Question 1

Explain the differences between the 'shareholder and stakeholder value approaches' to measuring strategic performance.

Accepted Answer

Resources are the tangible and intangibl

Question 2

A friend of yours is considering the development of KPIs for his company.He asks you,'How many KPIs should there be at the business unit/functional unit/individual levels?' What would you tell him?

Accepted Answer

Essentially,you should tell him that 'le

Question 3

Accounting-based information is historical and may not be a good guide to future performance.

Accepted Answer

A) True 
 B)False

Question 4

The balanced scorecard approach rejects the importance of the shareholder value approach.

Accepted Answer

A) True 
 B)False

Question 5

In the environment area,the main measures that are emerging include:

Accepted Answer

A)  CO₂ emissions,greenhouse gas emissions,water use,customer satisfaction 
B)  CO₂ emissions,greenhouse gas emissions,water use,biodiversity reduction 
C)  greenhouse gas emissions,water use,customer satisfaction,biodiversity reduction 
D) greenhouse gas emissions,water use,cost savings,biodiversity reduction 
A)  CO₂ emissions,greenhouse gas emissions,water use,customer satisfaction 
B)  CO₂ emissions,greenhouse gas emissions,water use,biodiversity reduction 
C)  greenhouse gas emissions,water use,customer satisfaction,biodiversity reduction 
D) greenhouse gas emissions,water use,cost savings,biodiversity reduction

Question 6

The 'winning wheel' framework of Hubbard et al.does NOT include:

Accepted Answer

A) effective execution 
B) perfect alignment of systems and procedures 
C) looking out,not just looking in 
D) managing the upside 
A) effective execution 
B) perfect alignment of systems and procedures 
C) looking out,not just looking in 
D) managing the upside

Question 7

Total shareholder return is calculated as the ___ in the share price plus the ___ divided by the ___:

Accepted Answer

A)  change in share price,dividends paid,closing share price 
B)  increase in total equity,retained earnings,opening share price 
C)  increase in dividends,taxation paid,return on equity 
D) increase in share price,dividends paid,initial share price 
A)  change in share price,dividends paid,closing share price 
B)  increase in total equity,retained earnings,opening share price 
C)  increase in dividends,taxation paid,return on equity 
D) increase in share price,dividends paid,initial share price

Question 8

Peters and Waterman defined 'excellent' companies as:

Accepted Answer

A)  large and continuously innovative 
B)  specialised and medium sized 
C)  large US multi-national in services sector 
D) large,diversified manufacturing 
A)  large and continuously innovative 
B)  specialised and medium sized 
C)  large US multi-national in services sector 
D) large,diversified manufacturing

Question 9

The balanced scorecard as a business tool for performance assessment is often difficult to implement in organisations.' Comment.

Accepted Answer

Although the balanced scorecard has emer

Question 10

The 'performance measurement cube' was initially developed by Nolan Nortan of KPMG management consultants.

Accepted Answer

A) True 
 B)False

Question 11

The key 'customer measures' of strategic performance include:

Accepted Answer

A)  market share,customer satisfaction,customer loyalty,customer acquisition 
B)  customer retention,customer satisfaction,customer profitability,customer equity 
C)  customer retention,customer satisfaction,customer profitability,customer acquisition 
D) market share,customer retention,customer satisfaction,customer profitability,customer acquisition 
A)  market share,customer satisfaction,customer loyalty,customer acquisition 
B)  customer retention,customer satisfaction,customer profitability,customer equity 
C)  customer retention,customer satisfaction,customer profitability,customer acquisition 
D) market share,customer retention,customer satisfaction,customer profitability,customer acquisition

Question 12

The common factors that all the 'success' studies did NOT include were:

Accepted Answer

A) all exhibit financial success 
B) internal process and strategy implementation are crucial 
C) a focus on people,products and performance 
D) a focus on a clear strategy that is consistent over time 
A) all exhibit financial success 
B) internal process and strategy implementation are crucial 
C) a focus on people,products and performance 
D) a focus on a clear strategy that is consistent over time

Question 13

The shareholder value approach sees the question of investing as a capital budgeting decision.

