن.
أ. عادة ما يتعلق بيان المهمة بنطاق عمل الشركة الحالي (& كوت؛ من نحن وما نقوم به & كوت؛) في حين أن الشاغل الرئيسي للرؤية الاستراتيجية هو مع اتجاه الشركة على المدى الطويل والتركيز في المستقبل على سوق المنتجات والعملاء والتكنولوجيا.
الفرق بين بيان مهمة الشركة ومفهوم رؤية استراتيجية هو أن.
ب - بيان المهمة عادة ما يتعلق بمجال الأعمال الحالي للشركة والغرض منها في حين أن رؤية استراتيجية تحدد & كوت؛ أين نحن ذاهبون ولماذا. & كوت؛
جهود الإدارة العليا لتوصيل الرؤية الاستراتيجية لموظفي الشركة.
يجب أن يتم ذلك في اللغة التي تلهم وتحفز موظفي الشركة لتوحيد وراء الجهود التنفيذية للحصول على الشركة تتحرك في الاتجاه المقصود.
وتصبح مهمة التواصل الفعال مع الرؤية الاستراتيجية أسهل.
E. التقاط جوهر الرؤية في شعار جذاب أو عبارة موجزة ثم استخدامه مرارا وتكرارا لتذكير & كوت؛ أين نحن ذاهبون ولماذا. & كوت؛
التواصل الفعال الرؤية الاستراتيجية أسفل الخط إلى مستوى أدنى من المديرين والموظفين له قيمة.
أ. ليس فقط شرح أين تحاول الإدارة أن تأخذ الشركة وما هي التغييرات التي تقع على الطريق إلى الأمام، ولكن الأهم من ذلك، أيضا إلهام موظفي الشركة لتوحيد وراء الجهود الإدارية للحصول على الشركة تتحرك في الاتجاه المقصود.
ولعل أهم فائدة من رؤية استراتيجية حية وجذابة ومقنعة هي.
د. كسب الدعم التنظيمي مخلص للرؤية وتوحيد موظفي الشركة وراء الجهود الإدارية للحصول على الشركة تتحرك في الاتجاه المقصود.
إن كسر المقاومة للرؤية الاستراتيجية الجديدة يتطلب عادة الإدارة العليا.
C. تكرار تكرار الأساس للاتجاه الجديد في تجمعات الشركات، ومعالجة مخاوف الموظفين والمخاوف من جهة ثانية، في محاولة لرفع معنويات الموظفين وتقديم التحديثات والتقارير المرحلية كما تتكشف الأحداث (لا سيما المعلومات التي تؤكد حكمة الاتجاه الجديد )
عندما يكون هناك أمر من التغيير الكبير في بيئة الشركة الذي يغير بشكل كبير آفاقها وينص على مراجعة جذرية لمسارها الاستراتيجي، ويقال إن الشركة واجهت.
ب - نقطة انعطاف استراتيجية.
لا تشمل مردود بيان رؤية واضحة.
قدرة أكبر على تجنب نقاط انعطاف استراتيجية.
وتتعلق قيم الشركة.
د - المعتقدات والصفات والقواعد السلوكية التي يتوقع من موظفي الشركة عرضها في إدارة أعمال الشركة ومتابعة رؤيتها الاستراتيجية واستراتيجيتها.
وتتعلق قيم الشركة بأمور من هذا القبيل.
C. المعاملة العادلة، والنزاهة، والسلوك الأخلاقي، والابتكار، والعمل الجماعي، وأرفع جودة، وخدمة العملاء المتفوقة، والمسؤولية الاجتماعية والمواطنة المجتمع.
مديري الشركة ربط القيم للرؤية الاستراتيجية المختارة من قبل.
أ - توضيح أن موظفي الشركة يتوقعون أن يرقوا إلى القيم في إدارة أعمال الشركة ومتابعة رؤيتها الاستراتيجية.
أي من العبارات التالية المتعلقة بقيم الشركة غير دقيقة؟
ه. نادرا ما تكون هناك فجوة واسعة جدا بين قيم الشركة المعلنة وحقيقة كيفية قيامها بأعمالها.
ويشمل الغرض الإداري من تحديد الأهداف.
مجموعة من & كوت؛ تمتد & كوت؛ والأهداف المالية والاستراتيجية.
B. هو أداة فعالة لتجنب النتائج الحميمة.
أي مما يلي ليس ميزة إعداد & كوت؛ امتداد & كوت؛ الأهداف؟
ج - المساعدة في توضيح الرؤية الاستراتيجية للشركة والنية الاستراتيجية.
وتحتاج الشركة إلى أهداف مالية.
ب - لأن الربحية الكافية والقوة المالية أمر بالغ الأهمية لتحقيق فعالية رؤيتها الاستراتيجية، فضلا عن الصحة على المدى الطويل والبقاء على قيد الحياة و [مدش]؛ ضعف ​​الأرباح وضعف المساهمين في الميزانية العمومية إنذار والدائنين ووضع وظائف المديرين التنفيذيين في خطر.
أي مما يلي هو أفضل مثال على هدف مالي محدد جيدا؟
أ. زيادة ربحية السهم بنسبة 15٪ سنويا.
أي مما يلي هو أفضل مثال على الهدف الاستراتيجي المحدد جيدا؟
ج. تجاوز المنافسين الرئيسيين على جودة المنتج في غضون ثلاث سنوات.
د. تتعلق بتعزيز الأعمال التجارية للشركة العامة والوضع التنافسي.
بطاقة قياس متوازن لقياس أداء الشركة.
هاء - تحقيق مجموعة من الأهداف التي & كوت؛ متوازنة & كوت؛ بمعنى إدراج الأهداف المالية والاستراتيجية على حد سواء.
A & كوت؛ بطاقة النتائج المتوازنة & كوت؛ الذي يتضمن كلا من أهداف الأداء الاستراتيجي والمالي هو نهج قوي مفاهيمي للحكم على الأداء العام للشركة.
أ. مقاييس األداء المالي هي مؤشرات متخلفة تعكس نتائج القرارات السابقة واألنشطة التنظيمية، في حين أن مقاييس األداء االستراتيجي هي المؤشرات الرئيسية لألداء المالي للشركة في المستقبل.
ولعل الطريقة الأكثر موثوقية للشركة لتحسين أدائها المالي مع مرور الوقت هو ل.
باء - الإقرار بأن تحقيق الأهداف الاستراتيجية يعزز أداء مالي أفضل على المدى الطويل، وأن اتباع نهج متوازن لقياس الأداء في تحديد الأهداف له ما يبرره كثيرا.
الشركة التي تسعى لتحقيق الأهداف الاستراتيجية.
دال - كثيرا ما يكون في وضع أفضل لتحسين أدائه المالي في المستقبل (بسبب زيادة القدرة التنافسية والقوة في السوق التي تتدفق من تحقيق الأهداف الاستراتيجية)
وتظهر الشركة نوايا استراتيجية عندما.
باء - تسعى بلا هوادة إلى تحقيق هدف استراتيجي طموح يركز على كامل مواردها وإجراءاتها التنافسية لتحقيق هذا الهدف.
يشير القصد الاستراتيجي إلى حالة حيث الشركة.
ألف - السعي دون هوادة إلى تحقيق هدف استراتيجي طموح، مع تركيز القوة الكاملة لموارده وإجراءاته التنافسية على تحقيق هذا الهدف.
شركة ذات نوايا استراتيجية.
ه. عادة ما يكون جريئا استثنائيا وفخريا على المدى الطويل الهدف و [مدش]؛ مثل أن تصبح الرائدة في السوق العالمية المهيمنة و [مدش]؛ والتزام لا يتزعزع لتركيز مواردها واستراتيجيتها الكاملة على تحقيق هذا الهدف حتى لو كان يستغرق 10 سنوات أو أكثر.
ب. تحتاج إلى تقسيمها إلى أهداف أداء لكل من أعمالها المنفصلة، ​​خطوط الإنتاج، الإدارات الفنية ووحدات العمل الفردية.
وتحتاج الشركة إلى أهداف أو أهداف أداء.
أ. بالنسبة لعملياتها ككل وكذلك لكل من أعمالها المنفصلة وخطوط الإنتاج والإدارات الفنية ووحدات العمل الفردية.
مهمة خياطة استراتيجية معا.
أ. يمكن التعامل مع سلسلة من الكيفية: كيفية تنمية الأعمال التجارية، وكيفية إرضاء العملاء، وكيفية عرقلة العملاء، وكيفية عرقلة منافسيه، وكيفية الاستجابة لظروف السوق المتغيرة، وكيفية إدارة كل قطعة وظيفية من الأعمال وتطوير اللازمة والكفاءات والقدرات، وكيفية تحقيق الأهداف الاستراتيجية والمالية.
استراتيجيات ماهرة تأتي من.
E. القيام بالأشياء بشكل مختلف عن المنافسين حيث أنه يحسب و [مدش]؛ خارج ابتكار لهم، ويجري أكثر كفاءة، وتكييف أسرع و [مدش]؛ بدلا من تشغيل مع القطيع.
ب. أكثر من جهد جماعي تعاوني ينطوي، إلى حد ما، جميع المديرين وأحيانا الموظفين الرئيسيين، بدلا من كونه وظيفة ومسؤولية عدد قليل من المديرين التنفيذيين رفيعي المستوى.
وظائف إدارية مع مسؤولية صنع الاستراتيجية.
E. توسيع في جميع أنحاء الرتب الإدارية وتوجد في كل جزء من الشركة & # 9135؛ وحدات الأعمال، والأقسام العاملة، الإدارات الفنية، مصانع ومناطق المبيعات.
أي مما يلي يصف بدقة مهمة صياغة استراتيجية الشركة؟
ب. وكلما زادت عمليات الشركة عبر مختلف المنتجات والصناعات والمناطق الجغرافية، كلما كان للمديرين التنفيذيين في المقر خيارا بسيطا، ولكن تفويض سلطة كبيرة في مجال وضع الاستراتيجيات للمديرين المتقاعدين المسؤولين عن شركات فرعية، وأقسام، ومنتجات معينة خطوط، مكاتب المبيعات الجغرافية، مراكز التوزيع والنباتات.
أي مما يلي ليس وصفا دقيقا لمهمة صياغة استراتيجية الشركة؟
ج - من الأفضل القيام بمهمة صياغة الاستراتيجية من قبل مسؤول التخطيط الاستراتيجي الرئيسي للشركة، الذي يجب أن يقدم تقاريره مباشرة إلى الرئيس التنفيذي للشركة ومجلس الإدارة.
استراتيجية الشركة الشاملة.
أ. هو حقا مجموعة من المبادرات والإجراءات الاستراتيجية التي وضعها المديرين والموظفين الرئيسيين صعودا وهبوطا الهرمية التنظيمية بأكملها.
في شركة متنوعة، يتكون التسلسل الهرمي لوضع الاستراتيجية.
دال - استراتيجية الشركات واستراتيجيات الأعمال والاستراتيجيات الوظيفية واستراتيجيات التشغيل.
في شركة تجارية واحدة، يتكون التسلسل الهرمي لوضع الاستراتيجية من.
باء - استراتيجية الأعمال والاستراتيجيات الوظيفية واستراتيجيات التشغيل.
استراتيجية الشركات للشركات المتنوعة أو متعددة الأعمال.
ب. يتم تنظيمه من قبل الرئيس التنفيذي وغيره من كبار المديرين التنفيذيين للشركات ومراكز حول أنواع المبادرات التي تستخدمها الشركة لإنشاء مراكز الأعمال في مختلف الصناعات والجهود المبذولة لتعزيز الأداء المشترك لمجموعة من الشركات وقد تنوعت الشركة إلى.
مخاوف استراتيجية الأعمال.
أ. الإجراءات والنهج التي وضعتها الإدارة لإنتاج الأداء الناجح في خط واحد محدد من الأعمال.
استراتيجية الأعمال، كما تختلف عن استراتيجية الشركة، هي المعنية أساسا مع.
B. إجراءات تزوير ونهج للتنافس بنجاح في خط معين من الأعمال.
ألف - الاهتمام بالإجراءات والنهج والممارسات التي يتعين استخدامها في إدارة وظائف معينة أو عمليات الأعمال أو الأنشطة الرئيسية داخل الأعمال التجارية.
والدور الأساسي لاستراتيجية وظيفية هو.
د. دعم استراتيجية الأعمال الشاملة والنهج التنافسي.
استراتيجيات التشغيل قلق.
ج - إن المبادرات والنهج الاستراتيجية الضيقة نسبيا لإدارة وحدات التشغيل الرئيسية ضمن الأعمال التجارية (مصانع ومراكز توزيع ووحدات جغرافية) ولأداء مهام تشغيلية ذات أهمية استراتيجية (الصيانة والشحن ومراقبة المخزون والشراء والإعلان) بطرق تدعم وظيفية استراتيجيات واستراتيجية الأعمال الشاملة.
