BU470 Strategic Management

 

BU470 Strategic Management

Ashworth College

 

BU470 Assignment 04

ASSIGNMENT 04

BU470 Strategic Management

Directions:  Be sure to make an electronic copy of your answer before submitting it to Ashworth College for grading.  Unless otherwise stated, answer in complete sentences, and be sure to use correct English spelling and grammar.  Sources must be cited in APA format.  Your response should be four (4) pages in length; refer to the "Assignment Format" page for specific format requirements.

 

Part A

 

The questions in Part A refer to the material discussed in Lesson 1 of this course. Respond to the following.

 

1.                  Describe the strategic management process. What does it mean to manage strategically?

 

2.                  Apply what you have learned in this lesson by reading the brief below and answer the questions that follow.

 

As the world's largest beauty products company, L'Oréal SA creates cosmetics, perfume, and hair and skin care items. However, as the global economy continued down a fluctuating and uncertain path, the French company found itself with stagnating sales. According to company officials, one contributing factor was higher raw materials costs that have hit many companies, including L'Oréal, which uses oil in its products and packaging. However, weak consumer demand and currency fluctuations played a major role in the sales slowdown. In an effort to reduce its dependence on mature consumer markets such as Europe and the United States, L'Oréal's strategy is to recruit millions of new consumers in emerging markets from Africa to Asia.

Sources: Based on C. Passariello, "Heiress Loses L'Oréal Family Fight," Wall Street Journal, October 18, 2011, p. B8; C. Passariello and Noémie Bisserbe, "Uncertainty Colors L'Oréal," Wall Street Journal, August 31, 2011, p. B4; and C. Passariello, "Sales Stagnate at L'Oréal," Wall Street Journal, July 13, 2011, p. B4.

 

a.       What do you think of L'Oréal's strategies in light of today's environment?

 

b.      How might strategic management be useful?

 

 

Part B

 

The questions in Part B refer to the material discussed in Lesson 2 of this course. Respond to the following.

 

1.      Describe the three major driving forces of the business environment.

 

2.      Explain the four major implications of these driving forces.

 

3.      Discuss the three critical factors for succeeding in the business environment.

 

4.      Apply what you have learned in this lesson by reading the brief below and answer the questions that follow.

 

As a pioneer of Internet TV, Hulu is one of the most-watched online video properties in the United States. Hulu operates a Web site that features video from more than 225 content providers. Offerings include TV shows from ABC, Fox, and NBC as well as from cable channels and films from studios including Sony and MGM. Most of the content is streamed free eight days after its broadcast debut. Viewers can watch shows earlier through a premium subscription service called Hulu Plus. Hulu.com attracts some 26 million visitors a month. Hulu is owned by entertainment and broadcasting powerhouses, including NBC Universal, Comcast, News Corp., and Walt Disney Co., and by a private equity firm. However, it now faces a challenging environment in which consumers have a growing number of options on where and how to access content. Hulu's owners had been exploring a sale of the online video venture but decided in late 2011 not to sell the company. Now they have to figure out what to do with it.

Sources: Based on S. Schechner, "Hulu Puts Owners in New Quandary," Wall Street Journal, October 17, 2011, p. B1; S. Schechner, "Hulu's Owners End Efforts to Sell Streaming-TV Website," Wall Street Journal, October 14, 2011, p. B3; S. Schechner and J. E. Vascellaro, "Hulu Reworks Its Script As Digital Change Hits TV," Wall Street Journal, January 27, 2011, pp. A1+; and A. Palazzo, "Hulu Says It Will Reach 1 Million Paid-User Goal in 3 Months," Bloomberg BusinessWeek Online, July 6, 2011.

 

a.       What do you think Hulu's owners should do now?

 

b.      What is it about this situation context that's so challenging?

 

c.       What type of resource(s) does Hulu have? Would you call it unique? Explain.

 

Part C

 

The questions in Part C refer to the material discussed in Lesson 3 of this course.

 

In Lesson 2 you discussed the industrial organization (I/O) and resource-based views (RBV) on competitive advantage. You now know that competition and competencies are both major organizational concerns. In Lesson 3 we take a closer look at how to conduct an external analysis of an organization's specific and general environments.

 

To demonstrate your understanding of external analysis, respond to the following.

 

1.      Describe an external analysis.

 

2.      Assess the benefits and challenges of doing an external analysis.

 

3.      Apply what you have learned in this lesson by reading the brief below and answer the questions that follow.

 

Digital technology has disrupted all types of industries—from financial services to recorded music. One industry that's seen a significant impact is the publishing industry. E-book sales have skyrocketed, and one publisher went so far as to predict that e-books could account for as much as 40 percent of total revenue by the end of 2012. Reading those e-books requires a device and the competition in the e-book device industry is fierce.

 

Amazon fired the first volley when it introduced the Kindle in November 2007. As with any new product, customers had to get used to the new technology, but once they did, the Kindles were on fire! Two years later, retailer Barnes & Noble introduced the Nook, a cheaper e-book device. Amazon responded by cutting the price of its cheapest Kindle. Three months later in January 2010, Apple introduced its iPad. Although it was a more expensive tablet, its functionality and options attracted a lot of attention and sales. In response, Barnes & Noble cut the price of its Nook, and Amazon again cut the price of the Kindle.

 

By September 2011, Amazon dropped Kindle's starting price to $79 and launched Kindle Fire. Then in November 2011, Barnes & Noble joined the tablet battle with its $249 Nook Tablet. And these are just the top three competitors. Other industry competitors include the Sony Reader and Endless Ideas' Be Book Neo. As the popularity of e-books continues to grow, the "reader wars" are likely to continue.

 

Sources: Based on J. A. Trachtenberg and M. Peers, "Barnes & Noble Seeks Next Chapter," Wall Street Journal, January 6, 2012, pp. A1+; J. Bosman and M. J. De La Merced, "Barnes & Noble Considers Spinning Off Its Nook Unit," IPO Offerings.com, January 5, 2012; M. Maxwell, "Barnes & Noble's Digital Strategy Gaining Traction," Wall Street Journal, August 31, 2011, p. B3; J. A. Trachtenberg, S. Schechner, and G. Chon, "B&N Vulnerable to Rivals: Amazon, Apple Loom as Bookseller's Takeover Offer Dies," Wall Street Journal Online, August 20, 2011; A. Flood, "Hardback Sales Plummeting in Age of the ebook," The Guardian, [guardian.co.uk], August 12, 2011; and J. Bosman, "Publishing Gives Hints of Revival, Data Show," New York Times Online, August 9, 2011.

 

a.       What affects the level of rivalry? Porter listed eight conditions that contribute to intense rivalry among existing competitors. Using the eight conditions, assess the level of current rivalry in this industry.

 

b.      Which of these eight conditions do you think are the most important to the level of current rivalry in this industry? Why?

 

c.       As the industry matures, do you think the intensity of rivalry will change? Explain.

 

Part D

 

The questions in Part D refer to the material discussed in Lesson 4 of this course.

 

As you learned in Lesson 3, performing an external analysis can provide information to be used in planning, decision making, and strategy formulation. Organizations that conduct external analysis are most successful when they combine this knowledge with a solid understanding of their internal strengths and weaknesses.

 

To demonstrate your understanding of internal analysis, respond to the following.

 

1.                  Define and present the characteristics of distinctive organizational capabilities.

 

2.                  Describe the criteria involved in judging organizational strengths and weaknesses.

 

3.                  Apply what you have learned in this lesson by reading the brief below and answer the question that follows.

