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Business Strategy
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Subject
:
business-skills
Instructions:
Answer 50 questions in 15 minutes.
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Match each statement with the correct term.
Don't refresh. All questions and answers are randomly picked and ordered every time you load a test.
This is a study tool. The 3 wrong answers for each question are randomly chosen from answers to other questions. So, you might find at times the answers obvious, but you will see it re-enforces your understanding as you take the test each time.
1. Scheduling problems are largely resolved - and staffing and organizational culture begin to stabilize. Policies - procedures and rules are formalized and communicated to all employees. Training gains added emphasis in this phase to maintain flexibi
Mission Statement
Quantitative Analysis
Economizing
Maturity
2. Corporation that owns the majority of voting shares of other companies - but that allows the other companies to operate as independent entities.
Holding company
mentality of a MNC manager
Related diversification
SWOT Analysis
3. It refers to relocation of processes or functions from a home country to another country and it appeals to organization for cost saving.
Off shoring
Vertical diversification
Outsourcing
Systematic risk
4. A merger or acquisition where there is some similarity of industry and/or value chain between the corporation and the company it seeks to acquire.
CLO
Related diversification
Strategic Planning Phase
differentiation
5. When a corporation can take synergistic advantage of relationships with suppliers and/or customers in making an acquisition.
Management Functions
Critical success factors
Market fit
efficiency frontier
6. High-yield debt that is rated below investment grade at the time of purchase. These bonds have a higher risk of default - but typically pay higher yields than better quality bonds in order to make them attractive to investors. Typically issued by bu
Junk bond
functional benchmarking
Management Functions
Organizing
7. The underlying principles that guide an organization's strategy
international strategy
internal benchmarking
Core Values
value creating operations in the value chain of operation
8. Cost savings accomplished by operating combined companies more efficiently.
Economizing
Horizontal diversification
STEEP
primary activities of a business
9. 1 Strategies are reviewed 2 Performance towards objective is measured 3 Corrective action is taken
Strategy Evaluation
Management fit
Operations
Quantitative Analysis
10. 1 Cost Benefit Analysis 2 Return On Investment 3 Breakeven Analysis 4 Financial Statement Analysis
Factors that affect external environment
Maturity
Financial Measures
Market Penetrati
11. 1 Historical Data (HR records - census records) 2 Benchmarking and best practices reports 3 Purchased Data ( Gallup or Roper data) 4 Professional Journals - Books - and other media 5 Secondhand reports (grapevine reports)
Internal Benchmarks
Secondary Research
Market fit
Diversification
12. A process and goal: the process: choices regarding acquiring and using scared resources: the goal: maintain and achieving a unique and valuable position in the international market
functional benchmarking
STEEP
international strategy
Corporate governance
13. A process or function previously performed by an organization is transferred to a separate entity. The workers now performing this function are not employees of the organization but they are employees of entity to whom the work is given.
Business Case
Outsourcing
Resources leverage
Takeover
14. Private (nonpublic) corporations or partnerships that use their financial resources to engineer buyouts and acquisitions of other companies.
Strategic Groups
Directing
Private equity firm
Growth
15. 1 Global Economy 2 Wage comparison 3 Trade Agreement 4 International Labor Law
SWOT Analysis
Corporate strategy
types of competitive strategies for international businesses
International Factors
16. When a corporation can take synergistic advantage of administrative and support activities of the value chain in making an acquisition.
Strategic capability
Management fit
Growth
primary activities of a business
17. 1 SWOT analysis and environmental scanning 2 Long term objectives 3 Strategies to achieve these objectives are defined
Strategy Development
Critical success factors
Related diversification
External Benchmarks
18. Those product features with which a organization must outperform the competition because they are particularly valued by a group of customers.
mentality of MNC
Internal Benchmarks
external benchmarking
Critical success factors
19. Shows the behavioral - physical and symbolic manifestations of a culture that inform and are informed by the taken-for-granted assumptions - or paradigm - of an organisation
Extended Organization
SWOT Analysis
Code of Ethics
Cultural web
20. Organization become entrenched in rules and policies and leadership become resistant to change. series of efforts to turn the tide such as product enhancement or cost reduction programs. If unsuccessful in these then will focus on reducing workforce
CLO
Decline
mentality of MNC
Strategic Information Systems
21. A tool to help you think about the wider issues that have an impact on the industry or service area as a whole - taking five main categories into account: Socio-cultural - Technological - Economic - Environmental - Political
STEEP
Employment Factors
Corporate social responsibility
Organization Structure
22. Ability to broaden a product line or a customer base achieved through an acquisition.
Merger and Acquisition Process
Parts of Business Case
Scope
Environmental scanning
23. It describes an organizational challenge and possible alternative solutions - presenting evidence in support of a proposed solution. They are effective way to compete for limited resources.
