Question 1

The 'value discipline' approach to generic strategy rests on:

Accepted Answer

A) operational excellence,customer loyalty,product leadership 
B) operational excellence,customer intimacy,product leadership 
C) operational excellence,customer intimacy,product ownership 
D) focused excellence,customer relevance,proximity leadership 
A) operational excellence,customer loyalty,product leadership 
B) operational excellence,customer intimacy,product leadership 
C) operational excellence,customer intimacy,product ownership 
D) focused excellence,customer relevance,proximity leadership

Question 2

Describe how to build a well-defined business model.

Accepted Answer

Business models start with a focused und

Question 3

The risks of a low-cost strategy do NOT include:

Accepted Answer

A) too narrow a focus on profit margins 
B) too narrow a focus on cost control 
C) cost leadership is not sustained 
D) focus strategy is able to offer even lower costs 
A) too narrow a focus on profit margins 
B) too narrow a focus on cost control 
C) cost leadership is not sustained 
D) focus strategy is able to offer even lower costs

Question 4

A focus strategy can be achieved by competing on the basis of:

Accepted Answer

A) broad product line,customer or geographic segmentation,focused functional capability 
B) narrow product line,customer or geographic segmentation,focused functional capability,keeping costs down 
C) narrow product line,customer or geographic segmentation,focused production capability 
D) small profit margin,customer or geographic segmentation,focused functional capability 
A) broad product line,customer or geographic segmentation,focused functional capability 
B) narrow product line,customer or geographic segmentation,focused functional capability,keeping costs down 
C) narrow product line,customer or geographic segmentation,focused production capability 
D) small profit margin,customer or geographic segmentation,focused functional capability

Question 5

The set of measures used to compare organisation performance with key competitors is:

Accepted Answer

A) market penetration,financial performance,service performance,technological performance 
B) market position,financial performance,service performance,technological performance 
C) market posture,financial performance,strategy perfection,environmental performance 
D) market position,environmental performance,strategy performance,capability performance 
A) market penetration,financial performance,service performance,technological performance 
B) market position,financial performance,service performance,technological performance 
C) market posture,financial performance,strategy perfection,environmental performance 
D) market position,environmental performance,strategy performance,capability performance

Question 6

NFPs argue that their strategic situation is different from that of a normal commercial organisation,although the 5Qs approach and concepts of business models is readily applied.In which area could you most strongly argue that NFPs differ?

Accepted Answer

The only real area where we see NFPs as

Question 7

Porter and Kramer suggested four reasons why organisations should address CSR.Which of the following was NOT mentioned by them?

Accepted Answer

A) Moral obligation 
B) The necessity to maintain a licence to operate 
C) Organisation's reputation 
D) Pressures from customers 
A) Moral obligation 
B) The necessity to maintain a licence to operate 
C) Organisation's reputation 
D) Pressures from customers

Question 8

Explain the concept of reconceptualising how the firm creates value with respect to their customers by innovation from outside volunteers and present an example.

Accepted Answer

Innovation requires significant change i

Question 9

The leader strategy suggested by the TQM movement combines:

Accepted Answer

A) differentiation and high quality 
B) differentiation and low cost 
C) disaggregation and low quality 
D) disaggregation and low cost 
A) differentiation and high quality 
B) differentiation and low cost 
C) disaggregation and low quality 
D) disaggregation and low cost

Question 10

A way that closely related product development for existing markets can take place is to:

Accepted Answer

A) remove product features and refinements 
B) expand the production mix 
C) develop a new-generation product 
D) develop new products for new markets 
A) remove product features and refinements 
B) expand the production mix 
C) develop a new-generation product 
D) develop new products for new markets

Question 11

'Porter's three "generic" strategies oversimplify the strategic choices available to organisations.' Comment.

Accepted Answer

Porter termed three strategies as generi

Question 12

The 5Qs approach and the notion of business models can be readily applied to not-for-profit (NFP)organisations.

Accepted Answer

A) True 
 B)False

Question 13

'Not to grow' is an inappropriate organisational desire.

Accepted Answer

A) True 
 B)False

Question 14

The risks of differentiation strategy do NOT include:

Accepted Answer

A) degree of differentiation is not sustained 
B) differentiation is not sufficient for the cost difference to the customer 
C) a focuser will out-differentiate the differentiator 
D) differentiation is not sufficient for the cost difference to the differentiator 
A) degree of differentiation is not sustained 
B) differentiation is not sufficient for the cost difference to the customer 
C) a focuser will out-differentiate the differentiator 
D) differentiation is not sufficient for the cost difference to the differentiator

Question 15

Which of the following is NOT a key element of 'blue ocean' strategy developed by Kim and Mauborgne?