 

The clothing industry isn't an easy one to compete and be successful in. However, VF Corporation has become one of the world's largest, most profitable clothing conglomerates by doing many things well. One thing the CEO did was buy languishing fashion brands and turn them into winners. How? By using VF's capabilities: state-of-the-art distribution, global buying power, and keen merchandising instincts. For instance, VF bought the North Face brand for a bargain price of $135 million, revamped its sourcing, distribution, and financial operations, and was able to nearly double sales over a five-year period. As one analyst said, "The North Face is a great example of what VF can do. For VF it was easy, and it's not easy for everybody."

Source: Based on, "VF Corporation: Company Profile," Datamonitor, December 30, 2011; A. J. Karr, "Global Growth Boosts VF Net," Women's Wear Daily, July 22, 2011, p. 2-1; R. Dodes, "VF Dresses Up Its Operations, Bucking Recession," Wall Street Journal, March 30, 2009, p. B3; and M. V. Copeland, "Stitching Together an Apparel Powerhouse," Business 2.0, April 2005, pp. 52–54.

 

a.       Which characteristics of distinctive capabilities does this illustrate? Explain.

 

 

 

 

BU470 Assignment 08

ASSIGNMENT 08

BU470 Strategic Management

Directions:  Be sure to make an electronic copy of your answer before submitting it to Ashworth College for grading.  Unless otherwise stated, answer in complete sentences, and be sure to use correct English spelling and grammar.  Sources must be cited in APA format.  Your response should be four (4) pages in length; refer to the "Assignment Format" page for specific format requirements.

 

Part A

 

The questions in Part A refer to the material discussed in Lesson 5 of this course.

 

As you learned in Lesson 1, managing strategically involves formulating strategic responses and putting them into action. In Lesson 2 you learned about functional strategies (also called operational strategies), competitive strategies (also called business unit strategies), and corporate strategies. Let's now discuss implementing strong competitive and functional strategies to exploit resources, capabilities, and core competencies.

 

Respond to the following:

 

1.                  What functional strategies does an organization need?

 

2.                  What might provide the basis upon which an organization decides on a competitive strategy?

 

3.                  Apply what you have learned in this lesson by reading the case below and answer the questions that follow.

 

There's no doubt that people like to watch movies, but how they watch those movies has changed. Although many people still prefer going to an actual movie theater, more and more are settling back in their easy chairs in front of home entertainment systems, especially now that technology has improved to the point where those systems are affordable and offer many of the same features as those found in movie theaters. Along with the changes in where people watch movies, how people get those movies has changed. For many, the weekend used to start with a trip to the video rental store to search the racks for something good to watch, an approach Blockbuster built its business on. Today's consumers can choose a movie by going to their computer and visiting an online DVD subscription and delivery site where the movies come to the customers—a model invented by Netflix.

 

Launched in 1999, Netflix's subscriber base grew rapidly. It now has more than 24.4 million subscribers and more than 100,000 movie titles from which to choose. "The company's appeal and success are built on providing the most expansive selection of DVDs, an easy way to choose movies, and fast, free delivery." A company milestone was reached in late February 2007, when Netflix delivered its one billionth DVD, a goal that took about seven-and-a-half years to accomplish— "about seven months less than it took McDonald's Corporation to sell one billion hamburgers after opening its first restaurant."

 

Netflix founder and CEO Reed Hastings believed in the approach he pioneered and set some ambitious goals for his company: build the world's best Internet movie service and grow earnings per share (EPS) and subscribers every year. In 2011, though, Hastings made a decision that had customers complaining loudly.

 

Netflix's troubles began when it announced it would charge separate prices for its DVDs-by-mail and streaming video plans. Then, it decided to rebrand its DVD service as Qwikster. Customers raged so much that Netflix reversed that decision and pulled the plug on the entire Qwikster plan. As Netflix regained its focus with customers, it was once again ready to refocus on its competitors. Success ultimately attracts competition. Other businesses want a piece of the market. Trying to gain an edge in how customers get the movies they want, when and where they want them, has led to an all-out competitive war. Now, what Netflix did to Blockbuster, Blockbuster and other competitors are doing to Netflix. Hastings said he has learned never to underestimate the competition. He says, "We erroneously concluded that Blockbuster probably wasn't going to launch a competitive effort when they hadn't by 2003. Then, in 2004, they did. We thought. . . well they won't put much money behind it. Over the past four years, they've invested more than $500 million against us."

 

Not wanting to suffer the same fate as Blockbuster (it filed for bankruptcy protection in 2010 and was sold to Satellite TV service provider DISH Network in 2011), Netflix is bracing for other onslaughts. In fact, CEO Hastings, defending his misguided decisions in 2011 said, "We did so many difficult things this year that we got overconfident. Our big obsession for the year was streaming, the idea that 'let's not die with DVDs.'" The in-home filmed entertainment industry is intensely competitive and continually changing. Many customers have multiple providers (e.g., HBO, renting a DVD from Red Box, buying a DVD, streaming a movie from providers such as Hulu, Apple, and Amazon) and may use any or all of those services in the same month. Video-on-demand and streaming are becoming extremely competitive. To counter such competitive challenges, Hastings is focusing the company's competitive strengths on a select number of initiatives. He says, "Streaming is the future; we're focused on it. DVD is going to do whatever it's going to do. We don't want to hurt it, but we're not putting much time or energy into it." Others include continually developing profitable partnerships with content providers, controlling the cost of streaming content, and even licensing its original series. In fact, it just licensed its first original series called "House of Cards" and starring Kevin Spacey.

 

With other companies hoping to get established in the market, the competition is intense. Does Netflix have the script it needs to be a dominant player? CEO Hastings says, "If it's true that you should be judged by the quality of your competitors, we must be doing pretty well."

 

Sources: S. Woo and I. Sherr, "Netflix Recovers Subscribers," Wall Street Journal, January 26, 2012, pp. B1+; J. Pepitone, "Netflix CEO: We Got Overconfident," CNNMoney.com, December 6, 2011; D. McDonald, "Netflix: Down, But Not Out," CNN.com, November 23, 2011; H. W. Jenkins, Jr., "Netflix Isn't Doomed," Wall Street Journal, October 26, 2011, p. A13; C. Edwards, "Netflix Drops Most Since 2004 After Losing 800,000 Customers," BusinessWeek.com, October 25, 2011; N. Wingfield and B. Stelter, "How Netflix Lost 800,000 Members and Good Will," New York Times Online, October 24, 2011; C. Edwards and R. Grover, "Can Netflix Regain Lost Ground," BusinessWeek.com, October 19, 2011; and R. Grover, C. Edwards, and A. Fixmer, "Can Netflix Find Its Future By Abandoning the Past?" Bloomberg BusinessWeek, September 26–October 2, 2011, pp. 29–30.

 

a.       Describe what you think Netflix's competitive strategy is using Miles and Snow's and Porter's frameworks. Explain each of your choices.

 

b.      What competitive advantage(s) do you think Netflix has? Have its resources, capabilities, or core competencies contributed to its competitive advantage(s)? Explain.

 

c.       How will Netflix's functional strategies have to support its competitive strategy? Explain.

 

d.      What do you think Netflix is going to have to do to maintain its competitive position, especially as its industry changes?

 

 

Part B

 

The questions in Part B refer to the material discussed in Lesson 6 of this course.

 

In Lesson 5 you learned about functional and competitive strategies, including how to implement these strategies to exploit resources, capabilities, and core competencies. It is now time to delve more deeply into corporate strategy, with special attention paid to growth strategies.