إن تحديد اتجاه الإدارة، وجهود وضع الاستراتيجية ليست كاملة حتى.
أ. قطعة من استراتيجية الشركة صعودا وهبوطا الهرم استراتيجية متماسكة ويعزز بعضها بعضا، المناسب معا مثل اللغز.
استراتيجية الشركة ليست في السلطة الكاملة حتى.
C. العديد من القطع هي موحدة وتناسب معا مثل اللغز.
تتكون الخطة الاستراتيجية للشركة من.
ب - رؤية للمكان الذي تتوجه إليه، ومجموعة من أهداف الأداء واستراتيجية لتحقيقها.
أي مما يلي ليس من بين المهام الإدارية الرئيسية المرتبطة بإدارة عملية تنفيذ الإستراتيجية؟
ج - مسح الموظفين حول الكيفية التي يمكن بها تخفيض التكاليف وكيف يمكن تحسين معنويات الموظفين ورضاهم الوظيفي.
وتلتزم اإلدارة بمتابعة التطورات الخارجية الجديدة وتقييم تقدم الشركة وإجراء التعديالت التصحيحية من أجل ذلك.
ب. تقرر ما إذا كان سيتم مواصلة أو تغيير الرؤية الاستراتيجية للشركة، والأهداف، واستراتيجية و / أو أساليب تنفيذ الاستراتيجية.
وتشمل الأدوار / الواجبات الأساسية لمجلس إدارة الشركة في عملية وضع الاستراتيجية، وتنفيذ الاستراتيجية الاستراتيجية.
ج. اإلشراف على توجهات الشركة واستراتيجيتها ونهج أعمالها وتقييم عيار مهارات اإلدارة التنفيذية العليا ومهارات التنفيذ االستراتيجي.
وتشمل التزامات مجلس إدارة الشركة المملوكة للمستثمرين في عملية وضع الاستراتيجية، وتنفيذ الاستراتيجية.
د - اإلشراف على ممارسات المحاسبة المالية واإلبالغ المالي للشركة وتقييم مستوى مهارات االستراتيجية / التنفيذ االستراتيجي للمديرين التنفيذيين.
أي من الأمور التالية ليس من بين الواجبات / المسؤوليات الرئيسية لمجلس إدارة الشركة فيما يتعلق بعملية وضع الاستراتيجية، وتنفيذ الاستراتيجية؟
أ. توظيف وإطلاق كبار المديرين التنفيذيين والعمل مع كبير موظفي التخطيط الاستراتيجي للشركة لتحسين استراتيجية الشركة عندما يأتي الأداء أقل من التوقعات.

مغمت 495 الفصل 2.
ИГРАТЬ.
تحديد خدمات الشركة ومنتجاتها.
تحديد احتياجات المشتري التي تسعى الشركة لتلبية.
تحديد العميل أو السوق التي تعتزم الشركة تقديمها.
وإعطاء الشركة هويتها الخاصة.
وتحويل الرؤية الاستراتيجية إلى أهداف أداء محددة - النتائج والنتائج التي تريد المنظمة تحقيقها.
وذلك باستخدام الأهداف كمعايير لتتبع تقدم الشركة وأدائها.
مما يشكل تحديا ومساعدة على توسيع المنظمة لأداء كامل إمكاناتها وتقديم أفضل النتائج الممكنة.
مما دفع موظفي الشركة لتكون أكثر ابتكارا ولإظهار أكثر إلحاحا في تحسين الأداء المالي للشركة والموقف التجاري.

صياغة وتنفيذ الاستراتيجية: المفاهيم والقراءات مع الاتصال (الطبعة ال 18) عرض المزيد من الطبعات.
حلول الفصل 5S2.4 المشكلة 56MCQ.
مشكلة 56MCQ: في شركة متنوعة، وصنع استراتيجية التسلسل الهرمي.
1373 خطوة بخطوة حلول حلها أساتذة وخبراء دائرة الرقابة الداخلية، الروبوت، وشبكة الإنترنت الحصول على حلول تبحث عن الكتاب المدرسي؟
في شركة متنوعة، يتكون التسلسل الهرمي لوضع الاستراتيجية.
أ. استراتيجية الشركة ومجموعة من استراتيجيات الأعمال (واحد لكل سطر من الأعمال التي تنوعت الشركة في).
ب. استراتيجية الشركات أو الإدارية، ومجموعة من استراتيجيات الأعمال، واستراتيجيات الشعب داخل كل عمل.
جيم - استراتيجيات الأعمال والاستراتيجيات الوظيفية واستراتيجيات التشغيل.
دال - استراتيجية الشركات واستراتيجيات الأعمال والاستراتيجيات الوظيفية واستراتيجيات التشغيل.
ه. استراتيجيتها للتنويع، واستراتيجية أعمالها، واستراتيجياتها التشغيلية.

؛ فلاشكارد ماشين - إنشاء ودراسة وتبادل بطاقات فلاش على الانترنت.
البطاقات التعليمية الأعمال إضافية.
بطاقات العودة إلى تعيين تفاصيل.
1. أي من الأمور التالية ليست واحدة من المهام الأساسية الخمس لعملية وضع الاستراتيجية، عملية تنفيذ الاستراتيجية؟
أ - تشكيل رؤية استراتيجية للمكان الذي تحتاج الشركة إلى رؤيته وما هي أعماله المستقبلية الماكياج سيكون.
أهداف تحويل الرؤية االستراتيجية إلى نتائج أداء استراتيجي ومالي محددة للشركة لتحقيقها.
وضع استراتيجية لتحقيق الأهداف والحصول على الشركة حيث تريد أن تذهب.
.د تطوير نموذج أعمال مربح.
ه - تنفيذ وتنفيذ الاستراتيجية المختارة بكفاءة وفعالية.
.د تطوير نموذج أعمال مربح.
2. أي مما يلي جزء لا يتجزأ من العملية الإدارية لصياغة وتنفيذ الاستراتيجية؟
أ. تطوير نموذج أعمال مثبت.
ب - تحديد مقدار موارد الشركة للتوظيف في السعي لتحقيق ميزة تنافسية مستدامة.
تحديد الأهداف واستخدامها كمقاييس لقياس أداء الشركة وتقدمها.
د - توصيل قيم الشركة ومدونة قواعد سلوكها لجميع الموظفين.
ه - البت في القصد الاستراتيجي للشركة.
تحديد الأهداف واستخدامها كمقاييس لقياس أداء الشركة وتقدمها.
3. أي مما يلي جزء لا يتجزأ من العملية الإدارية لصياغة وتنفيذ الاستراتيجية؟
أ. تطوير رؤية استراتيجية، وتحديد الأهداف، ووضع استراتيجية.
.ب تطوير منوذج جتاري مثبت، وحتديد النية االسرتاتيجية للسركة، وسياغة اسرتاتيجية.
تحديد الأهداف ووضع استراتيجية وتنفيذ وتنفيذ الاستراتيجية المختارة وتحديد حجم موارد الشركة للتوظيف سعيا لتحقيق ميزة تنافسية مستدامة.
د - الخروج ببيان عن مهمة الشركة والغرض منها، وتحديد الأهداف، واختيار ما هي أساليب العمل للتوظيف، واختيار نموذج الأعمال التجارية، ورصد التطورات.
ه - تحديد الهدف الاستراتيجي للشركة، وتحديد الأهداف المالية، ووضع استراتيجية، واختيار ما نهج الأعمال والممارسات التشغيلية للتوظيف.
4 - عملية وضع الاستراتيجية، وتنفيذ الاستراتيجية.
وعادة ما يتم تفويض أعضاء مجلس إدارة الشركة حتى لا تنتهك وقت المديرين التنفيذيين المزدحمين.
ب. يتضمن تأسيس مهمة الشركة وتطوير نموذج أعمال يهدف إلى جعل الشركة رائدة في هذه الصناعة، ووضع استراتيجية لتنفيذ وتنفيذ نموذج الأعمال.
ج. تشمل مهام تطوير رؤية استراتيجية، ووضع الأهداف، ووضع استراتيجية وتنفيذ وتنفيذ الاستراتيجية، ومن ثم رصد التطورات والبدء في التصحيحية.
والتعديلات في ضوء الخبرة، والظروف المتغيرة، والفرص الجديدة.
(د) يهتم أساسا بتحسين الوضع الداخلي والخارجي للمنظمة بحيث تكون مستعدة لمواجهة التحدي المتمثل في وضع نموذج تجاري سليم.
ه. هي في المقام الأول من مسؤولية كبار المديرين التنفيذيين ومجلس الإدارة. عدد قليل جدا من المديرين تحت هذا المستوى.
ج - تولي مهام تطوير رؤية استراتيجية، ووضع الأهداف، ووضع استراتيجية، وتنفيذ وتنفيذ الاستراتيجية، ومن ثم رصد التطورات والبدء في التعديلات التصحيحية في ضوء الخبرة والظروف المتغيرة والفرص الجديدة.
5. الرؤية الاستراتيجية للشركة.
أ. "من نحن وما نقوم به".
لماذا تفعل الشركة أشياء معينة في محاولة لإرضاء عملائها.
ج. قصة الإدارة لكيفية تعتزم تحقيق الربح مع الاستراتيجية المختارة.
د - مسار الشركة الاتجاه والتركيز في المستقبل السوق المنتج والتكنولوجيا العملاء.
اإلجراءات املستقبلية التي ستتخذها املؤسسة على األرجح لتجاوز املنافسين وحتقيق ميزة تنافسية مستدامة.
6. الرؤية الاستراتيجية للشركة.
أ. هو خط قصة الإدارة لكيفية خططها لتنفيذ وتنفيذ نموذج أعمال مربحة.
B. يحدد ما الأعمال التجارية للشركة في الوقت الحاضر ولماذا يستخدم ممارسات التشغيل الخاصة في محاولة لإرضاء العملاء.
ج. يحدد تطلعات الإدارة للعمل، وتوفير نظرة بانورامية على "أين نحن ذاهبون" ومبرر منطقي مقنع لماذا هذا يجعل من الناحية التجارية جيدة.
يعرف د. من نحن وما نقوم به.
هاء يشرح الهدف الاستراتيجي للشركة، وأهدافها الاستراتيجية والمالية، ونهج الأعمال والممارسات التشغيلية التي من شأنها أن تعزز جهودها لتحقيق تنافسية مستدامة.
ج. يحدد تطلعات الإدارة للعمل، وتوفير نظرة بانورامية على "أين نحن ذاهبون" ومبرر منطقي مقنع لماذا هذا يجعل من الناحية التجارية جيدة.
7. تطوير رؤية استراتيجية للشركة.
أ. وصف التوجه الاستراتيجي للشركة لمتابعة والأساس المنطقي لماذا هذا المسار الاستراتيجي يجعل من الناحية التجارية جيدة.
B. وصف نموذج أعمالها ونوع القيمة التي تحاول تقديمها للعملاء.
C. تجميع قصة قصة لماذا الأعمال سوف يكون صانع السماد.
د. وصف "من نحن وما نقوم به".
ه. التوصل إلى خطة طويلة الأجل لمنافسين منافسيه وتحقيق ميزة تنافسية.
أ. وصف التوجه الاستراتيجي للشركة لمتابعة والأساس المنطقي لماذا هذا المسار الاستراتيجي يجعل من الناحية التجارية جيدة.
8. المهمة الإدارية لتطوير رؤية استراتيجية للشركة.
أ - المخاوف من تحديد النهج الذي ينبغي أن تتخذه الشركة لتنفيذ وتنفيذ نموذج أعمالها.
ب. يستتبع التوصل إلى إجابة محددة إلى حد ما "من نحن، ماذا نفعل، ولماذا نحن هنا؟"
ج. يهتم بشكل رئيسي بمعالجة ما تحتاج الشركة إلى القيام به لنجاح منافسيها في السوق.
D. ينطوي على اتخاذ قرار بشأن المسار الاستراتيجي الذي ينبغي أن تتبعه الشركة في الإعداد للمستقبل ولماذا هذا المسار الاتجاهي يجعل من الناحية التجارية جيدة.
هاء يستتبع التوصل إلى قصة مقنعة لكيفية تنوي الشركة كسب المال.
د - اتخاذ قرار بشأن المسار الاستراتيجي الذي يجب أن تتبعه الشركة في الإعداد للمستقبل.
ولماذا هذا المسار الاتجاهي يجعل من الناحية التجارية جيدة.
