Question 1

Tracked items and metrics should be focused on supporting specifically anticipated decisions to the greatest extent possible.

Accepted Answer

A) True 
 B)False

Question 2

The majority of your performance tracking efforts should be focused on your competition during your initial growth stages.

Accepted Answer

A) True 
 B)False

Question 3

What is the core of the growth model?

Accepted Answer

A)  Leadership 
B)  Resources and capabilities 
C)  The opportunity domain 
D)  The entrepreneur 
E)  Execution 
A)  Leadership 
B)  Resources and capabilities 
C)  The opportunity domain 
D)  The entrepreneur 
E)  Execution

Question 4

Diversifying opportunities in early stages of the company generates better results than crafting only one

Accepted Answer

A) True 
 B)False

Question 5

What is the least likely to lead to a failure in growth management?

Accepted Answer

A)  Having limited time and resources to spend on organization building 
B)  Spending too much time on day-to-day operations 
C)  Chasing many opportunities 
D)  Spending time on planning 
E)  Not having a strong management team 
A)  Having limited time and resources to spend on organization building 
B)  Spending too much time on day-to-day operations 
C)  Chasing many opportunities 
D)  Spending time on planning 
E)  Not having a strong management team

Question 6

The best management team consists of both internally promoted and externally hired people

Accepted Answer

A) True 
 B)False

Question 7

According to the chapter, 50% of businesses started today will not exist in how many years?

Accepted Answer

A)  2 
B)  3 
C)  5 
D)  6 
E)  8 
A)  2 
B)  3 
C)  5 
D)  6 
E)  8

Question 8

Which of the following is NOT an important factor is recruiting a board of directors?

Accepted Answer

A)  Willingness and ability to become key participants in the strategic planning process. 
B)  Whether or not the board member is a stakeholder with the ability to exert control over the firm. 
C)  Finding alternative perspectives and depth and breadth of experience. 
D)  The board member's likely willingness to join the company as a senior manager in the future. 
A)  Willingness and ability to become key participants in the strategic planning process. 
B)  Whether or not the board member is a stakeholder with the ability to exert control over the firm. 
C)  Finding alternative perspectives and depth and breadth of experience. 
D)  The board member's likely willingness to join the company as a senior manager in the future.

Question 9

As the company grows, bureaucracy has to be increasingly instilled to help coordinate different departments

Accepted Answer

A) True 
 B)False

Question 10

In a typical acquisition deal, what portion of the selling price does the entrepreneur receive in cash?

Accepted Answer

A)  1/2 of the price. 
B)  1/3 of the price. 
C)  1/4 of the price. 
D)  1/5 of the price. 
E)  1/6 of the price. 
A)  1/2 of the price. 
B)  1/3 of the price. 
C)  1/4 of the price. 
D)  1/5 of the price. 
E)  1/6 of the price.

Question 11

Tracking performance is necessary to support quality decision making.

Accepted Answer

A) True 
 B)False

Question 12

Rapidly growing administrative and selling expenditures are often appropriate

Accepted Answer

A) True 
 B)False

Question 13

Performance measures for a growing firm should be simple and inexpensive to track

Accepted Answer

A) True 
 B)False

Question 14

Which of the following is not a part of the driving forces in the growth stages?

Accepted Answer

A)  Leadership 
B)  The opportunity domain 
C)  Resources and capabilities 
D)  Execution 
E)  The entrepreneur 
A)  Leadership 
B)  The opportunity domain 
C)  Resources and capabilities 
D)  Execution 
E)  The entrepreneur

Question 15

According to the Driving Forces of Growth Model, opportunity domain interacts with which of the following?

Accepted Answer

A)  Stakeholders 
B)  Environmental conditions 
C)  Profitability 
D)  Coordination 
E)  Organizational capabilities 
A)  Stakeholders 
B)  Environmental conditions 
C)  Profitability 
D)  Coordination 
E)  Organizational capabilities

Question 16

Performance measures in an early-stage company are designed more for helping in entrepreneurial decision-making than for evaluating current performance

Accepted Answer

A) True 
 B)False

Question 17

As the organization grows, managerial skills negate the importance of entrepreneurial skills.

Accepted Answer

A) True 
 B)False

Question 18

Managers should constantly develop the firm's entrepreneurial capability.

Accepted Answer

A) True 
 B)False

Question 19

Which of the following are signs that your venture may be growing too fast?