 

Respond to the following:

 

1.                  Indicate how corporate strategy is related to the other organizational strategies and describe each of the three (3) corporate strategic directions.

 

2.                  Access the following article using ProQuest, the Ashworth College online library:

 

Campbell outlines progress on strategies, sets stage for long-term growth. (2012, Jul 24). Business Wire Retrieved from https://ashworth.idm.oclc.org/login?url=http://search.proquest.com/docview/1027721081?accountid=45844

 

Respond to the following.

 

·         What are some of the growth strategies Campbell's will implement?

 

3.                  Provide two (2) other suggestions for growth strategies that Campbell's might utilize.

 

 

Part C

 

The questions in Part C refer to the material discussed in Lesson 7 of this course.

 

Respond to the following:

 

1.      Describe international strategy and why it's important.

 

2.      Explain the issues that arise as organizations go international.

 

3.      Describe the important international strategic decisions.

 

4.                  Apply what you have learned in this lesson by reading the case below and answer the questions that follow.

 

The Tata Group, based in Mumbai, India, is the largest conglomerate in that country. It holds the number 6 spot on the list of the world's most admired companies in the steel industry. Its latest revenues are estimated at $67.4 billion, of which 61 percent is from business outside India. Tata has more than 100 operating companies in seven main business groups doing business in 80 countries: chemicals, information systems and communications, consumer products, energy, engineering, materials, and services.

 

Its two largest businesses are Tata Steel and Tata Motors. Its Tata Tea, which owns the valued Tetley brand, also is one of the largest tea producers in the world. Ratan Tata, Tata Group's chairperson, has forged a strategy that encompasses the globe. In 1999, he issued a "clarion call to push outside India with acquisitions and exports." One of the company's executive directors recalled, "We didn't know what to expect, to be honest." Today, Tata controls many businesses ranging from Eight O'Clock Coffee Co. in the United Sates to the Taj Group of hotels, which took over management of the landmark Pierre Hotel on Central Park in New York City. Tata made its boldest global strategic push, however, in October 2006 when Tata Steel formally proposed buying British steelmaker Corus Group PLC for about $8 billion USD. Corus, which was formed by a merger of British Steel and Hoogovens, was three times the size of Tata Steel.

 

The buyout offer soon turned into a bidding war when Tata Group discovered another company, Companhia Siderúrgica Nacional of Brazil (CSN), was also preparing a bid and therefore upped its opening offer to $9.2 billion; CSN then raised the stakes by offering to pay $9.6 billion. A Tata Group spokesman said that the company's attempt to acquire Corus was "based on a compelling strategic rationale." Ratan Tata explained further by saying, "The revised terms deliver substantial additional value to Corus shareholders." The increased takeover bid did not impress investors as the company's share price fell 6 percent after the news was announced.

 

Analysts and investors both "expressed concern that Tata is overpricing Corus, whose operating costs are among the highest of any steel maker—something that would affect its profitability and its plans to expand in India." However, Ratan Tata knew that the acquisition could catapult Tata Steel from its mid-50s ranking in the global steel list to the sixth-largest industry competitor. He said, "Analysts were taking a short-term, harsh view of the deal. Hopefully, the market will look back and say it was the right move." By the end of January 2007, the U.K. Takeover Panel called an auction in order to end the bidding war and "presided over the contest that started on Tuesday, January 30." The "contest" continued for several hours until CSN pulled out. Tata Steel won its coveted prize for $12.2 billion—a 22 percent premium over what it had originally offered. That acquisition represented the latest consolidation in the global steel industry. The combined Tata-Corus can produce 25 million tons of steel a year. The deal also represented the largest foreign acquisition by an Indian company and made the diversified Tata Group the largest company in India. In 2008, Tata made an even bigger global splash, at least in terms of recognized consumer brand names. It acquired the Land Rover and Jaguar brands from Ford for an estimated $2.3 billion.

 

Tata's leaders believe the group "can survive on the world stage only by being both too big to beat and too good to fail." In December 2012, when Chairman Ratan Tata steps down, Cyrus Mistry will take over as chairman of Tata Group and he "faces the daunting challenge of steering a giant, increasingly multinational conglomerate of more than 100 companies through economic headwinds at home and abroad."

Sources: Based on Tata Group [www.tata.com], February 26, 2012; A. Sharma, "Tata's New Boss Faces Headwinds," Wall Street Journal, November 25, 2011, p. B1; A. Taylor III, "Tata Takes on the World," Fortune, May 2, 2011, pp. 86–92; G. Colvin, "The World's Most Admired Companies," Fortune, March, 21, 2011, pp. 109+; A. Graham, "Too Good to Fail," Strategy + Business Online, Spring 2010; and P. Wonacott and J. Singer, "Ratan Tata Builds Indian Behemoth Into Global Player," Wall Street Journal, October 7–8, 2006, pp. B1+.

 

a.       Discuss the advantages and drawbacks of going international using Tata Group's experiences.

 

b.      What strategic challenges do you think Cyrus Mistry might face as he guides his company?

 

c.       Using what you know about managing strategically, how might he respond to these challenges?

 

 

Part D

 

The questions in Part D refer to the material discussed in Lesson 8 of this course.

 

To round-out your understanding of the strategic management process, this lesson applied the concepts to entrepreneurial ventures and small businesses, as well as not-for-profit organizations. Demonstrate your knowledge of entrepreneurial ventures and small businesses by responding to the following:

 

1.                  Describe the overall approach to the strategic planning process in entrepreneurial ventures and small businesses.

 

2.                  Explain the advantages and disadvantages of strategic planning with entrepreneurial ventures and small businesses.

 

3.                  Apply what you have learned in this lesson by reading the case below and answer the questions that follow.

 

It all started with a simple plan to make a superior T-shirt. As special teams captain during the mid-1990s for the University of Maryland football team, Kevin Plank hated having to repeatedly change the cotton T-shirt he wore under his jersey as it became wet and heavy during the course of a game.1 He knew there had to be a better alternative and set out to make it. After a year of fabric and product testing, Plank introduced the first Under Armour compression product—a synthetic shirt worn like a second skin under a uniform or jersey. And it was an immediate hit! The silky fabric was light and made athletes feel faster and fresher, giving them, according to Plank, an important psychological edge. Dash/Shutterstock.com Today, Baltimore-based Under Armour (UA) is a $1.4 billion company.

 

In 16 years, it has grown from a college start-up to a "formidable competitor of the Beaverton, Oregon behemoth" (better known as Nike). The company has nearly 3 percent of the fragmented U.S. sports apparel market and sells products from shirts, shorts, and cleats to underwear. In addition, more than 100 universities wear UA uniforms. The company's logo—an interlocking U and A—is becoming almost as recognizable as the Nike swoosh. Starting out, Plank sold his shirts using the only advantage he had—his athletic connections. "Among his teams from high school, military school, and the University of Maryland, he knew at least 40 NFL players well enough to call and offer them the shirt." He was soon joined by another Maryland player, Kip Fulks, who played lacrosse. Fulks used the same "six-degrees strategy" in the lacrosse world. (Today, Fulks is the company's COO.) Believe it or not, the strategy worked. UA sales quickly gained momentum. However, selling products to teams and schools would take a business only so far. That's when Plank began to look at the mass market.

