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hi friend;

please let me know if you can do this for $30. i need it by thursday before midnight. if $30 isn't feasible no worries but i am afraid i cannot go higher. thank you kindly.

1. strategic management is about gaining and maintaining competitive advantage.


2. which of the following is not one of the benefits offered by strategic management?

a. helps managers to make intuitive decisions
b. provides an objective view of management problems
c. minimizes the effects of adverse conditions and changes
d. allows for the identification, prioritization and exploitation of opportunities
c. none of the above

3. which of the following is not one of the conditions that cause high rivalry among competing firms?

a. high number of competing firms
b. when consumers can switch brands easily
c. when rivals have excess capacity
d. potential development of substitute products.
e. none of the above.

4. the mission statement answers the question “what do we want to become?”


5. strategic management is a highly interactive process that requires effective coordination among management, marketing, finance, production, r&d and mis managers.


6. the resources-based view approach to competitive advantage contends that internal resources are more important for a firm than external factors in achieving and sustaining competitive advantage.


7. strategic fit exists when the value chains of different businesses present opportunities for cross-business resource transfer.


8. which of the following is not one of the reasons a company may opt to expand outside its domestic market?

a. to gain to new customers.
b. to achieve higher costs through economies of scale.
c. to further exploit its core competencies.
d. to gain access to resources and capabilities.

9. a green-ocean strategy is based on discovering or inventing new industry segments that create altogether new demand.


10. which of the following is not one of the issues or problems that managers have to wrestle with?

a. whether to expand the company’s product line.
b. what to do about deteriorating buyer interest in substitute products.
c. how to combat the price discounting of rivals.
d. whether to reposition the company.

11. a company’s value chain identifies the secondary activities that create customer value.


12. in most companies, crafting and executing strategy is the sole responsibility of the ceo.


13. which of the following is not one of the distinguishing features of best-cost provider?

a. value-conscious buyers.
b. ability to offer better goods at attractive prices.
c. build in appealing attributes assorted features; better quality, not best.
d. build in whatever differentiating features buyers are willing to pay for.

14. every action a company takes can be interpreted as a statement of what it stands for.


15. a company’s business strategy sets forth the economic logic for making a profit.


16. which of the following is not one of the four most frequently used and dependable strategic approaches to setting a company apart from rivals?

a. aiming to offer the best prices for differentiated goods.
b. focusing on a broad niche.
c. striving to be the industry’s low-cost provider.
d. outcompeting rivals on the basis of differentiating features.

17. which of the following is not considered as a tangible resource?

a. equipment
b. patents
c. control systems
d. trademarks

18. which of the following is not one of the disadvantages for being a first-mover?

a. when property rights protection thwart rapid imitation.
b. when market uncertainties make it difficult to ascertain what will eventually succeed.
c. when the products of an innovator are somewhat primitive.
d. when pioneering is more costly than imitating.

19. which of the following is not one of the three tests that can be applied to determine whether a strategy is a winning strategy?

a. the fit test
b. the goodness test
c. the competitive advanatge test
d. the performance test

20. a functional structure is a decentralized structure.


21. which of the following is not one of the five factors that make an alliance “strategic” as opposed to just a convenient business arrangement?

a. it helps open up important new market opportunities.
b. it increases the bargaining power of alliance members.
c. it helps build a core competence.
d. it increases risks to a company.

22. the biggest risk of being a best-cost provider is getting squeezed between the strategies of firms using low-cost and high-end differentiation strategies.


23. which of the following is not one of the most common drivers of industry change?

a. technological change.
b. increasing costs of labor.
c. increasing globalization.
d. entry or exit of major firms.

24. a company’s values statement and code of ethics communicate expectations of how employees should conduct themselves in the workplace.


25. which of the following is not one of the guidelines company’s should use in designing and administering a reward system that is tied to good strategy execution?

a. administer the reward system loosely.
b. ensure that the performance targets each individual or team is expected to achieve involve
outcomes that the individual or team can personally affect.
c. have incentives that extend to all managers and all workers.
d. make the financial incentives a major, not minor, piece of the total compensation package.

26. horizontally integrated companies are often slow to embrace more efficient production methods when saddled with older facilities.


27. a low-cost leader’s basis for competitive advantage is lower overall costs than competitors.


28. superior intellectual capital is an example of a strength in the swot analysis.


29. strategic group mapping is a technique for displaying the different market or competitive positions that rival firms occupy in the industry.


30. which of the following is not a barrier for new entrants into an industry?

a. sizeable economies of scale.
b. high capital requirements.
c. restrictive government policies.
d. significant cost disadvantages held by existing firms.

31. the balanced scorecard is a tool that is used to help a company achieve its financial objectives by linking them to specific strategic objectives.


32. a core competence is a competitively important activity that a company performs better than its rivals.


33. restructuring refers to overhauling and streamlining the activities of a business.


34. an international strategy always takes a standardized, integrated approach to producing, packaging, selling and delivering the company’s products and services worldwide.

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