Accepted Answer

A)  The percentage of your cash flows from operations is declining against your cash flows from financing. 
B)  Profit margins are shrinking as sales are rising. 
C)  Customer complaints are declining while sales are rising. 
D)  A & B only 
E)  B & C only 
A)  The percentage of your cash flows from operations is declining against your cash flows from financing. 
B)  Profit margins are shrinking as sales are rising. 
C)  Customer complaints are declining while sales are rising. 
D)  A & B only 
E)  B & C only

Question 20

It will often be acceptable for an entrepreneur to find him/herself routinely doing portions of other people's jobs during growth.

Accepted Answer

A) True 
 B)False

Tracked items and metrics should be focused on supporting specifically anticipated decisions to the greatest extent possible.

The majority of your performance tracking efforts should be focused on your competition during your initial growth stages.

What is the core of the growth model?

Diversifying opportunities in early stages of the company generates better results than crafting only one

What is the least likely to lead to a failure in growth management?

The best management team consists of both internally promoted and externally hired people

According to the chapter, 50% of businesses started today will not exist in how many years?

Which of the following is NOT an important factor is recruiting a board of directors?

As the company grows, bureaucracy has to be increasingly instilled to help coordinate different departments

In a typical acquisition deal, what portion of the selling price does the entrepreneur receive in cash?

Tracking performance is necessary to support quality decision making.

Rapidly growing administrative and selling expenditures are often appropriate

Performance measures for a growing firm should be simple and inexpensive to track

Which of the following is not a part of the driving forces in the growth stages?

According to the Driving Forces of Growth Model, opportunity domain interacts with which of the following?

Performance measures in an early-stage company are designed more for helping in entrepreneurial decision-making than for evaluating current performance

As the organization grows, managerial skills negate the importance of entrepreneurial skills.

Managers should constantly develop the firm's entrepreneurial capability.

Which of the following are signs that your venture may be growing too fast?

It will often be acceptable for an entrepreneur to find him/herself routinely doing portions of other people's jobs during growth.

The Power of Entrepreneurship

The Entrepreneurial Process

Opportunity Recognition, Shaping, and Reshaping

Prototyping Your Ideas

Understanding Your Business Model and Developing Your Strategy

Entrepreneurial Marketing

Building the Founding Team

The Business Planning Process

Building Your Pro Forma Financial Statements

Financing Entrepreneurial Ventures Worldwide

Raising Money for Starting and Growing Businesses

Debt and Other Forms of Financing

Legal and Tax Issues, Including Intellectual Property

Social Entrepreneurship

Filters

Exam 14: Entrepreneurial Growth

Tracked items and metrics should be focused on supporting specifically anticipated decisions to the greatest extent possible.

The majority of your performance tracking efforts should be focused on your competition during your initial growth stages.

What is the core of the growth model?

Diversifying opportunities in early stages of the company generates better results than crafting only one

What is the least likely to lead to a failure in growth management?

The best management team consists of both internally promoted and externally hired people

According to the chapter, 50% of businesses started today will not exist in how many years?

Which of the following is NOT an important factor is recruiting a board of directors?

As the company grows, bureaucracy has to be increasingly instilled to help coordinate different departments

In a typical acquisition deal, what portion of the selling price does the entrepreneur receive in cash?

Tracking performance is necessary to support quality decision making.

Rapidly growing administrative and selling expenditures are often appropriate

Performance measures for a growing firm should be simple and inexpensive to track

Which of the following is not a part of the driving forces in the growth stages?

According to the Driving Forces of Growth Model, opportunity domain interacts with which of the following?

Performance measures in an early-stage company are designed more for helping in entrepreneurial decision-making than for evaluating current performance

As the organization grows, managerial skills negate the importance of entrepreneurial skills.

Managers should constantly develop the firm's entrepreneurial capability.

Which of the following are signs that your venture may be growing too fast?

It will often be acceptable for an entrepreneur to find him/herself routinely doing portions of other people's jobs during growth.

The Power of Entrepreneurship

The Entrepreneurial Process

Opportunity Recognition, Shaping, and Reshaping

Prototyping Your Ideas

Understanding Your Business Model and Developing Your Strategy

Entrepreneurial Marketing

Building the Founding Team

The Business Planning Process

Building Your Pro Forma Financial Statements

Financing Entrepreneurial Ventures Worldwide

Raising Money for Starting and Growing Businesses

Debt and Other Forms of Financing

Legal and Tax Issues, Including Intellectual Property

Social Entrepreneurship

Filters