 

 

In 2000, he made his first deal with a big-box store, Galyan's (which was eventually bought by Dick's Sporting Goods). Today, almost 30 percent of UA's sales come from Dick's and The Sports Authority. But they haven't forgotten where they started, either. The company has all-school deals with 10 Division 1 schools. "Although these deals don't bring in big bucks, they deliver brand visibility . . ." So, what's next for Under Armour? At the end of 2011, revenues had increased 38 percent over the prior year. Sustaining those growth rates will be a challenge. Some potential growth areas include women's apparel, which only make up 25 percent of the company's apparel sales; footwear, which makes up only 12 percent of corporate sales, but only 1 percent of the $14 billion U.S. athletic footwear market; and global sales, which right now are only 6 percent of revenue. A telling sign of the company's philosophy is found over the doors of its product design studios: "We have not yet built our defining product."

 

a.       What examples of corporate strategies do you see in this mini-case?

 

b.      What strategic challenges do you think Kevin Plank must deal with?

 

 

 

Ashworth Semester Exam BU470 Strategic Management

BU47S : Strategic Management

Question 1

 As part of its training, most military academies teach the:

Nine Principles of War.

Seven Principles of Success.

Five Keys to Effectiveness.

Eight Steps to Efficiency.

 

Question 2

Which of the following is not a characteristic of strategic management that makes it different from other types of management?

It is interdisciplinary.

It has an external focus.

It has an internal focus.

It concerns the present direction of the organization.

 

Question 3

Imitability of a resource can occur through:

uplication.

exploitation.

substitution.

duplication and substitution.

 

Question 4

The traditional view of social responsibility states that:

corporations should exist only to represent the stockholders.

corporations must represent all stakeholder groups.

corporations should operate on the basis of their suppliers' interests.

corporations function as a measure of consumer behavior.

Question 5

The various studies of organizational environments can be summarized from the following perspective(s):

environment as a source of information.

environment as a source of resources.

environment as a source of power.

environment as a source of information and of resources.

                    

Question 6

Why is an internal analysis important?

It is the only way to assess an organization's competitive environment.

It is needed for making good strategic decisions.

It establishes organizational goals and objectives.

It assists in product positioning.

 

Question 7

In Mintzberg's typology, ________ is a way to differentiate.

price

adaptability

focus

niche

 

Question 8

A more dramatic response to a failing organization may be:

a joint venture strategy.

a turnaround strategy.

a vertical integration strategy.

a long-term contract.

 

Question 9

________ refers to the values and attitudes shared by individuals from a specific country that shape their behavior and their beliefs about what is important.

National culture

National values

International value systems

Global culture

 

Question 10

Public sector organizations are most affected by ________ constraints.

internal

external

efficiency

managerial

 

  

 

BU470 Week 1 Threaded Discussion

Evaluate the statement, "Strategic management isn't simply the responsibility of an organization's top managers."  Analyze the strategies that top managers can implement throughout the organization that would help would help support this statement.  What would be the outcomes?

 

 (260 words with 1 reference)

 

 

 

BU470 Online Exam 1 SCORE 100 PERCENT

Question 1

5 / 5 points

One strategic responsibility of managers and employees at other levels throughout the organization is:

Question options:

	strategy implementation.
	situation analysis.
	strategy formulation.
	developing the organization's vision.
Question 2		5 / 5 points

The board of directors in an organization:

Question options:

	plays a significant role in corporate governance.
	is responsible for the implementation of the organization's operating activities.
	serves in the role of executive management.
	is not an important part of the organization's strategic development.
Question 3		5 / 5 points

The academic discipline primarily responsible for the development of strategic management is:

Question options:

	accounting.
	economics.
	philosophy.
	anthropology.
Question 4		5 / 5 points

In the development of strategic management as a discipline, Alfred Chandler wrote the book:

Question options:

	<i>Corporate Strategy</i>.
	<i>The Teflon Leader</i>.
	<i>The Pursuit of Excellence</i>.
	<i>Strategy and Structure</i>.
Question 5		5 / 5 points

The emergence of strategic planning and strategic management dates back to the __________, when researchers began looking for explanations of organizational differences in performance and functioning.

Question options:

	1950s
	1960s
	1970s
	1980s
Question 6		5 / 5 points

An organization's __________ are its goal-directed plans and actions in which its capabilities and resources are matched with the opportunities and threats in its environment.

Question options:

	mission statements
	vision statements
	strategies
	objectives
Question 7		5 / 5 points

__________ differences are fundamental differences between countries that encompass traditions, history, religious beliefs, and deep-seated values.

Question options:

	Colonial
	Cultural
	Transnational
	Regional
Question 8		5 / 5 points

Strategic management affects all organizational members. However, the only issue that differs among organizational members is the:

Question options:

	stage of the strategic management process.
	scope of the individual's actions.
	development of the strategy.
	administrative impacts.
Question 9		5 / 5 points

__________ involves how a corporation uses its resources and protects stakeholders' interests.

Question options:

	Financial oversight
	Corporate governance
	Steering committee focus
	Corporate counsel
Question 10		5 / 5 points

Strategic __________ is the ability to anticipate, envision, maintain flexibility, think strategically, and work with others in the organization to initiate changes that will create a viable and valuable future for the organization.

Question options:

	awareness
	leadership
	thinking
	control
Question 11		5 / 5 points

__________ strategies are goal-directed plans and actions of the organization's functional areas.

Question options:

	Situational
	Business
	Competitive
	Operational
Question 12		5 / 5 points

An organization's strategy is its goal-directed decisions and actions in which its capabilities and resources are matched with the __________ in its environment.

Question options:

	internal and external financial controls
	opportunities and threats
	long-term issues
	sequential management process
Question 13		5 / 5 points

Globalization has created challenges because of the __________ that is necessary to make it work.

Question options:

	investment
	management
	openness
	staffing
Question 14		5 / 5 points

The organization type which first utilized strategy was the __________ organization.

Question options:

	entertainment
	military
	retail
	not-for-profit
Question 15		5 / 5 points

The basic activities of strategic management include:

Question options:

	offense, defense, and control.
	situation analysis, strategy formulation, strategy implementation, and strategy evaluation.
	strategy development, strategy control, and strategy management.
	ethics, management, and practice.
Question 16		5 / 5 points

__________ is/are the determination of the broad uses to which organizational resources will be deployed and the resolution of conflicts among the myriad participants in organizations.

Question options:

	Vision
	Mission
	Corporate governance
	Goals
Question 17		5 / 5 points

The __________ is an elected group that represents a company's shareholders.

Question options:

	board of directors
	senior management team
	steering committee
	corporate counsel
Question 18		5 / 5 points

Which of the following statements is NOT true regarding corporate strategies?

Question options:

	They are concerned with the broad and more long-term issues of the organization.
	They are concerned with how the organization is going to compete in a specific business or industry.
	They are concerned with the direction the organization is headed.
	They are concerned with the business(es) that the organization is in and the businesses they want to be in.
Question 19		5 / 5 points

In addition to expanding the role of board members, the Sarbanes-Oxley Act of 2002 also called for more disclosure and transparency of:

Question options:

	the corporate vision.
	the corporate mission.
	financial information.
	the balanced scorecard.
Question 20		5 / 5 points

Situation analysis involves the process of:

Question options:

	designing and choosing appropriate organizational strategies.
	analyzing the current environment of the organization.
	identifying external competitive threats.
	evaluating the internal aspects of the organization.

 

BU470 Online Exam 2 SCORE 95 PERCENT

Online Exam 2

 

Question 1

5 / 5 points

The __________ should elaborate a purpose for the organization.

Question options:

	vision
	competitive strategy
	mission
	strategy
Question 2		5 / 5 points

Purchasing and sending electronic greeting cards through a web site could represent a(n) __________ for a traditional greeting card company like Hallmark.

