1. Competitive advantage requires that an organization develop a distinctive character in its product or service that competitors do not have and cannot easily imitate. a. true B. Calso

2. An organization's value chain shows the many ways the company creates value for current and potential customers. a. true b.false

3. The three elements of service delivery are: A. price, quality and marketing B. pre-service, point-of-service, post-service C. target market, operations and collections D. innovation, operations and brand

4. Which of the following are directional strategies? Answer Choice Group A. Mission, vision, values and strategic objectives. B. External environment, internal environment, strengths and weaknesses. C. Service and structure analysis, competitive analysis and service areas. D. Leadership and systemic and strategic thinking.

5 Which of the following is a common goal or mission for organizations? A. Make money. B. Offer health services in the most convenient way possible. C. Provide medical care to patients without economic resources. D. All the other answers are correct. 6. An organization led by its vision is guided by a philosophy that is evident in the daily life and in the present of the organization. a. true b.false 7. Which of the following is not a characteristic of a health care organization's mission statement? A. Define similarities with other health care organizations of its type. B. Identify the scope of your operations. C. Include what the company was created for. D. Identify the scope of the products or services.

8. Which of the following is not part of strategy formulation? A. The selection of the strategy. B. The evaluation of alternatives. C. The development of strategic alternatives. D. Environmental analysis. 9. A sustained competitive advantage is the result of: A. An enduring value differential between an organization's services and those of its competitors in the minds of patients, physicians, and so on. B. Have superior resources and competencies. C. A long list of intangible assets, large bank balances, and a strong board of directors. D. Location, price, key personnel, and organizational structure. 10. How a leader views the organization's environment is an important determinant of vision. a. true b.false

11. Values and beliefs are directional strategies that provide focus and parameters to: A. to external analysis B. strategic goals C. the definition of internal strengths and weaknesses D. the quality of the product or service

12.Product life cycle analysis (PLC) can be useful in the strategic selection of alternatives based on the principle that all products and services go through different stages. a. true b.false 13. Which of the following is a disadvantage of doing a merger as a market entry strategy? A. Company cultures can take a long time to merge. B. A new team of managers may be needed. C. It limits the potential of the company. D. Initially, they should focus on a niche market rather than the entire market.

14. It is used when it comes to preventing delays or elimination in the delivery of data. a. confidentiality B. integrity c.availability d.protection 15. When doing a BCG portfolio analysis, what does the cash cow classification mean? A. Products and services that appear in the high market growth and high market share quadrant. B. Products and services that appear in the low market growth and high market share quadrant. C. Products and services that they appear in the low market growth and low market share quadrant.

D. Products and services that appear in the high market growth and low market share quadrant.

16. Which of the following are positioning strategies? A. mergers and acquisitions B. external development and reconfiguration of the value chain C. Defender, Prospect, Analyzer, and Reactor D. leadership in cost and differentiation. 17. Which of the following questions would NOT be asked when evaluating a directional strategy? A. Do our mission, vision and values meet the needs of our stakeholders? B. Do our products and services meet the highest quality standards? C. Are we doing some things now that we shouldn't be doing? D. Is the image of the organization what it should be? 18. The three main methods of market entry are: purchase (eg, acquisition), corporation (eg, joint venture), and market segmentation (eg, cost leadership). a. true b.false 19. Positioning strategies should be selected on the basis of resources, competencies, and capabilities (relevant competitive strengths), as well as environmental risks. a. true b.false 20. The board of directors should not be involved in the development of the mission, vision and value of a company since this is the responsibility of senior management. a. true b.false 21. Differentiation is a strategy to make the product or service different (or at least appear to be so in the mind of the buyer) from the product or service of the competition. a. true b.false 22. During the growth phase of product life cycle analysis, prices increase in order to solidify the market position of specific brands. a. true b.false

23. Critical success factors are those things that organizations must do in order for the organization to achieve high performance. a. true b.false 24. The analysis of the life cycle of a product (PLC) can be useful in: A. Develop a matrix of internal and external strategies. B. Select strategic alternatives based on the principle that all products or services go through stages. C. Detect long-term competitive disadvantages. D. Identify threats from the external environment of a company. 25. Implementation strategies include goals and plans to: A. directional and adaptive strategies B. competitive strategies C. that the business units carry out their strategies D. entering markets and exploiting brand preferences among customers