Select best answer:

1. The process of effectively managing a company's strategy-making process to create competitive advantage is called:

a. Strategic Leadership

b. Competitive decisions

c. Realistic Management

d. Functional level strategies

2. To achieve superior responsiveness to customers requires that the company:

a. Achieves superior investments

b. Achieves superior efficiency

c. Achieves superior stakeholders' commitment.

d. Achieve stockholders' satisfaction.

3. Wal-Mart's sores produced superior performance from 1994 to 2003, as a result of:

a. It has enjoyed a competitive advantage over its rivals.

b. It has enjoyed a competitive disadvantage over its rivals.

c. It has increased manager's compensations among its competitors.

d. It has provoked a decrease on Sears operations around the world.

4. Its one of the management principals that is not suggested by the Game Theory:

a. Know thy the rival.

b. Pursue the dominant strategy of your competitor.

c. Look forward and reason back.

d. Remember that strategy can alter the payoff structure of the game.

5. The process which goal is to understand the opportunities and threats conforming the firm is:

a. Strategy deflection.

b. Strategy argumentation.

c. Strategy formulation.

d. Strategy implementation.

6. It is not one of the main approaches toward market segmentation:

a. A company might choose to target just one or two market segments.

b. A company can choose to recognize the differences between customers groups.

c. A company might decide to participate in social responsibility.

d. A company might choose to ignore differences and make a product targeted at the average or typical customer.

7. In strategic group analysis managers do one of the following:

a. Identify the best practices in Human Resources

b. Identify and chart the business model =s and the business-level their industry rivals are pursuing

c. Fine-tune their compensation packages

d. Determine which strategies are suitable for the global market.

8. Which of the following is not part of the three-step process of internal analysis?

a. Managers must understand the process by which companies create value for their customer and profit for themselves.

b. Managers must understand the process by which companies create or find their investors for themselves.

c. Manages must be able to analyze the sources of the company's competitive advantage to identify profit & opportunities.

d. Managers needs to understand how important superior efficiency, innovation, quality, and responsiveness to customers are creating value and generating high profits.

9. The four main strategies a company can pursue when demand is failing:

a. Leadership, niche, harvest and remain strategies

b. Leadership, shrink, harvest and divestment strategies

c. Leadership, niche, remain and divestments strategies

d. Leadership, niche, harvest and divestments strategies

10. Metrics to measure quality goals and incentives that emphasize quality are needed for a company to:

a. Achieve superior quality

b. Achieve high investments ratios

c. Achieve distinctiveness

d. Achieve effectiveness

11. The four main building blocks of competitive advantages are:

a. Company's ownership, customer responsiveness, innovation and the quality the product and service offering.

b. Company's efficiency, customer responsiveness, innovation and the quality the product and service offering.

c. Company's stockholders, customer responsiveness, innovation and the quality the product and service offering.

d. Company's location, customer responsiveness, innovation and the quality the product and service offering.

12. The process by which managers select & implement a set of strategies with aim to reach competitive advantage is called:

a. Strategy-making process

b. Strategy-formulation process

c. Reliability-coverage process

d. Competition process

13. One of the factors of durability of a company's competitive advantage is

a. The general level of the nation's environment

b. The capability of the shareholders inversion.

c. The capability of competitors to not to innovate

d. The height of barriers to imitation.