9. أي واحد مما يلي ليس سمة دقيقة للرؤية الاستراتيجية للمنظمة؟
A. توفير رؤية بانورامية من "أين نحن ذاهبون"
ب - بيان كيفية تنوي الشركة تنفيذ وتنفيذ نموذج أعمالها.
ج - توجيه منظمة في اتجاه معين ورسم مسار استراتيجي لتتبعه.
د - المساعدة في تشكيل شخصية المنظمة وهويتها.
ه - وصف تركيز الشركة في المستقبل على منتجات السوق والعملاء والتكنولوجيا.
ب - بيان كيفية تنوي الشركة تنفيذ وتنفيذ نموذج أعمالها.
10 - الرؤية الاستراتيجية للإدارة بالنسبة للمنظمة.
يرسم مخططا استراتيجيا للمنظمة ("أين نحن ذاهبون") ويوفر الأساس المنطقي لماذا هذا المسار الاتجاهي المنطقي.
يصف بعبارات محددة إلى حد ما القصد الاستراتيجي للمنظمة، والأهداف الاستراتيجية، والاستراتيجية.
جيم يوضح كيف ستصبح الشركة صانع نبيذ كبير وزيادة قيمة المساهمين.
يتناول د. المسألة الحرجة "لماذا يحتاج نموذج أعمالنا للتغيير وكيف نخطط لتغييره".
هاء - يحدد القصد الاستراتيجي للمنظمة والإجراءات والتحركات التي سيتم اتخاذها لتحقيق ذلك.
يرسم مخططا استراتيجيا للمنظمة ("أين نحن ذاهبون") ويوفر الأساس المنطقي لماذا هذا المسار الاتجاهي المنطقي.
11. ما يقوله كبار المديرين التنفيذيين في الشركة حول مكان تواجد الشركة وعن ما ستكون عليه الشركة في المستقبل - المنتج-السوق-التكنولوجيا-التكنولوجيا.
A. يشير إلى أي نوع من نموذج الأعمال الشركة سوف يكون في المستقبل.
B. تشكل رؤيتها الاستراتيجية للشركة.
C. يشير ما هي استراتيجية الشركة ستكون.
D. يخدم لتحديد مهمة الشركة.
هاء يشير إلى ما هي الخطة الاستراتيجية للشركة على المدى الطويل.
B. تشكل رؤيتها الاستراتيجية للشركة.
12 - ومن الفوائد الهامة للرؤية الاستراتيجية المتصورة جيدا والمحددة جيدا.
أ. تحديد واضح لكيفية تنفيذ نموذج أعمال الشركة وتنفيذها.
ب. التواصل بوضوح مع تطلعات الإدارة للشركة وأصحاب المصلحة والمساعدة في توجيه طاقات موظفي الشركة في اتجاه مشترك.
C. حدد الأهداف الاستراتيجية للشركة بشكل واضح ودقيق إلى حد ما.
D. المساعدة في إنشاء نهج "بطاقة الأداء المتوازن" لتحديد الأهداف وعدم تمتد موارد الشركة رقيقة جدا عبر مختلف المنتجات والتقنيات، والأسواق الجغرافية.
E. تشير إلى أي نوع من الميزة التنافسية المستدامة ستحاول الشركة لخلق في سياق أن تصبح رائدة في هذه الصناعة.
ب. التواصل بوضوح مع تطلعات الإدارة للشركة وأصحاب المصلحة والمساعدة في توجيه طاقات موظفي الشركة في اتجاه مشترك.
13 - وتتمثل السمة المميزة لرؤية استراتيجية حسنة التصميم.
أ. ما يقوله عن مسار الشركة الاستراتيجي في المستقبل - "الاتجاه الذي نرأسه، وما هو تركيزنا في المستقبل على سوق المنتجات والعملاء والتكنولوجيا".
ب - أنه لا يمتد موارد الشركة رقيقة جدا عبر مختلف المنتجات والتقنيات، والأسواق الجغرافية.
C. الوضوح والخصوصية حول "من نحن، ما نقوم به، ولماذا نحن هنا".
دال - أن تكون مرنة وفي التيار الرئيسي.
E. أن يكون ضمن مجال ما يمكن للشركة يتوقع معقول لتحقيق في غضون 4 سنوات.
أ. ما يقوله عن مسار الشركة الاستراتيجي في المستقبل - "الاتجاه الذي نرأسه، وما هو تركيزنا في المستقبل على سوق المنتجات والعملاء والتكنولوجيا".
14. أي من الأسئلة التالية ليست ذات صلة لمديري الشركات في التفكير استراتيجيا حول مسار الشركة اتجاهها وتطوير رؤية استراتيجية؟
أ. هل النظرة المستقبلية للشركة واعدة إذا استمرت مع تركيزها الحالي على سوق المنتجات والتكنولوجيا العملاء؟
ب. هل تتغير ظروف السوق والظروف التنافسية من أجل تعزيز أو إضعاف توقعات الشركة؟
.ج ما هي مقاربات العمل وممارسات التشغيل التي يجب مراعاتها عند محاولة تنفيذ وتنفيذ نموذج أعمالنا؟
ما هي طموحاتنا للشركة - ما هو موقف الصناعة الذي نريد الشركة أن يكون؟
ما هي، إن وجدت، مجموعات العملاء الجديدة و / أو الأسواق الجغرافية يجب أن تكون الشركة في وضع يمكنها من الخدمة؟
.ج ما هي مقاربات العمل وممارسات التشغيل التي يجب مراعاتها عند محاولة تنفيذ وتنفيذ نموذج أعمالنا؟
15. أي واحد من الأسئلة التالية ليست شيئا أن مدراء الشركات يجب أن تنظر في اختيار لمتابعة مسار استراتيجي واحد أو مسار اتجاهي مقابل آخر؟
أ. هل تتغير ظروف السوق والظروف التنافسية لتعزيز أو إضعاف توقعات أعمال الشركة؟
ب. هل تمدد الشركة مواردها بشكل كبير جدا من خلال محاولة المنافسة في الكثير من الأسواق أو القطاعات، وبعضها غير مربح؟
هل ستولد أعمالنا الحالية نموا كافيا وربحية كافية في السنوات المقبلة لإرضاء المساهمين؟
ما هي فرص الأسواق الناشئة التي يجب أن تتبعها الشركة وما هي الفرص التي لا ينبغي اتباعها؟
ه. هل لدينا نموذج عمل أفضل من منافسيه الرئيسيين؟
ه. هل لدينا نموذج عمل أفضل من منافسيه الرئيسيين؟
16- ما هي الخصائص التالية لبيان الرؤية الاستراتيجية الذي صيغ بشكل فعال؟
A. متوازنة ومسؤولة وعقلانية.
باء - تحدي، وتنافسية، و "وضعت في الخرسانة"
C. الرسم، اتجاهي، ومركزة.
D. واقعية، تركز على العملاء، ومحرك السوق.
هاء - قابلة للتحقيق ومربحة وأخلاقية.
C. الرسم، اتجاهي، ومركزة.
17 - أي من العناصر التالية ليس سمة لبيان الرؤية الاستراتيجية التي صيغت بفعالية؟
أ. الاتجاه (هو تطلعي، ويصف المسار الاستراتيجي الذي رسمت الإدارة وأنواع التغييرات في السوق المنتج والتكنولوجيا العملاء التي من شأنها أن تساعد الشركة على الاستعداد للمستقبل)
B. من السهل على التواصل (يمكن تفسيره في 10-15 دقيقة، ويمكن تخفيضها إلى شعار لا تنسى)
C. الرسم (يرسم صورة من نوع إدارة الشركة تحاول خلق ووضع السوق (ق) الشركة تسعى جاهدة إلى حصة خارج)
د - يحركها توافق الآراء (تلزم الشركة إلى مسار "التيار" الاتجاهية التي تقريبا جميع أصحاب المصلحة سوف تدعم بحماس)
هاء - مركزة (محددة بما فيه الكفاية لتوفير التوجيه للمديرين في اتخاذ القرارات وتخصيص الموارد)
د - يحركها توافق الآراء (تلزم الشركة إلى مسار "التيار" الاتجاهية التي تقريبا جميع أصحاب المصلحة سوف تدعم بحماس)
18. أي مما يلي ليس عيبا مشتركا في بيانات رؤية الشركة؟
A. غامضة أو غير كاملة قصيرة على تفاصيل.
باء - ضيق جدا - لا يترك مجالا كافيا للنمو في المستقبل.
C. بلاند أو غير ملهم.
D. غير مميزة - يمكن أن تنطبق على معظم الشركات (أو على الأقل عدة أخرى في نفس الصناعة)
تعتمد E. Too على التفضيلات (أفضل، الأكثر نجاحا، زعيم معترف بها، الرائدة عالميا أو عالميا، الخيار الأول للعملاء)
باء - ضيق جدا - لا يترك مجالا كافيا للنمو في المستقبل.
19. Which of the following are common shortcomings of company vision statements?
A. Too specific, too inflexible, and can't be achieved in 5 years.
B. Unrealistic, unconventional, and un-businesslike.
C. Too broad, vague or incomplete, bland/uninspiring, not distinctive, and too reliant on superlatives.
D. Too broad, too narrow, and too risky.
E. Not customer-driven, out-of-step with emerging technological trends, and too ambitious.
C. Too broad, vague or incomplete, bland/uninspiring, not distinctive, and too reliant on superlatives.
20. Breaking down resistance to a new strategic vision typically requires that top management.
A. institute a balanced scorecard approach to measuring company performance, with the "balance" including a mixture of both old and new performance measures.
B. keep company personnel well-informed about forthcoming changes in the company's strategy.
C. frequently reiterate the basis for the new direction at company gatherings, address employee concerns and fears head-on, and provide updates and progress reports as events unfold.
D. move promptly to update the company's business model and hold meetings with company personnel to explain the merits of the new business model.
E. raise wages and salaries to win the support of company personnel for the company's new direction.
C. frequently reiterate the basis for the new direction at company gatherings, address employee concerns and fears head-on, and provide updates and progress reports as events unfold.
21. Top management efforts to communicate the strategic vision to company personnel.
(p. 23) Aought to be done in writing rather than orally so as to leave no room for company personnel to.
. misinterpret what the strategic vision really is.
Bshould be done in language that inspires and motivates company personnel to unite behind executive.
. efforts to get the company moving in the intended direction.
C. tends to be more effective when top management avoids trying to capture the essence of the.
strategic vision in a catchy slogan.
Dis most efficiently and effectively done by posting the strategic vision prominently on the company's.
. Web site and encouraging employees to read it.
E. should be attempted only after management has explained the company's strategic intent, strategy,
and business model to company personnel.
Bshould be done in language that inspires and motivates company personnel to unite behind executive.
. efforts to get the company moving in the intended direction.
22. Effectively communicating the strategic vision down the line to lower-level managers and employees.
(p. 23) has the value of.
A. inspiring company personnel to unite behind managerial efforts to get the company moving in the.
B. helping company personnel understand why "making a profit" is so important.
C. making it easier for top executives to set stretch objectives.
D. helping lower-level managers and employees better understand the company's business model.
A. inspiring company personnel to unite behind managerial efforts to get the company moving in the intended direction.
23. Perhaps the most important benefit of a vivid, engaging, and convincing strategic vision is.
(p. 23) A. helping gain managerial consensus on what resources must be developed to successfully achieve.
B. uniting company personnel behind managerial efforts to get the company moving in the intended.
C. helping justify the company's mission of making a profit.
D. helping company personnel understand the logic of the company's business model.
E. keeping company personnel well-informed.
B. uniting company personnel behind managerial efforts to get the company moving in the intended.
24. The task of effectively communicating the strategic vision is made easier by.
(p. 26) A. having a simple strategy that is easy for company personnel to understand.
B. combining the strategic vision and the company's values statement into a single document.
Ccapturing the essence of the vision in a catchy slogan or brief phrase and then using it repeatedly as.
. a reminder of "where we are going and why."
D. waiting until the company achieves its mission to tell company personnel about the strategic.
E. combining the strategic vision and the mission statement into a single statement of overall business.
C. capturing the essence of the vision in a catchy slogan or brief phrase and then using it repeatedly as a reminder of "where we are going and why."
25. The payoffs of a clear vision statement do not include.
(p. 26) A. reducing the risks of rudderless decision-making.
B. helping the organization prepare for the future.
C. greater ability to avoid strategic inflection points.
D. helping to crystallize top management's own view about the firm's long-term direction.
E. providing a tool for winning the support of organizational members for internal changes that will.
help make the vision a reality.
C. greater ability to avoid strategic inflection points.
26. Which of the following is the result of a well-conceived and communicated strategic vision?
(p. 26) A. Senior executives solidify their own view of the firm's long term direction.
B. The risk of rudderless decision-making is minimized.
C. Organizational members support the changes internally that will help make the vision a reality.
D. Assists the organization prepare for the future.
A. Senior executives solidify their own view of the firm's long term direction.
B. The risk of rudderless decision-making is minimized.
C. Organizational members support the changes internally that will help make the vision a reality.
D. Assists the organization prepare for the future.
27. A company's mission statement typically addresses which of the following questions?
(p. 26) A. "Who are we and what do we do?"
B. "What objectives and level of performance do we want to achieve?"
C. "Where are we going and what should our strategy be?"
D. "What approach should we take to achieve sustainable competitive advantage?"
E. "What business model should we employ to achieve our objectives and our vision?"
A. "Who are we and what do we do?"
28. The difference between the concept of a company mission statement and the concept of a strategic.
(p. 26) vision is that.
Aa mission concerns what to do to achieve short-run objectives and a strategic vision concerns what.
. to do to achieve long-run performance targets.
B. the mission is to make a profit, whereas a strategic vision concerns what business model to employ.
in striving to make a profit.
Ca mission statement deals with what to accomplish on behalf of shareholders and a strategic vision.
. concerns what to accomplish on behalf of customers.
Da mission statement typically concerns a company's present business scope ("who we are and what.
. we do") whereas the principal concern of a strategic vision is the company's long term direction and.
future product-market-customer-technology focus.
E. a mission statement deals with "where we are headed " whereas a strategic vision provides the.
critical answer to "how will we get there?"
D. a mission statement typically concerns a company's present business scope ("who we are and what we do") whereas the principal concern of a strategic vision is the company's long term direction and.
future product-market-customer-technology focus.
29. The difference between a company's mission statement and the concept of a strategic vision is that.
A. the mission explains why it is essential to make a profit, whereas the strategic vision explains how the company will be a moneymaker.
B. a mission statement typically concerns a company's present business scope and purpose whereas a strategic vision sets forth "where we are going and why."
C. a mission deals with how to please customers whereas a strategic vision deals with how to please.
Da mission statement deals with "where we are headed " whereas a strategic vision provides the.
. critical answer to "how will we get there?"
Ea mission statement addresses "how we are trying to make a profit today" while a strategic vision.
. concerns "how will we make money in the markets of tomorrow?"
B. a mission statement typically concerns a company's present business scope and purpose whereas a strategic vision sets forth "where we are going and why."
30. A company's mission statement should be sufficiently descriptive and includes which of the.
A. Identify the company's services and products to give the company its own identity.
B. Relate to the buyer's needs that the company seeks to satisfy.
C. Identify the customer or market that the company intends to serve.
D. Specify the approach taken by the company to satisfy its customer's needs.
A. Identify the company's services and products to give the company its own identity.
B. Relate to the buyer's needs that the company seeks to satisfy.
C. Identify the customer or market that the company intends to serve.
D. Specify the approach taken by the company to satisfy its customer's needs.
31. A company's values concern.
(p. 27) A. whether and to what extent it intends to operate in an ethical and socially responsible manner.
B. how aggressively it will seek to maximize profits and enforce high ethical standards.
C. the beliefs and operating principles built into the company's "balanced scorecard" for measuring performance.
D. the beliefs, traits, and behavioral norms that company personnel are expected to display in conducting the company's business and pursuing its strategic vision and mission.
E. the beliefs, principles, and ethical standards that are incorporated into the company's strategic intent and business model.
D. the beliefs, traits, and behavioral norms that company personnel are expected to display in conducting the company's business and pursuing its strategic vision and mission.
32. A company's values relate to such things as.
A. how it will balance its pursuit of financial objectives against the pursuit of its strategic objectives.
B. how it will balance the pursuit of its business purpose/mission against the pursuit of its strategic vision.
C. fair treatment, integrity, ethical behavior, innovativeness, teamwork, top-notch quality, superior customer service, social responsibility, and community citizenship.
D. whether it will emphasize stock price appreciation or higher dividend payments to shareholders, and whether it will put more emphasis on the achievement of short-term performance targets or long - range performance targets.
C. fair treatment, integrity, ethical behavior, innovativeness, teamwork, top-notch quality, superior customer service, social responsibility, and community citizenship.
33. Company managers connect values to the chosen strategic vision by.
A. combining the company's values and mission/business purpose into a single statement.
B. using a values-based balanced scorecard to measure the company's progress in achieving the vision.
C. making achievement of the values a prominent part of the company's strategic objectives.
D. making it clear that company personnel are expected to live up to the values in conducting the company's business and pursuing its strategic vision.
E. making adherence to the company's values the centerpiece of the company's strategy.
D. making it clear that company personnel are expected to live up to the values in conducting the company's business and pursuing its strategic vision.
34. The managerial purpose of setting objectives includes.
(p. 28) A. converting the strategic vision into specific performance targets—results and outcomes the.
organization wants to achieve.
B. using the objectives as yardsticks for tracking the company's progress and performance.
C. challenging and helping stretch the organization to perform at its full potential and deliver the best.
Dpushing company personnel to be more inventive and to exhibit more urgency in improving the.
. company's financial performance and business position.
35. A company needs financial objectives.
A. to spur company personnel to help the company overtake key competitors on such important measures as net profit margins and return on investment.
B. because adequate profitability and financial strength is critical to effective pursuit of its strategic vision, as well as to its long-term health and ultimate survival.
C. to indicate to employees whether the emphasis should be on earnings per share or return on investment or return on assets or positive cash flow.
D. to convince shareholders that top management is acting in their interests.
E. to counterbalance its pursuit of strategic objectives and have a balanced scorecard for judging the caliber of its overall performance.
B. because adequate profitability and financial strength is critical to effective pursuit of its strategic vision, as well as to its long-term health and ultimate survival.
36. Which of the following is the best example of a well-stated financial objective?
(p. 30) A. Increase earnings per share by 15% annually.
B. Gradually boost market share from 10% to 15% over the next several years.
C. Achieve lower costs than any other industry competitor.
D. Boost revenues by a percentage greater than the industry average.
E. Maximize total company profits and return on investment.
37. Which of the following is the best example of a well-stated strategic objective?
(p. 30) A. Increase revenues by more than the industry average.
B. Be among the top 5 five companies in the industry on customer service.
C. Overtake key competitors on product quality within three years.
D. Improve manufacturing performance by 5% within 12 months.
E. Obtain 150 new customers during the current fiscal year.
A. Increase earnings per share by 15% annually.
38. Strategic objectives.
A. are more essential in achieving a company's strategic vision than are financial objectives.
B. relate to strengthening a company's overall business and competitive position.
C. are more difficult to achieve and harder to measure than financial objectives.
D. are generally less important than financial objectives.
E. help managers track an organization's true progress better than financial objectives.
B. relate to strengthening a company's overall business and competitive position.
39. A balanced scorecard for measuring company performance.
(p. 31) A. entails putting equal emphasis on financial and strategic objectives.
B. entails putting balanced emphasis on profit and non-profit objectives.
C. prevents the drive for achieving financial objectives from overwhelming the pursuit of strategic.
D. prevents the drive for achieving strategic objectives from overwhelming the pursuit of financial.
E. entails creating a set of objectives that is "balanced" in the sense of including both financial and.
E. entails creating a set of objectives that is "balanced" in the sense of including both financial and strategic objectives.
40. A "balanced scorecard" that includes both strategic and financial performance targets is a conceptually strong approach for judging a company's overall performance because.
A. it assists managers in putting roughly equal emphasis on short-term and long-term performance targets.
B. it entails putting equal emphasis on good strategy execution and good business model execution.
C. a balanced scorecard approach pushes managers to avoid setting objectives that reflect the results of past decisions and organizational activities.
D. financial performance measures are lagging indicators that reflect the results of past decisions and organizational activities whereas strategic performance measures are leading indicators of a company's future financial performance.
E. it forces managers to put equal emphasis on financial and strategic objectives.
D. financial performance measures are lagging indicators that reflect the results of past decisions and organizational activities whereas strategic performance measures are leading indicators of a company's future financial performance.
41. Perhaps the most reliable way for a company to improve its financial performance over time is to.
A. put 100% emphasis on the achievement of its short-term and long-term financial objectives.
B. recognize that the achievement of strategic objectives fosters better long-term financial performance.
C. substitute financial intent for strategic intent and judiciously concentrate on the mission of making.
D. not allocate any resources to the achievement of strategic objectives until it is very clear that the company can meet or beat its stretch financial performance targets.
E. avoid use of the "balanced scorecard" philosophy since achievement of financial performance targets is obviously more important than achievement of strategic performance targets.
B. recognize that the achievement of strategic objectives fosters better long-term financial performance.
42. A company that pursues and achieves strategic objectives.
A. is likely to weaken the achievement of its short-term and long-term financial objectives.
B. believes that the company's financial performance is not as important as it really is.
C. is generally not strongly focused on its true mission of making a profit.
D. is frequently in a better position to improve its future financial performance because of the increased competitiveness that flows from the achievement of strategic objectives.
E. is likely to be a weak financial performer because diverting resources to the pursuit of strategic objectives takes away from the achievement of financial performance targets.
43. A company exhibits strategic intent when.
A. it adopts a strategic plan.
B. it relentlessly pursues an ambitious strategic objective, concentrating the full force of its resources and competitive actions on achieving that objective.
C. senior executives pursue their strategic vision.
D. top management establishes a comprehensive set of strategic objectives.
E. it pursues a particular competitive advantage.
B. it relentlessly pursues an ambitious strategic objective, concentrating the full force of its resources and competitive actions on achieving that objective.
44. A set of "stretch" financial and strategic objectives.
A. pushes the company closer to true profit maximization.
B. helps create a "balanced scorecard" for judging company performance.
C. helps convert the mission statement into meaningful company values.
D. challenges company personnel to execute the strategy with greater proficiency.
E. is an effective tool for avoiding ho-hum results.
E. is an effective tool for avoiding ho-hum results.
45. Which one of the following is not an advantage of setting "stretch" objectives?
A. Helping to avoid ho-hum results.
B. Pushing company personnel to be more inventive and innovative.
C. Helping clarify the company's strategic vision and strategic intent.
D. Helping a company be more focused and intentional in its actions.
E. Spurring exceptional performance and helping build a firewall against contentment with modest performance gains.
C. Helping clarify the company's strategic vision and strategic intent.
46. Why should long-run objectives take precedence over short-run objectives?
A. Focus is placed on improving performance in the near-term.
B. Long-run objectives are necessary for achieving long-term performance and block focus on short - term results and put the company in a position to perform better later.
C. To satisfy shareholder expectations for progress.
D. Forces the company to consider what to do now to perform better later.
E. None of these.
B. Long-run objectives are necessary for achieving long-term performance and block focus on short - term results and put the company in a position to perform better later.
47. A company needs performance targets or objectives.
A. to help guide managers in deciding what strategic path to take in the event that a strategic inflection point is encountered.
B. because they give the company clear-cut strategic intent.
C. in order to unify the company's strategic vision and business model.
D. for its operations as a whole and also for each of its separate businesses, product lines, functional departments, and individual work units.
E. in order to prevent lower-level organizational units from establishing their own objectives.
D. for its operations as a whole and also for each of its separate businesses, product lines, functional departments, and individual work units.
48. Company objectives.
A. are needed only in those areas directly related to a company's short-term and long-term profitability.
B. need to be broken down into performance targets for each of its separate businesses, product lines, functional departments, and individual work units.
C. play the important role of establishing the direction in which it needs to be headed.
D. are important because they help guide managers in deciding what the company's strategic intent should be.
E. should be set in a manner that does not conflict with the performance targets of lower-level.
B. need to be broken down into performance targets for each of its separate businesses, product lines, functional departments, and individual work units.
49. The task of stitching together a strategy.
A. entails addressing a series of hows: how to grow the business, how to please customers, how to outcompete rivals, how to respond to changing market conditions, and how to achieve strategic and financial objectives.
B. is primarily an exercise in deciding which of several freshly-emerging market opportunities to pursue.
C. is mainly an exercise that should be dictated by what is comfortable to management from a risk perspective and what is acceptable in terms of capital requirements.
D. requires trying to copy the strategies of industry leaders as closely as possible.
E. is mainly an exercise in good planning.
A. entails addressing a series of hows: how to grow the business, how to please customers, how to outcompete rivals, how to respond to changing market conditions, and how to achieve strategic and.
50. Masterful strategies come from.
A. successful managerial efforts to develop a sound strategic vision.
B. doing a very thorough job of strategic planning.
C. involving as many company personnel as possible in the strategy-making process.
D. crafting a strategy that mimics the best parts of the strategies of the industry leaders.
E. doing things differently from competitors where it counts—out-innovating them, being more efficient, adapting faster—rather than running with the herd.
E. doing things differently from competitors where it counts—out-innovating them, being more efficient, adapting faster—rather than running with the herd.
51. Strategy-making is.
(p. 37) A. primarily the responsibility of key executives rather than a task for a company's entire management.
Bmore of a collaborative group effort that involves all managers and sometimes key employees, as.
. opposed to being the function and responsibility of a few high-level executives.
C. first and foremost the function and responsibility of a company's strategic planning staff.
D. first and foremost the function and responsibility of a company's board of directors.
Efirst and foremost the function of a company's chief executive officer—who formulates strategic.
. initiatives and submits them to the board of directors for approval.
Bmore of a collaborative group effort that involves all managers and sometimes key employees, as.
. opposed to being the function and responsibility of a few high-level executives.
52. Which of the following is not an accurate description of the task of crafting a company's strategy?
(p. 37) A. In most companies, crafting strategy is a team effort, involving managers and often key employees.
at many organization levels.
B. Ultimate responsibility for leading the strategy-making task rests with the chief executive officer.
CThe task of crafting strategy is best done by a company's chief strategic planning officer, who.
. should report directly to the company's CEO and board of directors.
DIt is the responsibility and duty of a company's board of directors to ensure that new strategy.
. proposals can be defended as superior to alternatives and, ultimately, to approve or disapprove of the.
strategy formulated and proposed by the company's management.
E. In most of today's companies, every company manager has a strategy-making role, ranging from.
major to minor, for his/her area of responsibility.
CThe task of crafting strategy is best done by a company's chief strategic planning officer, who.
. should report directly to the company's CEO and board of directors.
53. Managerial jobs with strategy-making responsibility.
(p. 34) Aextend throughout the managerial ranks and exist in every part of a company—business units,
. operating divisions, functional departments, manufacturing plants, and sales districts.
B. are primarily located in the strategic planning departments of large corporations.
C. are relatively rare because most strategy-making is done by the members of a company's board of.
Dseldom exist within a functional department (e. g., marketing and sales) or in an operating unit (a.
. plant or a district office) because these levels of the organization structure are well below the level.
where strategic decisions are typically made.
E. are found only at the vice-president level and above in most companies.
Aextend throughout the managerial ranks and exist in every part of a company—business units,
. operating divisions, functional departments, manufacturing plants, and sales districts.
54. Which of the following most accurately describes the task of crafting a company's strategy?
(p. 34) AIn most companies, strategy-making is the exclusive province of top management—owner-
. entrepreneurs, CEOs, and other very senior executives.
BThe more a company's operations cut across different products, industries, and geographical areas,
.the more that headquarters executives have little option but to delegate considerable strategy-making.
authority to down-the-line managers in charge of particular subsidiaries, product lines, geographic.
sales offices, and plants.
C. A company's board of directors generally takes the lead role in crafting a company's strategy.
D. In most of today's companies, the lead strategy-making role is being assumed by an elite group of.
E. Masterful strategies are nearly always the product of brilliant corporate entrepreneurs.
BThe more a company's operations cut across different products, industries, and geographical areas,
.the more that headquarters executives have little option but to delegate considerable strategy-making.
authority to down-the-line managers in charge of particular subsidiaries, product lines, geographic.
sales offices, and plants.
55. A company's overall strategy.
(p. 37) A. determines whether its strategic intent is proactive or reactive.
Bis subject to being changed much less frequently than either its objectives or its mission statement.
. and thus serves as the base of its strategy-making pyramid.
C. should be based on a flexible strategic vision and strategic intent.
D. is customarily reviewed and approved level-by-level by the company board of directors.
Eis really a collection of strategic initiatives and actions devised by managers and key employees up.
. and down the whole organizational hierarchy.
Eis really a collection of strategic initiatives and actions devised by managers and key employees up.
. and down the whole organizational hierarchy.
56. In a diversified company, the strategy-making hierarchy consists of.
(p. 34-36) A. corporate strategy and a group of business strategies (one for each line of business the corporation.
has diversified into).
B. corporate or managerial strategy, a set of business strategies, and divisional strategies within each.
C. business strategies, functional strategies, and operating strategies.
D. corporate strategy, business strategies, functional strategies, and operating strategies.
E. its diversification strategy, its line of business strategies, and its operating strategies.
D. corporate strategy, business strategies, functional strategies, and operating strategies.
57. Corporate strategy for a diversified or multi-business enterprise.
(p. 34) Ais orchestrated by senior corporate executives and focuses on how to create a competitive advantage.
. in each specific line-of-business the total enterprise is in.
B. concerns how best to allocate resources across the departments of each line of business the.
Cis orchestrated by senior corporate executives and centers around the kinds of initiatives the.
. company uses to establish business positions in different industries and efforts to boost the combined.
performance of the businesses the company has diversified into.
D. deals chiefly with what the strategic intent of each of its business units should be.
E. involves how functional strategies should be aligned with business strategies in each of the various.
lines of business the company is in.
Cis orchestrated by senior corporate executives and centers around the kinds of initiatives the.
. company uses to establish business positions in different industries and efforts to boost the combined.
performance of the businesses the company has diversified into.
58. Business strategy concerns.
(p. 36) A. the actions and approaches crafted by management to produce successful performance in one.
specific line of business.
B. what set of businesses to be in and why.
C. selecting a business model to use in pursuing business objectives.
D. selecting a set of stretch financial and strategic objectives for a particular line of business.
E. choosing the most appropriate strategic intent for a specific line of business.
A. the actions and approaches crafted by management to produce successful performance in one.
specific line of business.
59. Business strategy, as distinct from corporate strategy, is chiefly concerned with.
(p. 36) A. deciding what new businesses to enter, which existing businesses to get off, and which existing.
business to remain in.
B. forging actions and approaches to compete successfully in a particular line of business.
C. making sure the strategic intent of a particular business is in step with the company's overall.
strategic intent and strategy.
D. coordinating the competitive approaches of a company's different business units.
E. what business model to employ in each of the company's different businesses.
B. forging actions and approaches to compete successfully in a particular line of business.
60. Functional-area strategies.
(p. 36) Aconcern the actions, approaches, and practices to be employed in managing particular functions or.
. business processes or key activities within a business.
B. specify what actions a company should take to resolve specific strategic issues and problems.
C. are normally crafted by operating-level managers.
D. are concerned with how to unify the firm's several different operating strategies into a cohesive.
E. are normally crafted by the company's CEO and other senior executives.
A. concern the actions, approaches, and practices to be employed in managing particular functions or.
. business processes or key activities within a business.
61. The primary role of a functional strategy is to.
(p. 36) A. unify the company's various operating-level strategies.
B. specify how to build and strengthen the skills, expertise, and competencies needed to execute.
operating-level strategies successfully.
C. support and add power to the corporate-level strategy.
D. create compatible degrees of strategic intent among a company's different business functions.
E. support the overall business strategy and competitive approach.
62. Operating strategies concern.
(p. 36) A. what the firm's operating departments are doing and plan to do to unify the company's functional.
and business strategies.
B. the specific plans for building competitive advantage in each major department and operating unit.
Cthe relatively narrow strategic initiatives for managing key operating units within a business (plants,
.distribution centers, geographic units) and for performing strategically significant operating tasks.
(maintenance, shipping, inventory control, purchasing, advertising) in ways that support functional.
strategies and the overall business strategy.
D. how best to carry out the company's corporate strategy.
E. how best to implement and execute the company's different business-level strategies.
63. In a single-business company, the strategy-making hierarchy consists of.
(p. 37) A. business strategy, divisional strategies, and departmental strategies.
B. business strategy, functional strategies, and operating strategies.
C. business strategy and operating strategy.
D. managerial strategy, business strategy, and divisional strategies.
E. corporate strategy, divisional strategies, and departmental strategies.
64. A company's strategic plan consists of.
(p. 37) A. its objectives and its strategy for achieving them.
B. a vision of where it is headed, a set of performance targets, and a strategy to achieve them.
C. its strategy and management's specific, detailed plans for implementing it.
D. a company's strategic vision, strategic objectives, strategic intent, and strategy.
E. a strategic vision, a strategy, and a business model.
65. Strategic intent refers to a situation where a company.
(p. 38) A. commits to using a particular business model to make money.
B. decides to adopt a particular strategy.
Crelentlessly pursues an ambitious strategic objective, concentrating the full force of its resources and.
. competitive actions on achieving that objective.
D. commits to pursuing stretch strategic objectives.
E. changes its long-term direction and decides to pursue a newly-adopted strategic vision.
66. A company with strategic intent.
(p. 38) A. is one that is going all-out to overcome the challenges of having encountered a strategic inflection.
B. is one that is putting much more emphasis on achieving its strategic objectives than its financial.
C. is one that has good alignment between its strategic objectives and its strategy.
D. usually has an aggressive strategy and plan for growing its business.
Eusually has an exceptionally bold and grandiose long-term objective—like becoming the dominant.
. global market leader—and an unshakable commitment to concentrating its full resources and.
strategy on achieving that objective.
67. Which of the following is not among the principal managerial tasks associated with managing the.
(p. 39) strategy execution process?
A. Ensuring that policies and procedures facilitate rather than impede effective execution.
B. Creating a company culture and work climate conducive to successful strategy implementation and.
C. Surveying employees on how they think costs can be reduced and how employee morale and job.
satisfaction can be improved.
D. Exerting the internal leadership needed to drive implementation forward and keep improving on.
how the strategy is being executed.
E. Tying rewards and incentives directly to the achievement of performance objectives and good.
68. Management is obligated to monitor new external developments, evaluate the company's progress, and.
(p. 39) make corrective adjustments in order to.
A. determine whether the company has a balanced scorecard for judging its performance.
B. stay on track in achieving the company's mission and strategic vision.
C. keep the company's board of directors well-informed about the company's future outlook.
D. determine whether the company's business model is well matched to changing market and.
E. decide whether to continue or change the company's strategic vision, objectives, strategy and/or.
strategy execution methods.
69. The leadership challenges that top executives face in making corrective adjustments when things are.
(p. 40) not going well include.
A. knowing when to replace poorly performing subordinates and when to do a better job of coaching.
them to do the right things.
Bbeing able to discern whether to promote better achievement of strategic performance targets or.
. whether to promote better achievement of financial performance targets.
C. deciding when adjustments are needed and what adjustments to make.
D. having the analytical skills to separate the problems due to a bad strategy from the problems due to.
bad strategy execution.
Edeciding whether the company would be better off making adjustments that curtail the achievement.
. of strategic objectives or that curtail the achievement of financial objectives.
70. The task of top executives in making corrective adjustments includes.
(p. 40) A. knowing when to continue with the present corporate culture and when to shift to a different and.
better corporate culture.
B. deciding when adjustments are needed and what adjustments to make.
C. being good at figuring out whether to arrive at decisions quickly or slowly in choosing among the.
various alternative adjustments.
D. deciding whether to try to fix the problems of poor strategy execution or simply shift to a strategy.
that is easier to execute correctly.
E. deciding how to identify the problems that need fixing.
71. The primary roles/obligations of a company's board of directors in the strategy-making, strategy-
(p. 41) executing process include.
Aplaying the lead role in forming the company's strategy and then directly supervising the efforts and.
. actions of senior executives in implementing and executing the strategy.
B. providing guidance and counsel to the CEO in carrying out his/her duties as chief strategist and.
chief strategy implementer.
Coverseeing the company's direction, strategy and business approaches and evaluating the caliber of.
. senior executives' strategy-making and strategy-executing skills.
Dworking closely with the CEO, senior executives, and the strategic planning staff to develop a.
.strategic plan for the company and then overseeing how well the CEO and senior executives carry.
out the board's directives in implementing and executing the strategic plan.
Ereviewing and approving the company's business model and also reviewing and approving the.
. proposals and recommendations of the CEO as to how to execute the business model.
72. The obligations of an investor-owned company's board of directors in the strategy-making, strategy-
(p. 41) executing process include.
Aing up with compelling strategy proposals of their own to debate against those put forward by.
Boverseeing the company's financial accounting and financial reporting practices and evaluating the.
. caliber of senior executives' strategy-making/strategy-executing skills.
C. taking the lead in developing the company's business model and strategic vision.
Dtaking the lead in formulating the company's strategic plan but then delegating the task of.
. implementing and executing the strategic plan to the company's CEO and other senior executives.
E. approving the company's operating strategies, functional-area strategies, business strategy, and.
overall corporate strategy.
73. Which one of the following is not among the chief duties/responsibilities of a company's board of.
(p. 40-41) directors insofar as the strategy-making, strategy-executing process is concerned?
