Question 1

The capability versus comparative strength exercise is often based on:

Accepted Answer

A) an assessment of current position 
B) present capability analysis 
C) both of the above 
D) none of the above 
A) an assessment of current position 
B) present capability analysis 
C) both of the above 
D) none of the above A

Question 2

A current competitive strength may disappear because of:

Accepted Answer

A) future competitor responses 
B) changes in technology 
C) the organisation's own complacency 
D) all of the above 
A) future competitor responses 
B) changes in technology 
C) the organisation's own complacency 
D) all of the above D

Question 3

Which growth option may be appropriate for organisations operating in mature industries?

Accepted Answer

A) Withdrawal 
B) Consolidation 
C) Liquidation 
D) Adumbration 
A) Withdrawal 
B) Consolidation 
C) Liquidation 
D) Adumbration B

Question 4

Kim and Mauborgne developed the idea of 'blue sky strategy' - finding or creating marketplaces where there are many competitors with similar strategies.

Accepted Answer

A) True 
 B)False

Question 5

The capability versus competitive strength exercise is often based on an assessment of the future position.

Accepted Answer

A) True 
 B)False

Question 6

Who are the key stakeholders of not-for-profit (NFP)organisations?

Accepted Answer

A) The community 
B) The government 
C) The citizens 
D) The issue is not clear 
A) The community 
B) The government 
C) The citizens 
D) The issue is not clear

Question 7

'Gap analysis is useless because it only identifies yesterday's "gaps" and tells us nothing about where tomorrow's "gaps" will occur.' Is this a fair criticism? Provide reasons.

Accepted Answer

Although gap analysis aims to identify t

Question 8

Adding product features is an example of seeking growth in existing product markets.

Accepted Answer

A) True 
 B)False

Question 9

The product-market matrix does NOT offer the option of:

Accepted Answer

A) more existing product(s)into existing market(s) 
B) new product(s)into existing market(s) 
C) existing product(s)into foreign market(s) 
D) imported product(s)into new market(s) 
A) more existing product(s)into existing market(s) 
B) new product(s)into existing market(s) 
C) existing product(s)into foreign market(s) 
D) imported product(s)into new market(s)

Question 10

For central agencies and network managers,'growth' is unlikely to be a relevant strategic question.

Accepted Answer

A) True 
 B)False

Question 11

Family-owned small businesses do not desire to achieve growth due to many factors excluding:

Accepted Answer

A) need to delegate authority to non-family member 
B) taking on responsibility of employing large number of people 
C) making sufficient profits 
D) threat of attracting scrutiny of anti-competitive authority such as ACCC 
A) need to delegate authority to non-family member 
B) taking on responsibility of employing large number of people 
C) making sufficient profits 
D) threat of attracting scrutiny of anti-competitive authority such as ACCC

Question 12

Firms with well-defined business models allow them to make strategic choices concerning different parts of their operations that will support and reinforce each other - thus leading to competitive advantages.

Accepted Answer

A) True 
 B)False

Question 13

Describe how different key issues regarding stakeholder involvement for public sector strategy setting impact implementation outcomes.

Accepted Answer

Different key issues for public sector s

Question 14

Considering organisational performance in relation to strategy choice and implementation,Hubbard et al.and Treacy and Wiersema argue that:

Accepted Answer

A) some organisations underperform because they implement their strategy better than others 
B) some organisations outperform despite choosing a different strategy than others 
C) some organisations outperform because they implement their strategy better than others 
D) some organisations underperform despite choosing a different strategy than others 
A) some organisations underperform because they implement their strategy better than others 
B) some organisations outperform despite choosing a different strategy than others 
C) some organisations outperform because they implement their strategy better than others 
D) some organisations underperform despite choosing a different strategy than others

Question 15

Hart argued that there are three possible green sustainability strategies: pollution prevention,product stewardship and sustainable development.

Accepted Answer

A) True 
 B)False

Question 16

The circumstances that may justify unrelated diversification are:

Accepted Answer

A) counter-intuitive diversification 
B) counter-cyclical diversification 
C) excess industry capacity in existing and related industries 
D) opportunity to use scarce,difficult to imitate organisational capabilities 
A) counter-intuitive diversification 
B) counter-cyclical diversification 
C) excess industry capacity in existing and related industries 
D) opportunity to use scarce,difficult to imitate organisational capabilities

Question 17

An important aspect of assessing the performance of the business strategy is to formally identify the expectations from the shareholders.