Question options:

	organizational change
	stable vision
	physical change
	product innovation
Question 3		5 / 5 points

Change agents are:

Question options:

	manipulators that facilitate change to improve an organization's revenue.
	those who initiate and oversee the change efforts.
	the leader who single-handedly is responsible for an organization's success through authoritarian leadership.
	All of the answer choices are correct.
Question 4		5 / 5 points

__________ is the ability to combine ideas in a unique way or to make unusual associations between ideas.

Question options:

	Resourcefulness
	Strategic focus
	Creativity
	Interactivity
Question 5		5 / 5 points

A __________ statement is a statement of what specific organizational units do and what they hope to accomplish.

Question options:

	vision
	strategy
	technology
	mission
Question 6		5 / 5 points

The United States Congress could represent the __________ form of stakeholders.

Question options:

	political action groups
	supplier
	government
	shareholder
Question 7		5 / 5 points

__________ include all financial, physical, human, intangible and structural/cultural assets used by an organization to develop, produce and deliver products or services to its customers.

Question options:

	Investments
	Capabilities
	Vulnerabilities
	Resources
Question 8		5 / 5 points

Capitalizing on information, people, ideas, and knowledge characterizes the implication of:

Question options:

	vanishing distance.
	reduced need for physical assets.
	compressed time.
	turbulent change.
Question 9		5 / 5 points

As you are studying your organization's context, it seems clear that the company will have to prepare itself for continual turbulence and change. Which of the following best describes the driving forces for change that could affect the company's future?

Question options:

	Reduced need for physical assets
	Vanishing distance and compressed time
	Increased vulnerability
	All of the answer choices are correct.
Question 10		5 / 5 points

__________ is defined as a structured transition in what an organization does and how it does it.

Question options:

	Strategy
	Strategic management
	Organizational change
	Globalization
Question 11		5 / 5 points

The competitive advantage perspective that focuses on structural forces within an industry, the competitive environment of firms, and how these influence competitive advantage is the __________ view.

Question options:

	industrial-organizational
	resource-based
	guerilla
	environmental
Question 12		5 / 5 points

Experiences, characteristics, and knowledge are all aspects that represent __________ resources.

Question options:

	financial
	intangible
	human
	structural
Question 13		5 / 5 points

Ms. Gibson has come up with the idea of offering free house painting if the job is not completed within the time agreed. Which of the following best describes the competitive advantage perspective that Ms. Gibson is proposing?

Question options:

	Resource-based view
	Guerilla view
	Industrial organization view
	Environmental view
Question 14		5 / 5 points

An organization's attempt at creating and sustaining a long-term competitive advantage can be disrupted through all of the following EXCEPT:

Question options:

	technological advances.
	market instability.
	government legislation.
	globalization.
Question 15		5 / 5 points

Which of the following best describes the competitive advantage perspective that looks at the impact of external factors?

Question options:

	Resource-based view
	Guerilla view
	Industrial organization view
	Environmental view
Question 16		5 / 5 points

Corporate social responsibility (CSR) is the obligation of __________ to make decisions and act in ways that recognize the interrelatedness of business and society.

Question options:

	society
	stakeholders
	community
	organizational decision makers
Question 17		5 / 5 points

The following are all components of an organizational vision EXCEPT:

Question options:

	a strong connection to the organization's core values and beliefs.
	strategy based on the results of a focus group.
	elaboration of a purpose for the organization.
	summary of the organization's operations or what it does.
Question 18		5 / 5 points

Which of the following factors is considered to make an organization's resources unique?

Question options:

	Durability
	Imitability
	Quality
	Efficiency
Question 19		5 / 5 points

The influence of globalization in managing strategically can be demonstrated in:

Question options:

	the global marketplace.
	global competition.
	the organization itself.
	global competitors and the global marketplace.
Question 20		0 / 5 points

All of the following are effects of the driving forces in the new business environment EXCEPT:

Question options:

	vanishing distance.
	globalization.
	compressed time.
	continual turbulence.  (Incorrect)

 

    

 

BU470 Week 3 Threaded Discussion

Analyze the eight conditions that Porter lists.  Which contribute to intense rivalry among competitors within an industry?

 

(319 words with 1 reference)

 

     

 

BU470 Online Exam 3 SCORE 100 PERCENT

Question 1

5 / 5 points

One of the biggest technological advancements to affect the organization in recent years is:

Question options:

	the ability of managers to control employees electronically.
	the ability of consumers to buy online.
	the introduction of hand-held personal computers.
	continuing computerization of an organization's activities.
Question 2		5 / 5 points

The Porter Five Forces model includes all of the following factors EXCEPT:

Question options:

	bargaining power of suppliers.
	threat of new entrants.
	threat of a decrease in research and development.
	threat of substitute products.
Question 3		5 / 5 points

An element of the environment as information perspective is:

Question options:

	environmental relevancy.
	environmental uncertainty.
	environmental currency.
	environmental texture.
Question 4		5 / 5 points

One challenge of conducting an external analysis is:

Question options:

	an external analysis can be time consuming.
	the environment might be changing more rapidly than you can keep up with.
	the internal analysis of the organization is very important to managing strategically.
	it is time consuming and the environment changes very rapidly.
Question 5		5 / 5 points

Organizations are __________ systems, which means they interact with and respond to their environment.

Question options:

	open
	organic
	adaptive
	external
Question 6		5 / 5 points

The law governing safe and hazard-free work environments is the:

Question options:

	Equal Employment Opportunity Act of 1972.
	Americans with Disabilities Act of 1990.
	Occupational Safety and Health Act of 1970.
	Civil Rights Act of 1991.
Question 7		5 / 5 points

Which of the following is NOT one of the five competitive forces?

Question options:

	Competition forms substitute products
	The threat of potential entry
	The strength of industry forces
	The bargaining power of buyers
Question 8		5 / 5 points

A supplier will have more bargaining power:

Question options:

	if it is able to provide the products that the industry is currently providing.
	if the supplier's product is an important input to the industry.
	if the supplier's products are differentiated or there are customer switching costs.
	All of the answer choices are correct.
Question 9		5 / 5 points

Demographic information can be obtained from all of the following sources EXCEPT the:

Question options:

	Economic Statistics Briefing Room.
	Current Population Survey.
	Statistical Abstract of the World.
	Statistical Yearbook.
Question 10		5 / 5 points

The generation of the postwar group was born between the years:

Question options:

	1912-1921.
	1922-1927.
	1928-1945.
	1965-1977.
Question 11		5 / 5 points

When organizations consider whether there are upcoming price increases in the products purchased by the industry, this issue refers to the __________ of the Porter Five Forces model.

Question options:

	bargaining power of buyers
	threat of potential entrants
	threat of substitute products
	bargaining power of suppliers
Question 12		5 / 5 points

A buyer will have less bargaining power if all of the following factors apply EXCEPT:

Question options:

	buyers have limited information.
	buyers face few switching costs.
	the products purchased are highly differentiated and unique.
	buyers purchase small volumes of the products.
Question 13		5 / 5 points

A challenge in conducting an external analysis is that:

Question options:

	forecasts aren't facts.
	brand loyalty is low.
	markets may be concentrated.
	markets may be fragmented.
Question 14		5 / 5 points

Which of the general environmental sectors is affected when minimum wage laws are changed?

Question options:

	Economics
	Demographics
	Sociocultural
	Political/legal
Question 15		5 / 5 points

One of the factors that shape the definition of exit barriers as factor(s) that keep companies competing in businesses, even when those businesses are failing, is __________ factors.

Question options:

	economic
	strategic
	emotional
	all of the above
Question 16		5 / 5 points

Recent census data showed that for the first time in the history of the United States there were more Americans over age __________ than under.

Question options:

	25
	30
	21
	19
Question 17		5 / 5 points

Managing __________ is an ongoing process.

Question options:

	emotionally
	strategically
	reactively
	cooperatively
Question 18		5 / 5 points

A manager who anticipates changes and plans for those changes can be referred to as a(n) __________ manager.

Question options:

	reactive
	socially responsible
	ethical
	proactive
Question 19		5 / 5 points

Uncertainty is determined by complexity and:

Question options:

	rate of change.
	access to information.
	difficulty of obtaining and controlling resources.
	competition.
Question 20		5 / 5 points

The __________ is a trade alliance among countries.

Question options:

	Global Union
	U.S. Economic Act of 1996
	Association of Southeast Asian Nations
	Consumer Product Safety Association

 

BU470 Week 5 Threaded Discussion

Analyze functional strategies and discuss the strategies that an organization needs.  Provide page numbers in the body of your discussion and a list of references at the end of your discussion in APA format.

 

(200+ words with 1 reference)

 

  

 

BU470 Online Exam 5 SCORE 99 PERCENT

Question 1

2.5 / 2.5 points

A capabilities assessment _______ is an in-depth evaluation of an organization's capabilities.

Question options:

	analysis
	profile
	formulation
	review
Question 2		2.5 / 2.5 points

All of the following constitute support activities except:

Question options:

	technological development.
	procurement.
	operations.
	human resource management.
Question 3		2.5 / 2.5 points

An internal analysis involves an examination of the organization's:

Question options:

	mission and vision.
	resources and capabilities.
	strategic objectives.
	functional and business strategies.
Question 4		2.5 / 2.5 points

The key to using a(n) ________ audit is to determine how well or poorly organizational functions are being performed.

Question options:

	internal
	capabilities
	strategic
	functional
Question 5		2.5 / 2.5 points

Core competencies cannot be a source of ________, but can contribute to the development of ________.

Question options:

	organizational goals; competitive advantage
	dynamic capabilities; internal analysis.
	competitive advantage; distinctive capabilities.
	distinctive capabilities; organizational goals
Question 6		2.5 / 2.5 points

________ are the regular, predictable, and sequential patterns of work activities performed by organizational members.

Question options:

	Organizational capabilities
	Accumulated knowledge
	Actual work activities
	Organizational routines and processes
Question 7		2.5 / 2.5 points

Special and unique capabilities that distinguish the organization from its competitors are called _______ organizational capabilities.

Question options:

	distinguished
	distinctive
	demonstrated
	delineated
Question 8		2.5 / 2.5 points

After a current product-market profile has been assessed, the next step is to

Question options:

	identify sources of competitive advantage and the disadvantage in the main product-market segments.
	emphasize the interactions between the organization and customers.
	conduct an external assessment of competitors.
	All of the answer choices are correct.
Question 9		2.5 / 2.5 points

Internal analysis is important for identifying and evaluating an organization's:

Question options:

	strengths and weaknesses.
	goals and objectives.
	distinctive offerings.
	mission and vision.
Question 10		2.5 / 2.5 points

The internal audit concentrates on the availability or lack of critical ________ and the level of ________.

Question options:

	capital; skills
	resources; capabilities
	financial resources; management
	skills; resources
Question 11		2.5 / 2.5 points

All of the following constitute primary activities except:

Question options:

	procurement.
	marketing and sales.
	outbound logistics.
	operations.
Question 12		2.5 / 2.5 points

All of the following reflect questions asked of the management function during the internal audit except:

Question options:

	Are jobs effectively designed?
	What is the level of employee turnover?
	Is the organization able to raise long-term capital?
	Does the organization effectively use work teams?
Question 13		2.5 / 2.5 points

Customer value is determined by:

Question options:

	a unique and different product.
	a low-priced product.
	the ability to respond to specific or distinct customer needs.
	All of the answer choices are correct.
Question 14		2.5 / 2.5 points

Southwest's capability of quick gate turnaround time and exceptional employee-customer interactions is known as:

Question options:

	a distinctive organizational capability.
	an exceptional opportunity.
	a superior customer value.
	a distinguished service.
Question 15		2.5 / 2.5 points

Which of the following are considered to be primary activities in a value chain analysis as outlined by Porter?

Question options:

	Inbound logistics
	Procurement
	Human resource management
	Firm's infrastructure
Question 16		2.5 / 2.5 points

Characteristics of dynamic capabilities include all of the following except:

Question options:

	timely responsiveness.
	reactive responsiveness.
	rapid and flexible product innovation.
	coordinating and deploying organizational resources and capabilities.
Question 17		2.5 / 2.5 points

The question, "Does the capability provide tangible customer benefits?" occurs under what step of the capabilities assessment profile which identifies distinctive organizational capabilities?

Question options:

	Sort the core capabilities and competencies according to strategic importance.
	Identify and agree on the key capabilities and competencies.
	Describe all the organizational capabilities and competencies.
	Prepare current product-market profile.
Question 18		1.25 / 2.5 points

The internal audit answers the questions of:

Question options:

	Do the various functions have the needed resources to perform their assigned work activities?
	How well do they perform these assigned work activities?
	What are the organization's primary opportunities and threats?
	possessing the needed resources and then performing assigned work activities.
Question 19		2.5 / 2.5 points

Performance of ________ activities would not be possible without ________ activities.

Question options:

	core; support
	primary; support
	support; primary
	strategic; support
Question 20		2.5 / 2.5 points

Resources that are lacking or deficient and that prevent the organization from developing a sustainable competitive advantage, are known as:

Question options:

	weaknesses.
	strengths.
	opportunities.
	threats.
Online Exam 5

 

Question 21

2.5 / 2.5 points

The ________ strategy is one in which an organization continually innovates by finding and exploiting new product and market opportunities.

Question options:

	prospector
	defender
	analyzer
	reactor
Question 22		2.5 / 2.5 points

Which of the following is a possible production-operations management strategy?

Question options:

	Selective specialization
	Inventory management systems
	User positioning
	Market logistics
Question 23		2.5 / 2.5 points

The ________ strategy is one in which an organization continually innovates by finding and exploiting new product and market opportunities.

Question options:

	prospector
	defender
	analyzer
	reactor
Question 24		2.5 / 2.5 points

One factor that would lead to high-performance work practices is

Question options:

	using contingent pay.
	forming problem-solving groups.
	conducting attitude surveys.
	All of the answer choices are correct.
Question 25		2.5 / 2.5 points

The marketing mix is commonly known as the

Question options:

	4Ps
	5Ps
	7Ss
	4Ss
Question 26		2.5 / 2.5 points

Which of the following is NOT a possible dimension for identifying strategic groups?

Question options:

	Units sold
	Price
	Quality
	Geographic scope
Question 27		2.5 / 2.5 points

Which of the following is included under the product functional strategies?

Question options:

	Supervision
	Management
	Marketing
	Leadership
Question 28		2.5 / 2.5 points

In Porter's cost leadership strategy, the main goal of the cost leader is to have the lowest ________ in the industry.

Question options:

	profits
	prices
	costs
	products
Question 29		2.5 / 2.5 points

The role of top-level decision makers in the strategic management process is to:

Question options:

	establish the overall operational goals.
	develop the overall goal that the organization hopes to achieve.
	establish functional strategies.
	supervise line managers.
Question 30		2.5 / 2.5 points

________ strategies are the short-term goal-directed decisions and actions of the organization's various functional areas.