AHiring and firing senior-level executives and working with the company's chief strategic planning.
. officer to improve the company's strategy when performance comes up short of expectations.
B. Being inquiring critics and exercising strong oversight over the company's direction, strategy, and.
C. Evaluating the caliber of senior executives' strategy-making/strategy-executing skills.
DInstituting a compensation plan for top executives that rewards them for actions and results that.
. serve stakeholders' interests, most especially those of shareholders.
E. Overseeing the company's financial accounting and financial reporting practices.
74. What are the five phases of the strategy-making, strategy-executing process and what does each one involve?
75. A well-conceived strategic vision helps prepare a company for the future. True or false? Explain and justify your answer.
76. Explain why an organization needs a strategic vision. What purpose does a strategic vision serve?
77. What is the managerial value of a good strategic vision?
78. What is the difference between a mission statement and a strategic vision?
79. Which is more important—a company's mission statement or its strategic vision? شرح.
80. Define and briefly explain what is meant by each of the following terms:
a) strategic vision.
b) stretch objectives.
c) strategic objective.
d) balanced scorecard.
e) strategic intent.
f) strategic plan.
81. Identify the key characteristics of a well-stated organizational objective.
82. What is meant by the term "stretch objectives?" Is it important that companies establish stretch objectives? لما و لما لا؟
83. Why does an organization need both financial and strategic objectives?
84. Explain the difference between financial objectives and strategic objectives. Give examples of each.
85. What are the qualities of a "well-stated" objective? Give an example of a well-stated financial objective and a well-stated strategic objective.
86. The achievement of financial objectives tends to be a lagging indicator of a company's performance while the achievement of strategic objectives tends to be a leading indicator of a company's future financial performance. True or false? Support and explain your answer.
87. What is the meaning of the term "balanced scorecard?" What are the merits of using a balanced scorecard in judging a company's performance?
88. Which is more important to a company's future financial performance: the achievement of strategic objectives or the achievement of financial objectives? لماذا ا؟
89. What is the strategy-making hierarchy for a diversified company? How does it differ from the strategy-making hierarchy for a single business company?
90. A company's strategy is really a collection of levels of strategies. True or false? Discuss and explain.
91. Discuss the meaning of each of the following levels of strategy and indicate what level of management tends to take lead responsibility for crafting the strategy at each of the four levels:
a) corporate strategy.
b) business strategy.
c) functional area strategy.
d) operating strategy.
92. An organization's strategic plan consists of the actions which management plans to take in the near future. True or false? Explain and justify your answer.
93. Explain why a company's strategy is really a collection of strategies.
94. Identify four actions that are key elements of leading the strategy execution process.
95. Who is responsible for actually performing the five phases of the strategy-making, strategy-executing process?
96. What is the role and responsibility of a company's CEO in the strategy-making, strategy-executing process?
97. The task of crafting a company's strategy is typically a job for the company's whole management team, not just a small group of senior executives. True or false? Explain and support your answer.
98. Identify four actions that top executives can take to help instill a spirit of high achievement into the corporate culture and mobilize organizational energy behind the drive for good strategy execution and.
99. What are the roles/obligations of a company's board of directors in the strategy-making, strategy - executing process?
100. Identify and briefly discuss at least three obligations of a company's board of directors in corporate governance and the strategy-making, strategy-executing process.

GBA 490 TEST 1.
ИГРАТЬ.
A. Its market focus and plans for offering a more appealing product than rivals.
B. How it plans to make money in its chosen business.
C. Management's action plan for running the business and conducting operations—its commitment to pursue a particular set of actions in growing the business, staking out a market position, attracting and pleasing customers, competing successfully, conducting operations and achieving targeted objectives.
D. The long-term direction that management believes the company should pursue.
E. Whether it is employing an aggressive offense to gain market share or a conservative defense to protect its market position.
A. The actions it is taking to develop a more appealing business model than rivals.
B. The plans it has to outcompete rivals and establish a sustainable competitive advantage.
C. The offensive moves it is employing to make its product offering more distinctive and appealing to buyers.
D. The competitive moves and business approaches that managers are employing to grow the business, stake out a market position, attract and please customers, compete successfully, conduct operations and achieve targeted objectives.
E. Its strategic vision, its strategic objectives and its strategic intent.
B. Mission statement.
C. Strategic intent.
D. Business model.
E. Strategic vision.
A. "This is who we are and where we are headed.''
B. "This is our model for making money in our particular line of business."
C. "We intend to launch these new moves to outcompete our rivals."
D. "Among all the many different business approaches and ways of competing we could have chosen, we have decided to employ this particular combination of competitive and operating approaches in moving the company in the intended direction, strengthening its market position and competitiveness and boosting performance."
E. "This is our vision of what our business will be like, what products/services we will sell and who our customers will be in the years to come."
A. Management's approaches to building revenues, controlling costs and generating an attractive profit.
B. Management's commitment to pursue a particular set of actions in growing the business, attracting and pleasing customers, competing successfully, conducting operations and improving the company's financial and market performance.
C. Management's concept of "who we are, what we do and where we are headed."
D. The business model that a company's board of directors has approved for outcompeting rivals and making the company profitable.
E. The choices management has made regarding what financial plan to pursue.
A. Management's choices about how to attract and please customers.
B. How quickly and closely to copy the strategies being used by successful rival companies.
C. Management's choices about how to grow the business.
D. Management's choices about how to compete successfully.
E. Management's action plan for conducting operations and improving the company's financial and market performance.
A. How to attract and please customers.
B. How each functional piece of the business will be operated.
C. How to grow the business.
D. How to compete successfully.
E. How to achieve above-average gains in the company's stock price and thereby meet or beat shareholder expectations.
A. Management's biggest challenge is how closely to mimic the strategies of successful companies in the industry.
B. Managers have comparatively little freedom in choosing the hows of strategy.
C. Managers are wise not to decide on concrete courses of action in order to preserve maximum strategic flexibility.
D. Managers need to come up with some distinctive "aha" element to the strategy that draws in customers and produces a competitive edge over rivals.
E. Managers are well-advised to be risk-averse and develop a "conservative" strategy—"dare-to-be-different" strategies rarely are successful.
A. Involves coming up with moves and actions that produce a durable competitive edge over rivals.
B. Is figuring out how to maximize the profits and shareholder value.
C. Concerns how to improve the efficiency of its business model.
D. Deals with how management plans to maximize profits while, at the same time, operating in a socially responsible manner that keeps the company's prices as low as possible.
E. Is figuring out how to become the industry's low-cost provider.
A. Without a competitive advantage a company cannot become the industry leader.
B. Without a competitive advantage a company cannot have a profitable business model.
C. Crafting a strategy that yields a competitive advantage over rivals is a company's most reliable means of achieving above-average profitability and financial performance.
D. A competitive advantage is what enables a company to achieve its strategic objectives.
E. How a company goes about trying to please customers and outcompete rivals is what enables senior managers choose an appropriate strategic vision for the company.
A. It has a profitable business model.
B. An attractive number of buyers have a lasting preference for its products or services as compared to the offerings of competitors.
C. It is able to maximize shareholder wealth.
D. It is consistently able to achieve both its strategic and financial objectives.
E. Its strategy and its business model are well-matched and in sync.
A. Is a reliable indicator that the company has a profitable business model.
B. Is every company's strategic vision.
C. Is a company's most reliable ticket to above-average profitability—indeed, the tight connection between competitive advantage and profitability means that the quest for sustainable competitive advantage always ranks center stage in crafting a strategy.
D. Signals that the company has a bold, ambitious strategic intent that places the achievement of strategic objectives ahead of the achievement of financial objectives.
E. Is the best indicator that the company's strategy and business model are well-matched and properly synchronized.
A. The ability of the strategy to keep the company profitable.
B. Management's ability to forge a series of moves, both in the marketplace and internally, that sets the company apart from rivals, tilts the playing field in the company's favor and produces sustainable competitive advantage over rivals.
C. The speed with which it helps the company achieve its strategic vision.
D. The proven ability of the strategy to generate maximum profits.
E. Whether it allows the company to maximize shareholder value in the shortest possible time.
A. Striving to be the industry's low-cost provider, thereby aiming for a cost-based competitive advantage.
B. Outcompeting rivals on the basis of such differentiating features as higher quality, wider product selection, added performance, better service, more attractive styling, technological superiority or unusually good value for the money.
C. Developing expertise and resource strengths that give the company competitive capabilities that rivals can't easily imitate or trump with capabilities of their own.
D. Focusing on a narrow market niche and winning a competitive edge by doing a better job than rivals of serving the special needs and tastes of buyers comprising the niche.
A. Striving to be the industry's low-cost provider, thereby aiming for a cost-based competitive advantage.
B. Outcompeting rivals on the basis of such differentiating features as higher quality, wider product selection, added performance, better service, more attractive styling, technological superiority or unusually good value for the money.
C. Striving to be more profitable than rivals and aiming for a competitive edge based on bigger profit margins.
D. Focusing on a narrow market niche and winning a competitive edge by doing a better job than rivals of satisfying the needs and tastes of buyers comprising the niche.
E. Developing expertise and resource strengths that give the company competitive capabilities that rivals can't easily imitate or trump with capabilities of their own.
A. To come up with a business model that enables a company to earn bigger profits per unit sold than rivals.
B. To aggressively pursue all of the growth opportunities the company can identify.
C. To develop a product/service with more innovative performance features than what rivals are offering and to provide customers with better after-the-sale service.
D. To come up with one or more differentiating strategy elements that act as a magnet to draw customers and yield a lasting competitive edge.
E. To charge a lower price than rivals and thereby win sales and market share away from rivals.
A. Actions to respond to changing market conditions or other external factors.
B. Actions to strengthen competitiveness via strategic alliances and collaborative partnerships.
C. Actions to strengthen competitive capabilities and correct competitive weaknesses.
D. Actions to capture emerging market opportunities and defend against external threats to the company's business prospects.
E. Management actions to revise the company's financial and strategic performance targets.
A. Actions to gain sales and market share.
B. Actions to strengthen marketing standing and competitiveness by merging with or acquiring rival companies.
C. Actions to enter new geographic or product markets or exit existing ones.
D. Actions and approaches used in managing R&D, production, sales and marketing, finance and other key activities.
E. All of above are pertinent in identifying a company's strategy.
A. The need to keep strategy in step with changing market conditions and changing customer needs and expectations.
B. The proactive efforts of company managers to fine-tune and improve one or more pieces of the strategy.
C. The need to abandon some strategy features that are no longer working well.
D. The need to respond to the newly-initiated actions and competitive moves of rival firms.
A. An ongoing need to abandon those strategy features that are no longer working well.
B. The proactive efforts of company managers to fine-tune and improve one or more pieces of the strategy.
C. The need on the part of company managers to make regular adjustments in the company's strategic vision and also to initiate fresh strategic actions so as to keep employees from becoming bored with having to execute the same strategy month after month.
D. The need to respond to the actions and competitive moves of rival firms.
E. The need to keep strategy in step with changing market conditions and changing customer needs and expectations.
A. Account for why a company's strategy evolves over time.
B. Explain why a company's strategic vision undergoes almost constant change.
C. Make it very difficult for a company to have concrete strategic objectives.
D. Make it very hard to know what a company's strategy really is.
E. All of the above.
A. The ongoing need of company managers to react and respond to changing market and competitive conditions.
B. The ongoing need to imitate the new strategic moves of the industry leaders.
C. The need to make regular adjustments in the company's strategic vision.
D. The importance of developing a fresh strategic plan every year (which also has the benefit of keeping employees from becoming bored with executing the same strategy year after year after year)
E. The frequent need to modify key elements of the company's business model.
A. A blend of offensive actions on the part of managers to improve the company's profitability and defensive moves to counteract changing market conditions.
B. A combination of conservative moves to protect the company's market share and somewhat more risky initiatives to set the company's product offering apart from rivals.
C. A close imitation of the strategy employed by the recognized industry leader.
D. A blend of proactive actions to improve the company's competitiveness and financial performance and as-needed reactions to unanticipated developments and fresh market conditions.
E. More a product of clever entrepreneurship than of efforts to clearly set a company's product/service offering apart from the offerings of rivals.
A. Stitching together a proactive/intended strategy and then adapting first one piece and then another as circumstances surrounding the company's situation change or better options emerge.
B. Developing a 5-year strategic plan and then fine-tuning it during the remainder of the plan period; big changes in strategy are thus made only once every 5 years.
C. Trying to imitate as much of the market leader's strategy as possible so as not to end up at a competitive disadvantage.
D. Doing everything possible (in the way of price, quality, service, warranties, advertising and so on) to make sure the company's product/service is very clearly differentiated from the product/service offerings of rivals.