Accepted Answer

A) True 
 B)False

Question 18

The 'ESC' in the ESC gap analysis process stands for:

Accepted Answer

A) external strategic capability 
B) environmentally sustainable corporation 
C) exogenously suitably consistent 
D) environment strategy capability 
A) external strategic capability 
B) environmentally sustainable corporation 
C) exogenously suitably consistent 
D) environment strategy capability

Question 19

Porter's original three generic strategies were:

Accepted Answer

A) desegregation,focus,high quality 
B) disaggregation,forecast,low quality 
C) differentiation,focus,low cost 
D) disaffection,focus,high cost 
A) desegregation,focus,high quality 
B) disaggregation,forecast,low quality 
C) differentiation,focus,low cost 
D) disaffection,focus,high cost

Question 20

In order to adopt 'premium pricing' strategy,it is important not to view organisational products and services as 'commodities'.

Accepted Answer

A) True 
 B)False

The capability versus comparative strength exercise is often based on:

A current competitive strength may disappear because of:

Which growth option may be appropriate for organisations operating in mature industries?

Kim and Mauborgne developed the idea of 'blue sky strategy' - finding or creating marketplaces where there are many competitors with similar strategies.

The capability versus competitive strength exercise is often based on an assessment of the future position.

Who are the key stakeholders of not-for-profit (NFP)organisations?

'Gap analysis is useless because it only identifies yesterday's "gaps" and tells us nothing about where tomorrow's "gaps" will occur.' Is this a fair criticism? Provide reasons.

Adding product features is an example of seeking growth in existing product markets.

The product-market matrix does NOT offer the option of:

For central agencies and network managers,'growth' is unlikely to be a relevant strategic question.

Family-owned small businesses do not desire to achieve growth due to many factors excluding:

Firms with well-defined business models allow them to make strategic choices concerning different parts of their operations that will support and reinforce each other - thus leading to competitive advantages.

Describe how different key issues regarding stakeholder involvement for public sector strategy setting impact implementation outcomes.

Considering organisational performance in relation to strategy choice and implementation,Hubbard et al.and Treacy and Wiersema argue that:

Hart argued that there are three possible green sustainability strategies: pollution prevention,product stewardship and sustainable development.

The circumstances that may justify unrelated diversification are:

An important aspect of assessing the performance of the business strategy is to formally identify the expectations from the shareholders.

The 'ESC' in the ESC gap analysis process stands for:

Porter's original three generic strategies were:

In order to adopt 'premium pricing' strategy,it is important not to view organisational products and services as 'commodities'.

What Is Strategy

Analysing Business Strategy: Creating Value

Analysing the External Environment

Analysing the External Environment

Measuring Strategic Organisation Performance

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 6: GAP Analysis and Business-Level Strategic Options

The capability versus comparative strength exercise is often based on:

A current competitive strength may disappear because of:

Which growth option may be appropriate for organisations operating in mature industries?

Kim and Mauborgne developed the idea of 'blue sky strategy' - finding or creating marketplaces where there are many competitors with similar strategies.

The capability versus competitive strength exercise is often based on an assessment of the future position.

Who are the key stakeholders of not-for-profit (NFP)organisations?

'Gap analysis is useless because it only identifies yesterday's "gaps" and tells us nothing about where tomorrow's "gaps" will occur.' Is this a fair criticism? Provide reasons.

Adding product features is an example of seeking growth in existing product markets.

The product-market matrix does NOT offer the option of:

For central agencies and network managers,'growth' is unlikely to be a relevant strategic question.

Family-owned small businesses do not desire to achieve growth due to many factors excluding:

Firms with well-defined business models allow them to make strategic choices concerning different parts of their operations that will support and reinforce each other - thus leading to competitive advantages.

Describe how different key issues regarding stakeholder involvement for public sector strategy setting impact implementation outcomes.

Considering organisational performance in relation to strategy choice and implementation,Hubbard et al.and Treacy and Wiersema argue that:

Hart argued that there are three possible green sustainability strategies: pollution prevention,product stewardship and sustainable development.

The circumstances that may justify unrelated diversification are:

An important aspect of assessing the performance of the business strategy is to formally identify the expectations from the shareholders.

The 'ESC' in the ESC gap analysis process stands for:

Porter's original three generic strategies were:

In order to adopt 'premium pricing' strategy,it is important not to view organisational products and services as 'commodities'.

What Is Strategy

Analysing Business Strategy: Creating Value

Analysing the External Environment

Analysing the External Environment

Measuring Strategic Organisation Performance

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