Accepted Answer

A) Creating or finding uncontested market space by seeking opportunities based on customer needs,and what competitors currently do 
B) Making the competition irrelevant by offering new and different products that cross industry boundaries 
C) Creating and capturing new demand 
D) Pursuing differentiation and low cost simultaneously 
A) Creating or finding uncontested market space by seeking opportunities based on customer needs,and what competitors currently do 
B) Making the competition irrelevant by offering new and different products that cross industry boundaries 
C) Creating and capturing new demand 
D) Pursuing differentiation and low cost simultaneously

Question 16

A key feature of 'stuck in the middle' organisations is:

Accepted Answer

A) inability to choose a clear generic strategy 
B) products which have unique value to customers 
C) communicating their business strategy to their operating staff 
D) implementing a set of control systems which are consistent with defined business strategy 
A) inability to choose a clear generic strategy 
B) products which have unique value to customers 
C) communicating their business strategy to their operating staff 
D) implementing a set of control systems which are consistent with defined business strategy

Question 17

Current reported financial performance may simply lull the organisation into a false sense of security.

Accepted Answer

A) True 
 B)False

Question 18

The two ways that related markets can be developed for existing products are:

Accepted Answer

A) target new customer segments and/or expand geographically 
B) target old customer segments and/or expand regionally 
C) target new consumer segments and/or expand internationally 
D) target old consumer markets and/or expand locally 
A) target new customer segments and/or expand geographically 
B) target old customer segments and/or expand regionally 
C) target new consumer segments and/or expand internationally 
D) target old consumer markets and/or expand locally

Question 19

The 'focus strategy' is most relevant to small organisations.

Accepted Answer

A) True 
 B)False

Question 20

What may well be the real 'growth' issue in public sector organisations?

Accepted Answer

A) Inflation 
B) Budgeting 
C) Human resources 
D) Power 
A) Inflation 
B) Budgeting 
C) Human resources 
D) Power

The 'value discipline' approach to generic strategy rests on:

Describe how to build a well-defined business model.

The risks of a low-cost strategy do NOT include:

A focus strategy can be achieved by competing on the basis of:

The set of measures used to compare organisation performance with key competitors is:

NFPs argue that their strategic situation is different from that of a normal commercial organisation,although the 5Qs approach and concepts of business models is readily applied.In which area could you most strongly argue that NFPs differ?

Porter and Kramer suggested four reasons why organisations should address CSR.Which of the following was NOT mentioned by them?

Explain the concept of reconceptualising how the firm creates value with respect to their customers by innovation from outside volunteers and present an example.

The leader strategy suggested by the TQM movement combines:

A way that closely related product development for existing markets can take place is to:

'Porter's three "generic" strategies oversimplify the strategic choices available to organisations.' Comment.

The 5Qs approach and the notion of business models can be readily applied to not-for-profit (NFP)organisations.

'Not to grow' is an inappropriate organisational desire.

The risks of differentiation strategy do NOT include:

Which of the following is NOT a key element of 'blue ocean' strategy developed by Kim and Mauborgne?

A key feature of 'stuck in the middle' organisations is:

Current reported financial performance may simply lull the organisation into a false sense of security.

The two ways that related markets can be developed for existing products are:

The 'focus strategy' is most relevant to small organisations.

What may well be the real 'growth' issue in public sector organisations?

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 'value discipline' approach to generic strategy rests on:

Describe how to build a well-defined business model.

The risks of a low-cost strategy do NOT include:

A focus strategy can be achieved by competing on the basis of:

The set of measures used to compare organisation performance with key competitors is:

NFPs argue that their strategic situation is different from that of a normal commercial organisation,although the 5Qs approach and concepts of business models is readily applied.In which area could you most strongly argue that NFPs differ?

Porter and Kramer suggested four reasons why organisations should address CSR.Which of the following was NOT mentioned by them?

Explain the concept of reconceptualising how the firm creates value with respect to their customers by innovation from outside volunteers and present an example.

The leader strategy suggested by the TQM movement combines:

A way that closely related product development for existing markets can take place is to:

'Porter's three "generic" strategies oversimplify the strategic choices available to organisations.' Comment.

The 5Qs approach and the notion of business models can be readily applied to not-for-profit (NFP)organisations.

'Not to grow' is an inappropriate organisational desire.

The risks of differentiation strategy do NOT include:

Which of the following is NOT a key element of 'blue ocean' strategy developed by Kim and Mauborgne?

A key feature of 'stuck in the middle' organisations is:

Current reported financial performance may simply lull the organisation into a false sense of security.

The two ways that related markets can be developed for existing products are:

The 'focus strategy' is most relevant to small organisations.

What may well be the real 'growth' issue in public sector organisations?

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