Accepted Answer

A) True 
 B)False

Question 14

One aspect of conventional accounting measures which is NOT believed to pose problems for measuring strategic performance is that:

Accepted Answer

A)  accounting measures are historical 
B)  accrual-based accounting and cash flow modelling are too easily reconciled 
C)  not all assets are depreciated 
D) debt and leasing/outsourcing policies vary 
A)  accounting measures are historical 
B)  accrual-based accounting and cash flow modelling are too easily reconciled 
C)  not all assets are depreciated 
D) debt and leasing/outsourcing policies vary

Question 15

The triple bottom line process involves the measurement of profits,costs and environment.

Accepted Answer

A) True 
 B)False

Question 16

Once performance measures have been developed and actual performance is determined,discuss the possible standards of comparison.

Accepted Answer

Performance can be measured against:
-pa

Question 17

The 'total shareholder return' approach is more stable in an absolute sense on an annual basis.

Accepted Answer

A) True 
 B)False

Explain the differences between the 'shareholder and stakeholder value approaches' to measuring strategic performance.

A friend of yours is considering the development of KPIs for his company.He asks you,'How many KPIs should there be at the business unit/functional unit/individual levels?' What would you tell him?

Accounting-based information is historical and may not be a good guide to future performance.

The balanced scorecard approach rejects the importance of the shareholder value approach.

In the environment area,the main measures that are emerging include:

The 'winning wheel' framework of Hubbard et al.does NOT include:

Total shareholder return is calculated as the _ in the share price plus the _ divided by the ___:

Peters and Waterman defined 'excellent' companies as:

The balanced scorecard as a business tool for performance assessment is often difficult to implement in organisations.' Comment.

The 'performance measurement cube' was initially developed by Nolan Nortan of KPMG management consultants.

The key 'customer measures' of strategic performance include:

The common factors that all the 'success' studies did NOT include were:

The shareholder value approach sees the question of investing as a capital budgeting decision.

One aspect of conventional accounting measures which is NOT believed to pose problems for measuring strategic performance is that:

The triple bottom line process involves the measurement of profits,costs and environment.

Once performance measures have been developed and actual performance is determined,discuss the possible standards of comparison.

The 'total shareholder return' approach is more stable in an absolute sense on an annual basis.

What Is Strategy

Analysing Business Strategy: Creating Value

Analysing the External Environment

Analysing the External Environment

GAP Analysis and Business-Level Strategic Options

Strategic Decision-Making

Dynamic Competitive Strategy

Corporatemulti-Business Strategy

Acquisitions and Alliances

International Strategy

Capabilities, Systems and Structure

Leadership, People and Culture

Change Management

Filters

Exam 5: Measuring Strategic Organisation Performance

Explain the differences between the 'shareholder and stakeholder value approaches' to measuring strategic performance.

A friend of yours is considering the development of KPIs for his company.He asks you,'How many KPIs should there be at the business unit/functional unit/individual levels?' What would you tell him?

Accounting-based information is historical and may not be a good guide to future performance.

The balanced scorecard approach rejects the importance of the shareholder value approach.

In the environment area,the main measures that are emerging include:

The 'winning wheel' framework of Hubbard et al.does NOT include:

Total shareholder return is calculated as the ___ in the share price plus the ___ divided by the ___:

Peters and Waterman defined 'excellent' companies as:

The balanced scorecard as a business tool for performance assessment is often difficult to implement in organisations.' Comment.

The 'performance measurement cube' was initially developed by Nolan Nortan of KPMG management consultants.

The key 'customer measures' of strategic performance include:

The common factors that all the 'success' studies did NOT include were:

The shareholder value approach sees the question of investing as a capital budgeting decision.

One aspect of conventional accounting measures which is NOT believed to pose problems for measuring strategic performance is that:

The triple bottom line process involves the measurement of profits,costs and environment.

Once performance measures have been developed and actual performance is determined,discuss the possible standards of comparison.

The 'total shareholder return' approach is more stable in an absolute sense on an annual basis.

What Is Strategy

Analysing Business Strategy: Creating Value

Analysing the External Environment

Analysing the External Environment

GAP Analysis and Business-Level Strategic Options

Strategic Decision-Making

Dynamic Competitive Strategy

Corporatemulti-Business Strategy

Acquisitions and Alliances

International Strategy

Capabilities, Systems and Structure

Leadership, People and Culture

Change Management

Filters

Total shareholder return is calculated as the _ in the share price plus the _ divided by the ___: