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Str 581 week 3 quiz (all correct)

STR 581 Strategic Planning and Implementation week 3 Quiz (all correct) This is a method of comparing the way a […]

STR 581 Strategic Planning and Implementation week 3 Quiz (all correct)
This is a method of comparing the way a company performs a specific activity with a competitor, potential competitor, or company doing the same thing.
 

Imitating
Value chain analysis
Benchmarking
Vertical integration

2

Companies committed to this process attempt to isolate and identify where their costs or outcomes are out of line with what they identify as the best practices of competitors or other companies or organizations that undertake similar tasks.
 

Imitating
Vertical integration
Disaggregating
Benchmarking

3

One of the limitations of SWOT analysis is that it can do this to a single strength or element of strategy.
 

Overemphasize
Misrepresent
Rationalize
Underemphasize

4

This structure is one in which a set of relatively autonomous units are governed by a central corporate office but where each operation has its own functional specialists who provide products or services that are different from those of other operations.
 

Divisional organizational structure
Matrix organizational structure
Product-team structure
Functional organizational structure

5

In VCA, which method of cost accounting is preferred?
 

Value-based cost accounting
Financial cost accounting
Traditional cost accounting
Activity-based cost accounting

6

Once a hypothesis about competitive advantage has been developed by a firm through three circles analysis, it should be tested by
 

conducting a value chain analysis
asking the Board of Directors
asking customers
asking a panel of experts

7

Today, global means

locating operations in numerous countries
getting resources and talent from around the globe and selling worldwide
selling goods in overseas markets
using resources from other markets

8

This is an internal analysis technique wherein strategists examine customers’ needs, company offerings, and competitors’ offerings to more clearly articulate what their company’s competitive advantage is and how it differs from those of competitors.
 

Resource-based view
Three circles analysis
SWOT analysis
Value chain analysis

9

Which of the following is an example of a primary activity in the typical firm?
 

Human resources management
General administration
Logistics
Research, technology and systems development

10

One of the limitations of the SWOT analysis is that it can be

simple
complex
static
dynamic

11

Twenty-first-century corporations reflect
 

structured interaction
internal focus
the top-down approach
interdependency

12

These are arrangements between two or more companies in which they both contribute capabilities, resources, or expertise to a joint undertaking, usually with an identity of its own, with each firm giving up overall control in return for the potential to participate in and benefit from the relationship.
 

Joint ventures
Strategic alliances
Contractual diversification
Outsourcing agreements

13

This is an organization structure most notable for its lack of structure wherein knowledge and getting it to the right place quickly is the key reason for the organization.
 

Learning organization
Ambidextrous organization
Joint venture
Modular organization

14

The first step of this type of analysis involves a firm determining what their customers value and why they value it.
 

Three circles analysis
Value chain analysis
Resource-based view
SWOT analysis

15

The structure of a simple organization
 

slightly increases the owner’s(s’) control
maximizes the owner’s(s’) control
minimizes the owner’s(s’) control
limits the owner’s(s’) control

16

Value chain analysis takes a
 

corporate point of view
process point of view
horizontal point of view
functional point of view

17

This type of organizational structure combines the advantages of functional specialization with the advantages of product-project specialization.
 

Product-team structure
Specialization business
Divisional organization
Matrix structure

18

This type of organization or structure is one that identifies a set of business capabilities central to high-profitability operations and then builds a virtual organization around those capabilities.
 

Ambidextrous organization
Virtual structure
Agile organization
Modular organization

 

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