E. All of these accurately characterize the managerial process of crafting a company's strategy.
A. A company's strategy is mostly hidden to outside view and is deliberately kept under wraps by top-level managers (so as to catch rival companies by surprise when the strategy is launched)
B. A company's strategy is 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. A company's strategy generally changes very little over time unless a newly-appointed CEO decides to take the company in a new direction with a new strategy.
D. A company's strategy is typically a blend of proactive and reactive strategy elements.
E. A company's strategy is developed mostly on the fly because of the constant efforts of managers to come up with fresh moves to keep the company's product offering clearly different and set apart from the product offerings of rival companies.
A. Changing management conclusions about which of several appealing strategy alternatives is actually best.
B. The proactive efforts of company managers to improve this or that aspect of the strategy, a need to respond to changing customer requirements and expectations and a need to react to fresh strategic maneuvers on the part of rival firms.
C. Ongoing turnover in the managerial and executive ranks (new managers often decide to shift to a different strategy)
D. Pressures from shareholders to boost profit margins and pay higher dividends.
E. The importance of keeping the company's business model fresh and up-to-date.
A. The need to abandon some strategy elements that are no longer working well.
B. A desire on the part of company managers to develop new strategy elements on the fly.
C. A need to respond to changing customer requirements and expectations.
D. A need to react to fresh strategic maneuvers on the part of rival firms.
E. The proactive efforts of company managers to improve this or that aspect of the strategy.
A. Decide to abandon certain strategy elements that have grown stale or become obsolete.
B. Modify the current strategy when market and competitive conditions take an unexpected turn or some aspects of the company's strategy hit a stone wall.
C. Modify the current strategy in response to the fresh strategic maneuvers of rival firms.
D. Take proactive actions to improve this or that piece of the strategy.
A. If each element of its strategy is "legal."
B. If it does not entail actions or behaviors that cross the moral line from "can do" to "should not do" (because such actions are unsavory, unconscionable, injurious to others or unnecessarily harmful to the environment) and if it allows management to fulfill its ethical duties to all stakeholders (shareholders, employees, customers, suppliers, the communities in which it operates and society at large)
C. If its actions and behaviors fall within the bounds of "fair competition."
D. So long as leading religious authorities find nothing "morally wrong" in the company's actions.
E. So long as the company's strategic actions do not injure the business of rival firms or the well-being of customers.
A. If any of its actions constitute "unfair competition."
B. If the company engages in actions or behaviors that are contrary to the general public interest.
C. If the company's actions/behaviors are harmful to its stakeholders—customers, employees, shareholders, suppliers and the communities in which the company operates.
D. If it entails actions or behaviors that cross the moral line from "can do" to "should not do" (because such actions are "unsavory" or unconscionable or unnecessarily harmful to the environment)
E. All of the above call the company's actions/behaviors into question from an ethical standpoint.
A. Need only take care to ensure that each piece of the strategy entails actions and behaviors that are within the letter and spirit of the law.
B. Are well advised to develop an ethical strategy code that clearly states which strategic actions are ethical (and which will be pursued) and which are unethical (and will not be tolerated) so that all managers and company personnel can stay within ethical bounds in developing strategic initiatives.
C. Are well advised to have the company's board of directors review the strategy and "certify" whether each element of the company's strategy is ethical or not.
D. Have to go beyond what strategic actions and behaviors are legal and address whether all the various elements of the company's strategy can pass the test of moral scrutiny.
E. Have to back off aggressive efforts to maximize profits (many strategic actions to maximize profits cross over the line to unsavory or shady—or, at least, are borderline unethical)
A. Concerns the actions and business approaches that will be used to grow the business, conduct operations, please customers and compete successfully.
B. Is management's storyline for how it will generate revenues ample to cover costs and produce a profit—absent the ability to deliver good profitability, the strategy is not viable and the survival of the business is in doubt.
C. Concerns what combination of moves in the marketplace it plans to make to outcompete rivals.
D. Deals with how it can simultaneously maximize profits and operate in a socially responsible manner that keeps its prices as low as possible.
E. Concerns how management plans to pursue strategic objectives, given the larger imperative of meeting or beating its financial performance targets.
A. Details the ethical and socially responsible nature of the company's strategy.
B. Is management's storyline for how the strategy will result in achieving the targeted strategic objectives.
C. Zeros in on how and why the business will generate revenues sufficient to cover costs and produce attractive profits and return on investment.
D. Explains how it intends to achieve high profit margins.
E. Sets forth the actions and approaches that it will employ to achieve market leadership.
A. Sets forth management's game plan for maximizing profits for shareholders.
B. Details exactly how management's strategy will result in the achievement of the company's strategic intent.
C. Explains how it will achieve high profit margins while at the same time charging relatively low prices to customers.
D. Sets forth the key components of the enterprise's business approach, indicates how revenues will be generated and makes a case for why the strategy can deliver value to customers in a profitable manner.
E. Sets forth management's long term action plan for achieving market leadership.
A. Describes what is meant by a company's strategy.
B. Best describes what is meant by a company's business model.
C. Accounts for why a company's financial objectives are at the stated level.
D. Portrays the essence of a company's business purpose or mission.
E. Is what is meant by the term strategic intent.
A. A company's strategy is management's game plan for achieving strategic objectives while its business model is management's game plan for achieving financial objectives.
B. The strategy concerns how to compete successfully and the business model concerns how to operate efficiently.
C. A company's strategy is management's game plan for realizing the strategic vision whereas a company's business model is the game plan for accomplishing the business purpose or mission.
D. Strategy relates broadly to a company's competitive moves and business approaches (which may or may not lead to profitability) while its business model relates to whether the revenues and costs flowing from the strategy demonstrate that the business is viable from the standpoint of being able to earn satisfactory profits and returns on investment.
E. A company's strategy concerns how to please customers while its business model concerns how to please shareholders.
A. Builds strategic fit, is socially responsible and maximizes shareholder wealth.
B. Is highly profitable and boosts the company's market share.
C. Results in a company becoming the dominant industry leader.
D. Fits the company's internal and external situation, builds sustainable competitive advantage and improves company performance.
E. Can pass the ethical standards test, the strategic intent test and the profitability test.
A. How good is the company's business model?
B. How well does the strategy fit the company's situation?
C. Does the company have low prices in comparison to rivals?
D. Is the company putting too little emphasis on behaving in an ethical and socially responsible manner?
E. Is the company a technology leader?
A. Good strategy coupled with good strategy execution greatly raises the chances that a company will be a standout performer in the marketplace.
B. They are necessary ingredients of a sound business model.
C. The management skills of top executives are sharpened as they work their way through the strategy-making/strategy-executing process.
D. Doing these tasks helps executives develop an appropriate strategic vision, strategic intent and set of strategic objectives.
E. Of the contribution they make to maximizing value for shareholders.
A. Offers a surefire guarantee for avoiding periods of weak financial performance.
B. Are the two best signs that a company is a true industry leader.
C. Are more important management functions than forming a strategic vision and setting objectives.
D. Are the most trustworthy signs of good management.
E. Signal that a company has a superior business model.
A. Forming a strategic vision of where the company needs to head and what its future business make-up will be.
B. Setting objectives to convert the strategic vision into specific strategic and financial performance outcomes for the company to achieve.
C. Crafting a strategy to achieve the objectives and get the company where it wants to go.
D. Developing a profitable business model.
E. Implementing and executing the chosen strategy efficiently and effectively.
A. Developing a proven business model.
B. Setting objectives and using them as yardsticks for measuring the company's performance and progress.
C. Deciding how much of the company's resources to employ in the pursuit of sustainable competitive advantage.
D. Communicating the company's mission and purpose to all employees.
E. Deciding on the company's strategic intent.
A. Developing a strategic vision, setting objectives and crafting a strategy.
B. Developing a proven business model, deciding on the company's strategic intent and crafting a strategy.
C. Setting objectives, crafting a strategy, implementing and executing the chosen strategy and deciding how much of the company's resources to employ in the pursuit of sustainable competitive advantage.
D. Coming up with a statement of the company's mission and purpose and communicating it to all employees, setting objectives, choosing what business approaches and operating practices to employ, selecting a business model and monitoring developments and initiating corrective adjustments.
E. Deciding on the company's strategic intent, setting financial objectives, crafting a strategy and choosing what business approaches and operating practices to employ.
A. Is usually delegated to members of a company's board of directors so as not to infringe on the time of busy executives.
B. Includes establishing a company's mission, developing a business model aimed at making the company an industry leader and crafting a strategy to implement and execute the business model.
C. Embraces the tasks of developing a strategic vision, setting objectives, crafting a strategy, implementing and executing the strategy and then monitoring developments and initiating corrective adjustments in light of experience, changing conditions, new ideas and new opportunities.
D. Is principally concerned with sizing up an organization's internal and external situation, so as to be prepared for the challenge of developing a sound business model.
E. Is primarily the responsibility of top executives and the board of directors; very few managers below this level are involved.
A. A company's directional path and future product-market-customer-technology focus.
B. Why the company does certain things in trying to please its customers.
C. Management's storyline of how it intends to make a profit with the chosen strategy.
D. "who we are and what we do."
E. What future actions the enterprise will likely undertake to outmaneuver rivals and achieve a sustainable competitive advantage.
A. Is management's story line for how it plans to implement and execute a profitable business model.
B. Sets forth what business the company is presently in and why it uses particular operating practices in trying to please customers.
C. Delineates management's aspirations for the business, providing a panoramic view of "where we are going" and a convincing rationale for why this makes good business sense.
D. Defines "who we are and what we do."
E. Spells out a company's strategic intent, its strategic and financial objectives and the business approaches and operating practices that will underpin its efforts to achieve sustainable competitive advantage.
A. Prescribing a strategic direction for the company to pursue and a rationale for why this strategic path makes good business sense.
B. Describing its business model and the kind of value that it is trying to deliver to customers.
C. Putting together a story line of why the business will be a moneymaker.
D. Describing "who we are and what we do."
E. Coming up with a long-term plan for outcompeting rivals and achieving a competitive advantage.
A. Concerns deciding what approach the company should take to implement and execute its business model.
B. Entails coming up with a fairly specific answer to "who are we, what do we do and why are we here?"
C. Is chiefly concerned with addressing what a company needs to do to successfully outcompete rivals in the marketplace.
D. Involves deciding upon what strategic course a company should pursue in preparing for the future and why this directional path makes good business sense.
E. Entails coming up with a persuasive storyline of how the company intends to make money.
A. Providing a panoramic view of "where we are going"
B. Describing the company's future product-market-customer-technology focus.
C. Pointing an organization in a particular direction and charting a strategic path for it to follow.
D. Helping mold an organization's character and identity.
E. Outlining how the company intends to implement and execute its business model.
A. Charts a strategic course for the organization ("where we are going") and provides a rationale for why this directional path makes good sense.
B. Describes in fairly specific terms the organization's strategic intent, strategic objectives and strategy.
C. Spells out how the company will become a big moneymaker and boost shareholder value.
D. Addresses the critical issue of "why our business model needs to change and how we plan to change it."
E. Spells out the organization's strategic intent and the actions and moves that will be undertaken to achieve it.
A. Indicates what kind of business model the company is going to have in the future.
B. Constitutes their strategic vision for the company.
C. Signals what the firm's strategy will be.
D. Serves to define the company's mission.
E. Indicates what the company's long-term strategic plan is.
A. Clearly delineate how the company's business model will be implemented and executed.
B. Clearly communicate management's aspirations for the company to stakeholders and help steer the energies of company personnel in a common direction.
C. Set forth the firm's strategic objectives in clear and fairly precise terms.
D. Help create a "balanced scorecard" approach to objective-setting and not stretch the company's resources too thin across different products, technologies and geographic markets.
E. Indicate what kind of sustainable competitive advantage the company will try to create in the course of becoming the industry leader.
A. That it be flexible and in the mainstream.
B. That it not stretch the company's resources too thin across different products, technologies and geographic markets.
C. Clarity and specificity about "who we are, what we do and why we are here."
D. What it says about the company's future strategic course—"the direction we are headed and what our future product-market-customer-technology focus will be."
E. That it be within the realm of what the company can reasonably expect to achieve within 2-4 years.
A. Is the outlook for the company promising if it continues with its present product-market-technology-customer focus?
B. Are changing market and competitive conditions acting to enhance or weaken the company's prospects?
C. What business approaches and operating practices should we consider in trying to implement and execute our business model?
D. What are our ambitions for the company—what industry standing do we want the company to have?
E. What, if any, new customer groups and/or geographic markets should the company get in position to serve?
A. Are changing market and competitive conditions acting to enhance or weaken the company's business outlook?
B. Is the company stretching its resources too thinly by trying to compete in too many markets or segments, some of which are unprofitable?