Generational Difference
Corporate strategy
Business Case
Internal Benchmarks
24. primary activities and support activities
Parts of Business Case
Porters Competitive Strategies
value creating operations in the value chain of operation
bottom-up
25. Identifies stakeholder expectations and power and helps in understanding political priorities.
functional benchmarking
Stakeholder mapping
International Factors
Long term Objectives
26. Collateralized Loan Obligation. Large pool of bank loans bundled together by financial services firms and sold off to investors in slices - with the goal to spread default risk "an inch deep and a mile wide"
Marketing Mix
CLO
Code of Ethics
Internal Benchmarks
27. Economic - legal resp. - ethical - and discretionary
bottom-up
type of responsibilities of a business
Parts of Business Case
Decline
28. 1. R&D 2. production 3. marketing and sales 4. customer service
Conglomerate
Dominant business
Strategic business unit
primary activities of a business
29. The types of decisions made and direction created for a single business
Management Functions
Market fit
Business strategy
Marketing Mix
30. It specifies what activities the organization intends to pursue and what course of management has charted for the future. It provides general outline of how the organization will achieve the vision. It includes who the company is - what the company
Unrelated diversification
Mission Statement
Blue ocean Strategy
Strategy Development
31. Processes and activities used to formulate HR objectives - practices - and policies.
Environmental scanning
Strategic business management
to maximize profits
Stakeholders
32. 1. choose a viable position on efficiency frontier 2. configure its internal ops to support the chosen position 3.ensure firm has the right orginizational structure in place to execute its strategy
Descriptive Statistic
Outsourcing
Controlling
to maximize profits
33. Cut costs - add value - or increase prices
Value network
to increase profitability
Mid term Objectives
Differentiation
34. 1 Attitudes towards career 2 Immigration 3 Occupational and industry skills 4 Recruitment 5 Unions 6 Unemployment 7 Turnover 8 Relocation
Economic Factors
Conglomerate
Private equity firm
Employment Factors
35. The central focus of the department is the provision of goods and services to the customer. Basically this department must ensure that the product/service is produced and delivered to the customer.
Unsystematic risk
Operations
Controlling
Emergent Strategy
36. These are the detailed steps a unit - department - or team will take in order to achieve the short term objectives.
Cost Leadership
Scope
Stakeholder mapping
Action Plan
37. The resources and competences of an organization needed for it to survive and prosper.
Strategic capability
Parts of Business Case
Descriptive Statistic
Critical success factors
38. 1. improve bidding success 2. identify competitors key customers 3. identify expansion plans 4. improve understanding of competitors
Methodologies Of Operations
Extended Organization
Inferential Statistic
benefits of competitor intelligence
39. New ideas should not be dismissed simply because they originated at a grassroots level. Business innovations developed under these circumstances will create new objectives or modify existing ones and create an overlay of new direction compared to wha
Strategic business management
Controlling
Emergent Strategy
Action Plan
40. Often accompanied by backlogs and scheduling problems while the organization adjusts to increase demands. Policies - procedures and rules should begin to be formalized as organization needs increased structure during this phase to operate effectively
Cultural web
To achieve competitive advantage and superior profitability
Growth
Introduction
41. Engaging in those activities that ensure effective operation - including leadership and motivation pf employee action towards goals. eg : Scheduling and conducting interview.
mentality of MNC
Ethics
Directing
PESTEL
42. Special Purpose Acquisition Company. Empty-shell firms that promise to buy businesses with the proceeds of their initial public stock offerings.
mentality of a MNC manager
efficiency frontier
SPAC
Blue ocean Strategy
43. 1 Short term objective 2 Action plan to achieve these objective 3 Allocating resources 4 Motivating employees to manage the plan.
Five Forces
Internal Benchmarks
Holding company
Strategy Implementation
44. Refers to an intensive investigation of all factors surrounding a business decision to ensure that all risks are understood.
functional benchmarking
Strategic Groups
Due Diligence
Unrelated diversification
45. It is the process that involves a systematic survey and interruption of relevant data to identify external opportunities and threats and to assess how these factors affect the organization currently and how they are likely to affect the organization
Environmental scanning
Organizing
Strategy Implementation
bottom-up
46. A corporation that owns a large number of businesses that are different sizes and operate in different industry sectors.
Ethical Behavior
Market Penetrati
Vision Statement
Conglomerate
47. Describes the structure of product - service - and information flows and the role of participating parties.
External Benchmarks
Business model
Scenarios
Inferential Statistic
48. Combine both qualitative and quantitative measures - acknowledge the expectations of different stakeholders and relate an assessment of performance to choice of strategy.
Balanced scorecards
Secondary Research
SMART Goals
efficiency frontier
49. A participative approach to planning in which there is involvement at all levels; plans are developed at the lower levels of an organisation and funnelled up through consecutive levels until they reach top management - advantage:People are responsibl
Strategic business unit (SBU)
Market development
bottom-up
international strategy
50. 1 Interest Rates 2 Gross Domestic Product (GDP) 3 Consumer Price Index (CPI) 4 Disposable Income 5 Inflation
Long term Objectives
Directing
Economic Factors
external benchmarking
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