Question options:

	Competitive
	Coordinating
	Corporate
	Functional
Question 31		2.5 / 2.5 points

Which of the following is NOT one of Miles and Snow's adaptive strategies?

Question options:

	Defender
	Prospector
	Cost leader
	Analyzer
Question 32		2.5 / 2.5 points

Which of the following is NOT a way to segment specialized market niches?

Question options:

	Price consciousness
	Geographical
	Type of customer
	Product line segment
Question 33		2.5 / 2.5 points

The ________ point(s) to the strategic issues organizational decision makers need to address in their pursuit of sustainable competitive advantage and high levels of performance.

Question options:

	portfolio analysis
	distinctive capabilities
	strengths
	SWOT analysis
Question 34		2.5 / 2.5 points

The two main support processes in an organization are:

Question options:

	production systems and marketing systems.
	procurement systems and HR systems.
	financial accounting systems and HR systems.
	information systems and financial accounting systems.
Question 35		2.5 / 2.5 points

When a company builds a profitable business by "stealing" ideas from other successful peers, it is following a(n) ________ strategy.

Question options:

	prospector
	defender
	analyzer
	reactor
Question 36		2.5 / 2.5 points

An organization's ________ strategies reflect its commitment to and treatment of its employees.

Question options:

	procurement
	corporate
	HR
	competitive
Question 37		2.5 / 2.5 points

________ is when organizations battle or vie for some desired object or outcome.

Question options:

	Competition
	Strategy
	Goal
	Objective
Question 38		2.5 / 2.5 points

Ms. James has decided to use a computerized order taking and fulfillment system in the new location for her retail shop. She is demonstrating her ability to give attention to which of the following strategies?

Question options:

	Marketing
	Human resources
	Information
	Financial-accounting
Question 39		2.5 / 2.5 points

Designing which of the following systems involves making sure we have the information we need, when the information is needed, and in the form needed?

Question options:

	Marketing
	Human resources
	Information
	Financial-accounting
Question 40		2.5 / 2.5 points

________ refer(s) to the process of creating and providing goods and services.

Question options:

	Marketing
	Production-operations
	High-performance work practices
	Information system

 

  

 

BU470 Week 6 Threaded Discussion

Compare and contrast the three approaches to defining an organization's competitors. Which one of these approaches do you think is the most useful and why? Why are these important? Provide page numbers in the body of your discussion and a list of references at the end in APA format. 

 

(271 words with 1 reference. Also, response to one student's post is given which may be helpful).

 

 

BU470 Online Exam 7 SCORE 98 PERCENT

Question 1

2.5 / 2.5 points

Which of the following is NOT one of Miles and Snow's adaptive strategies?

Question options:

	Defender
	Prospector
	Cost leader
	Analyzer
Question 2		2.5 / 2.5 points

In Porter's cost leadership strategy, the main goal of the cost leader is to have the lowest ________ in the industry.

Question options:

	profits
	prices
	costs
	products
Question 3		2.5 / 2.5 points

________ refer(s) to the process of creating and providing goods and services.

Question options:

	Marketing
	Production-operations
	High-performance work practices
	Information system
Question 4		2.5 / 2.5 points

If Mr. Carol wanted to introduce high-performance work practices in his organization, which of the following practices would he adopt?

Question options:

	Centralized decision making
	Fixed job assignments
	Limited communication
	Self-managed work teams
Question 5		2.5 / 2.5 points

When an organization competes by providing unique products with features that customers value, perceive as different, and are willing to pay a premium price for, it is using a strategy of:

Question options:

	cost leadership.
	focus.
	differentiation.
	niche.
Question 6		2.5 / 2.5 points

Which of the following is a possible production-operations management strategy?

Question options:

	Selective specialization
	Inventory management systems
	User positioning
	Market logistics
Question 7		2.5 / 2.5 points

The ________ point(s) to the strategic issues organizational decision makers need to address in their pursuit of sustainable competitive advantage and high levels of performance.

Question options:

	portfolio analysis
	distinctive capabilities
	strengths
	SWOT analysis
Question 8		2.5 / 2.5 points

The ________ works hard to establish brand loyalty.

Question options:

	differentiator
	cost leader
	defender
	reactor
Question 9		2.5 / 2.5 points

The marketing mix is commonly known as the

Question options:

	4Ps
	5Ps
	7Ss
	4Ss
Question 10		2.5 / 2.5 points

The role of top-level decision makers in the strategic management process is to:

Question options:

	establish the overall operational goals.
	develop the overall goal that the organization hopes to achieve.
	establish functional strategies.
	supervise line managers.
Question 11		2.5 / 2.5 points

________ is when organizations battle or vie for some desired object or outcome.

Question options:

	Competition
	Strategy
	Goal
	Objective
Question 12		2.5 / 2.5 points

Francesca has had a higher than desirable level of server turnover in her restaurant. She decided that she needs to pay better attention to which strategies?

Question options:

	Marketing
	Human resources
	Information
	Financial-accounting
Question 13		2.5 / 2.5 points

The ________ strategy is one in which an organization continually innovates by finding and exploiting new product and market opportunities.

Question options:

	prospector
	defender
	analyzer
	reactor
Question 14		2.5 / 2.5 points

Which of the following is included under the product functional strategies?

Question options:

	Supervision
	Management
	Marketing
	Leadership
Question 15		2.5 / 2.5 points

When a company builds a profitable business by "stealing" ideas from other successful peers, it is following a(n) ________ strategy.

Question options:

	prospector
	defender
	analyzer
	reactor
Question 16		2.5 / 2.5 points

Designing which of the following systems involves making sure we have the information we need, when the information is needed, and in the form needed?

Question options:

	Marketing
	Human resources
	Information
	Financial-accounting
Question 17		2.5 / 2.5 points

One of the two strategic decisions most associated with the organization's information system is:

Question options:

	optimum equity mix.
	creating an approved vendor list.
	selecting the correct marketing mix.
	the choice of system technology.
Question 18		2.5 / 2.5 points

One factor that would lead to high-performance work practices is

Question options:

	using contingent pay.
	forming problem-solving groups.
	conducting attitude surveys.
	All of the answer choices are correct.
Question 19		2.5 / 2.5 points

Product design strategies typically involve an organization's ________ functional area.

Question options:

	finance
	R&D
	accounting
	HR
Question 20		2.5 / 2.5 points

The ________ strategy is one in which an organization continually innovates by finding and exploiting new product and market opportunities.

Question options:

	prospector
	defender
	analyzer
	reactor
Online Exam 7

 

Question 21

2.5 / 2.5 points

Efficiency is:

Question options:

	the organization's ability to complete or reach goals.
	a specific measure, typically used in the production-operations-manufacturing area, of how many inputs it took to produce outputs.
	the ability of the organization to minimize the use of resources in achieving organizational goals.
	the search for the best practices from other leading organizations.
Question 22		2.5 / 2.5 points

One of the risks associated with a horizontal integration strategy is:

Question options:

	a potential violation of antitrust laws.
	exponential growth.
	increased market exposure.
	increase in sales.
Question 23		2.5 / 2.5 points

The types of renewal strategies include:

Question options:

	retrenchment strategy.
	turnaround strategy.
	diversification strategy.
	retrenchment and turnaround strategies.
Question 24		2.5 / 2.5 points

The ________ strategy is one in which the organization maintains its current size and current level of business operations.