C. Will our present business generate sufficient growth and profitability in the years ahead to please shareholders?
D. What emerging market opportunities should the company pursue and which ones should not be pursued?
E. Do we have a better business model than key rivals?
A. Graphic, directional and focused.
B. Challenging, competitive and "set in concrete"
C. Balanced, responsible and rational.
D. Realistic, customer-focused and market-driven.
E. Achievable, profitable and ethical.
A. Directional (is forward-looking, describes the strategic course that management has charted and the kinds of product-market-customer-technology changes that will help the company prepare for the future)
B. Easy to communicate (is explainable in 10-15 minutes, can be reduced to a memorable slogan)
C. Graphic (paints a picture of the kind of company management is trying to create and the market position(s) the company is striving to stake out)
D. Consensus-driven (commits the company to a "mainstream" directional path that most all stakeholders will enthusiastically support)
E. Focused (is specific enough to provide guidance to managers in making decisions and allocating resources)
A. Vague or incomplete—short on specifics.
B. Too narrow—doesn't leave enough room for future growth.
C. Bland or uninspiring.
D. Not distinctive—could apply to most any company (or at least several others in the same industry)
E. Too reliant on superlatives (best, most successful, recognized leader, global or worldwide leader, first choice of customers)
A. Too broad, vague or incomplete, bland/uninspiring, not distinctive and too reliant on superlatives.
B. Unrealistic, unconventional and un-businesslike.
C. Too specific, too inflexible and can't be achieved in 5 years.
D. Too broad, too narrow and too risky.
E. Not customer-driven, out-of-step with emerging technological trends and too ambitious.
A. "Who are we and what do we do?"
B. "What objectives and level of performance do we want to achieve?"
C. "Where are we going and what should our strategy be?"
D. "What approach should we take to achieve sustainable competitive advantage?"
E. "What business model should we employ to achieve our objectives and our vision?"
A. A mission statement typically concerns a company's present business scope ("who we are and what we do") whereas the principal concern of a strategic vision is with the company's long term direction and future product-market-customer-technology focus.
A. Having a simple strategy that is easy for company personnel to understand.
B. Combining the strategic vision and the company's values statement into a single document.
C. Combining the strategic vision and the mission statement into a single statement of overall business purpose.
D. Waiting until the company achieves its mission to tell company personnel about the strategic vision.
E. Capturing the essence of the vision in a catchy slogan or brief phrase and then using it repeatedly as a reminder of "where we are going and why."
A. Not only explaining where management is trying to take the company and what changes lie on the road ahead but, more importantly, also inspiring company personnel to unite behind managerial efforts to get the company moving in the intended direction.
B. Helping company personnel understand why "making a profit" is so important.
C. Making it easier for top executives to set stretch objectives.
D. Helping lower-level managers and employees better understand the company's business model.
A. Helping to crystallize top management's own view about what strategy to employ.
B. Helping company personnel understand the logic of the company's business model.
C. Helping justify the company's mission of making a profit.
D. Gaining wholehearted organizational support for the vision and uniting company personnel behind managerial efforts to get the company moving in the intended direction.
E. Keeping company personnel well-informed.
A. An opportunity to pursue a new strategic vision.
B. A strategic inflection point.
C. A strategic roadblock.
D. A new strategic opportunity.
E. A fork in the road that gives the company an opening to change to a different business model.
A. Greater ability to avoid strategic inflection points.
B. Helping the organization prepare for the future.
C. Reducing the risks of rudderless decision-making.
D. Helping to crystallize top management's own view about the firm's long-term direction.
E. Providing a tool for winning the support of organizational members for internal changes that will help make the vision a reality.
A. Whether and to what extent it intends to operate in an ethical and socially responsible manner.
B. How aggressively it will seek to maximize profits and enforce high ethical standards.
C. The beliefs and operating principles built into the company's "balanced scorecard" for measuring performance.
D. The beliefs, traits and behavioral norms that company personnel are expected to display in conducting the company's business and pursuing its strategic vision and strategy.
E. The beliefs, principles and ethical standards that are incorporated into the company's strategic intent and business model.
A. Making it clear that company personnel are expected to live up to the values in conducting the company's business and pursuing its strategic vision.
B. Using a values-based balanced scorecard to measure the company's progress in achieving the vision.
C. Making achievement of the values a prominent part of the company's strategic objectives.
D. Combining the company's values and mission/business purpose into a single statement.
E. Making adherence to the company's values the centerpiece of the company's strategy.
A. Converting the strategic vision into specific performance targets—results and outcomes the organization wants to achieve.
B. Using the objectives as yardsticks for tracking the company's progress and performance.
C. Challenging and helping stretch the organization to perform at its full potential and deliver the best possible results.
D. Pushing company personnel to be more inventive, to exhibit more urgency in improving the company's financial performance and business position and to be more intentional and focused in their actions.
A. Pushes the company closer to true profit maximization.
B. Is an effective tool for avoiding ho-hum results.
C. Helps convert the mission statement into meaningful company values.
D. Challenges company personnel to execute the strategy with greater proficiency.
E. Helps create a "balanced scorecard" for judging company performance.
A. Helping to avoid ho-hum results.
B. Pushing company personnel to be more inventive and innovative.
C. Helping clarify the company's strategic vision and strategic intent.
D. Helping a company be more focused and intentional in its actions.
E. Spurring exceptional performance and helping build a firewall against contentment with modest performance gains.
A. To spur company personnel to help the company overtake key competitors on such important measures as net profit margins and return on investment.
B. Because adequate profitability and financial strength is critical to effective pursuit of its strategic vision, as well as to its long-term health and ultimate survival—weak earnings and a weak balance sheet alarm shareholders and creditors and put executives' jobs at risk.
C. To indicate to employees whether the emphasis should be on earnings per share or return on investment or return on assets or positive cash flow.
D. To convince shareholders that top management is acting in their interests.
E. To counterbalance its pursuit of strategic objectives and have a balanced scorecard for judging the caliber of its overall performance.
A. Increase earnings per share by 15% annually.
B. Gradually boost market share from 10% to 15% over the next several years.
C. Achieve lower costs than any other industry competitor.
D. Boost revenues by a percentage greater than the industry average.
E. Maximize total company profits and return on investment.
A. Increase revenues by more than the industry average.
B. Be among the top 5 five companies in the industry on customer service.
C. Overtake key competitors on product quality within three years.
D. Improve manufacturing performance by 5% within 12 months.
E. Obtain 150 new customers during the current fiscal year.
A. Are more essential in achieving a company's strategic vision than are financial objectives.
B. Are generally less important than financial objectives.
C. Are more difficult to achieve and harder to measure than financial objectives.
D. Relate to strengthening a company's overall business and competitive position.
E. Help managers track an organization's true progress better than do financial objectives.
A. Entails putting equal emphasis on financial and strategic objectives.
B. Entails putting balanced emphasis on profit and non-profit objectives.
C. Prevents the drive for achieving financial objectives from overwhelming the pursuit of strategic objectives.
D. Prevents the drive for achieving strategic objectives from overwhelming the pursuit of financial objectives.
E. Entails creating a set of objectives that is "balanced" in the sense of including both financial and strategic objectives.
A. Financial performance measures are lagging indicators that reflect the results of past decisions and organizational activities whereas strategic performance measures are leading indicators of a company's future financial performance.
B. It entails putting equal emphasis on good strategy execution and good business model execution.
C. A balanced scorecard approach pushes managers to avoid setting objectives that reflect the results of past decisions and organizational activities and, instead, to set objectives that will serve as leading indicators of a company's future financial performance.
A. Is likely to weaken the achievement of its short-term and long-term financial objectives.
B. Believes that the company's financial performance is not as important as it really is.
C. Is generally not strongly focused on its true mission of making a profit.
D. Is frequently in better position to improve its future financial performance (because of the increased competitiveness and strength in the marketplace that flows from the achievement of strategic objectives)
A. It adopts a strategic plan.
B. It relentlessly pursues an ambitious strategic objective, concentrating the full force of its resources and competitive actions on achieving that objective.
C. Senior executives pursue their strategic vision.
D. Top management establishes a comprehensive set of strategic objectives.
A. Relentlessly pursues an ambitious strategic objective, concentrating the full force of its resources and competitive actions on achieving that objective.
B. Decides to adopt a particular strategy.
C. Commits to using a particular business model to make money.
D. Commits to pursuing stretch strategic objectives.
A. Is one that is going all-out to overcome the challenges of having encountered a strategic inflection point.
B. Is one that is putting much more emphasis on achieving its strategic objectives than its financial objectives.
C. Is one that has good alignment between its strategic objectives and its strategy.
D. Usually has an aggressive strategy and plan for growing its business.
E. Usually has an exceptionally bold and grandiose long-term objective—like becoming the dominant global market leader—and an unshakable commitment to concentrating its full resources and strategy on achieving that objective even if it takes 10 years or longer.
A. Are needed only in those areas directly related to a company's short-term and long-term profitability.
B. Need to be broken down into performance targets for each of its separate businesses, product lines, functional departments and individual work units.
C. Play the important role of establishing the direction in which it needs to be headed.
D. Are important because they help guide managers in deciding what the company's strategic intent should be.
A. For its operations as a whole and also for each of its separate businesses, product lines, functional departments and individual work units.
B. Because they give the company clear-cut strategic intent.
C. In order to unify the company's strategic vision and business model.
A. Entails addressing a series of hows: how to grow the business, how to please customers, how to outcompete customers, how to outcompete rivals, how to respond to changing market conditions, how to manage each functional piece of the business and develop needed competencies and capabilities and how to achieve strategic and financial objectives.
B. Is primarily an exercise in deciding which of several freshly-emerging market opportunities to pursue.
C. Is mainly an exercise that should be dictated by what is comfortable to management from a risk perspective and what is acceptable in terms of capital requirements.
A. Successful managerial efforts to develop a sound strategic vision.
B. Doing a very thorough job of strategic planning.
C. Involving as many company personnel as possible in the strategy-making process.
D. Crafting a strategy that mimics the best parts of the strategies of the industry leaders.
E. Doing things differently from competitors where it counts—out-innovating them, being more efficient, adapting faster—rather than running with the herd.
A. Primarily the responsibility of key executives rather than a task for a company's entire management team.
B. More of a collaborative group effort that involves, to some degree, all managers and sometimes key employees, as opposed to being the function and responsibility of a few high-level executives.
C. First and foremost the function and responsibility of a company's strategic planning staff.
A. Are found only at the vice-president level and above in most companies.
B. Are primarily located in the strategic planning departments of large corporations.
C. Are relatively rare because most strategy-making is done by the members of a company's board of directors.
D. Seldom exist within a functional department (e. g., marketing and sales) or in an operating unit (a plant or a district office) because these levels of the organization structure are well below the level where strategic decisions are typically made.
E. Extend throughout the managerial ranks and exist in every part of a companybusiness units, operating divisions, functional departments, manufacturing plants and sales districts.
A. Is really a collection of strategic initiatives and actions devised by managers and key employees up and down the whole organizational hierarchy.
B. Is subject to being changed much less frequently than either its objectives or its mission statement and thus serves as the base of its strategy-making pyramid.
C. Should be based on a flexible strategic vision and strategic intent.
D. Is customarily reviewed and approved level-by-level by the company board of directors.
E. Determines whether its strategic intent is proactive or reactive.
A. Corporate strategy and a group of business strategies (one for each line of business the corporation has diversified into)
B. Corporate or managerial strategy, a set of business strategies and divisional strategies within each business.
C. Business strategies, functional strategies and operating strategies.
D. Corporate strategy, business strategies, functional strategies and operating strategies.
E. Its diversification strategy, its line of business strategies and its operating strategies.
A. Business strategy, divisional strategies and departmental strategies.
B. Business strategy, functional strategies and operating strategies.
C. Business strategy and operating strategy.
D. Managerial strategy, business strategy and divisional strategies.
E. Corporate strategy, divisional strategies and departmental strategies.
A. Is orchestrated by the CEO and other senior corporate executives and focuses on how to create a competitive advantage in each specific line-of-business the total enterprise is in.
B. Is orchestrated by the CEO and other senior corporate executives and centers around the kinds of initiatives the company uses to establish business positions in different industries and efforts to boost the combined performance of the set of businesses the company has diversified into.
C. Concerns how best to allocate resources across the departments of each line of business the company is in.
A. The actions and approaches crafted by management to produce successful performance in one specific line of business.
B. What set of businesses to be in and why.
C. Selecting a business model to use in pursuing business objectives.
D. Selecting a set of stretch financial and strategic objectives for a particular line of business.
E. Choosing the most appropriate strategic intent for a specific line of business.