Question options:

	stability
	concentration
	diversification
	backward integration
Question 25		2.5 / 2.5 points

Examples of portfolio analyses include:

Question options:

	the BCG matrix.
	the McKinsey-GE stoplight matrix.
	the product-market evolution matrix.
	All of the answer choices are correct.
Question 26		2.5 / 2.5 points

Diversifying into a completely different industry from the organization's current operations is referred to as:

Question options:

	concentric diversification.
	vertical diversification.
	conglomerate diversification.
	horizontal diversification.
Question 27		2.5 / 2.5 points

One of the major disadvantages of the McKinsey matrix is that of:

Question options:

	simplicity.
	uniqueness.
	subjectivity.
	All of the answer choices are correct.
Question 28		2.5 / 2.5 points

Related diversification is ________ unrelated diversification.

Question options:

	less effective than
	more effective than
	just as effective as
	less profitable than
Question 29		2.5 / 2.5 points

A business unit with low relative market share and low industry growth rate is referred to as a:

Question options:

	dog.
	cash cow.
	cat.
	question mark.
Question 30		0 / 2.5 points

All of the following are reflective of restructuring efforts except:

Question options:

	spin-off.
	liquidation.
	reengineering.
	cost cutting.
Question 31		2.5 / 2.5 points

The _______ strategy establishes the overall direction that the organization hopes to go.

Question options:

	business
	functional
	corporate
	competitive
Question 32		2.5 / 2.5 points

The main causes of corporate performance include all the following except:

Question options:

	inadequate financial controls.
	uncontrollable costs or too high costs.
	new competitors.
	underexpansion or too slow growth.
Question 33		2.5 / 2.5 points

A concentration strategy:

Question options:

	does not enable an organization to become very good at what it does.
	cannot cause the organization to become vulnerable to industry and other external environmental shifts.
	allows the firm to diversify into new industries.
	is a growth strategy in which the organization concentrates on its primary line of business and looks for ways to meet its growth objectives through expanding its activities or operations in its core business.
Question 34		2.5 / 2.5 points

________ are usually "friendly."

Question options:

	Mergers
	Acquisitions
	Takeovers
	Buyouts
Question 35		2.5 / 2.5 points

Developing different uses for a product is an example of a ________ concentration option.

Question options:

	product-market diversification.
	market development
	product-market exploitation
	product development
Question 36		2.5 / 2.5 points

Mr. Wilson is thinking about concentrating on his primary line of business, Italian furniture, and looking for ways to meet its growth goals by expanding its core business. Which of the below strategies is Mr. Wilson following here?

Question options:

	International
	Vertical integration
	Diversification
	Concentration
Question 37		2.5 / 2.5 points

Both the product-market evolution and McKinsey matrices have the disadvantage of:

Question options:

	simplicity.
	complexity.
	individuality.
	subjectivity.
Question 38		2.5 / 2.5 points

Mr. Wilson, a successful importer of Italian furniture, is considering combining operations by exchanging stock with a competitor, Italian Delights, to create a new store, Supremo Italiano. Which of the following growth strategies is Mr. Wilson following here?

Question options:

	Merger
	Acquisition
	Hostile takeover
	Internal development
Question 39		2.5 / 2.5 points

Starting a business from the ground up is referred to as:

Question options:

	product development.
	market development.
	strategic development.
	internal development.
Question 40		2.5 / 2.5 points

A long-term contract is usually an agreement between:

Question options:

	two organizations in the same industry.
	an organization and its suppliers.
	two organizations in unrelated industries.
	a domestic and international organization.

 

BU470 Online Exam 8 SCORE 100 PERCENT

Question 1

5 / 5 points

Which of the following is not one of the unique strategies that have been developed for not-for-profit organizations in order to cope with changing environmental conditions?

Question options:

	Cause-related marketing
	Not-for-profit marketing alliances
	Licensing
	Direct investment
Question 2		5 / 5 points

Research on community arts organizations has indicated that Porter's strategies of ________ are utilized.

Question options:

	cost leadership, innovation, and focus
	differentiation and focus
	innovation and focus
	cost leadership, differentiation, and focus
Question 3		5 / 5 points

The not-for-profit marketing alliance is an extension of:

Question options:

	mergers and acquisitions.
	divestment.
	cause-related marketing.
	licensing.
Question 4		5 / 5 points

Which of these is NOT a characteristic of entrepreneurial ventures?

Question options:

	Little impact on industry
	Innovative practices
	Pursue opportunities
	Have growth and profitability as main goals
Question 5		5 / 5 points

Charles Hanson just opened Chuck's Bikes and Trikes, a motorcycle repair facility. Charles has 25 employees even though the repair facility is located in a small rural town. Chuck's Bikes and Trikes is an example of:

Question options:

	an entrepreneurial venture.
	a small business.
	an innovative business.
	All of the answer choices are correct.
Question 6		5 / 5 points

Small businesses are independent businesses that have fewer than ________ employees.

Question options:

	100
	200
	300
	500
Question 7		5 / 5 points

An example of a cause-related NFP is:

Question options:

	Camp Fire.
	the University of Minnesota.
	Save the Whales.
	Bill and Melinda Gates Foundation.
Question 8		5 / 5 points

A strategic advantage of entrepreneurial ventures/small businesses over large businesses is:

Question options:

	economics of scale.
	flexibility.
	marketing options.
	distribution.
Question 9		5 / 5 points

An alliance in which the not-for-profit organization proposes and initiates the partnership is referred to as:

Question options:

	a not-for-profit marketing alliance.
	cause-related marketing.
	effect-related marketing.
	licensing.
Question 10		5 / 5 points

To evaluate strategy, there must be a connection between the evaluation and the ________ of the not-for-profit organization.

Question options:

	revenues
	goals
	objectives (moderate)
	goals and objectives
Question 11		5 / 5 points

Small businesses and entrepreneurial ventures are the driving force of change in the process of:

Question options:

	market positioning.
	strategic positioning.
	creative destruction.
	competitor interrelationships.
Question 12		5 / 5 points

According to the Global Entrepreneurship Monitor (GEM) 2011 report, there are more than ________ million entrepreneurs in the 54 countries covered.

Question options:

	25
	36
	400
	250
Question 13		5 / 5 points

All of the following are part of the strategic management process for small businesses except:

Question options:

	strategy analysis.
	strategy formation.
	strategy evaluation.
	strategy implementation.
Question 14		5 / 5 points

Small businesses account for ________ percent of the private sector output.

Question options:

	10
	20
	25
	50
Question 15		5 / 5 points

The strategic management process differs for small businesses and entrepreneurial ventures when compared to larger organizations because small businesses and entrepreneurial ventures have:

Question options:

	inexperienced managers.
	limited resources.
	smaller organizational objectives.
	low growth potential.
Question 16		5 / 5 points

A business that is characterized by innovative strategic practices and which has as its main goals profitability and growth is called:

Question options:

	a small business.
	an entrepreneurial venture.
	strategically positioned.
	a cash cow.
Question 17		5 / 5 points

Both public sector and not-for-profit organizations must develop a ________ to ensure their continued existence.

Question options:

	competitive advantage
	strong management pool
	lobbying group
	link with companies
Question 18		5 / 5 points

Chuck Hanson encourages his employees to come with new ideas and ways to do business to replace existing practices. This process is called:

Question options:

	destructive creativity.
	innovation.
	creative destruction.
	applied creativity.
Question 19		5 / 5 points

A strategic partnership between a not-for-profit organization and a corporate partner is referred to as:

Question options:

	licensing.
	strategic piggybacking.
	a not-for-profit marketing alliance.
	cause-related marketing.
Question 20		5 / 5 points

All of the following organizations are examples of social service NFPs except:

Question options:

	Junior League.
	American Red Cross.
	Mothers Against Drunk Drivers.
	Academy of Management.