1.

Which of the following statements about a company's strategy istrue?

Group of answer choices

A company's strategy is mostly hidden to outside view and isdeliberately kept under wraps by top-level managers (so as to catchrival companies by surprise when the strategy is launched).

A company's strategy is developed mostly on the fly because ofthe constant efforts of managers to come up with fresh moves tokeep the company's product offering clearly different and set apartfrom the product offerings of rival companies.

A company's strategy is typically planned well in advance andusually deviates little from the planned set of actions andbusiness approaches because of the risks of making on-the-spotchanges.

A company's strategy is typically a blend of proactive andreactive strategy elements.

A company's strategy generally changes very little over timeunless a newly appointed CEO decides to take the company in a newdirection with a new strategy.

2. How do good corporate citizens function?

Group of answer choices

They identify up-and-coming managers who have a future in local-or state-level politics.

They create a democratic workplace where the voices oflower-level employees are heard through representation on the boardof directors.

They pursue discretionary activities that contribute to thebetterment of society, especially in areas where government haschosen not to focus its efforts or has fallen short.

They are active participants in the political processes.

They seek to replace government functions with more efficient,market-driven solutions.

3. Two important negatives of unrelated diversification are

Group of answer choices

the difficulties of competently managing a set of fundamentallydifferent businesses and having a very limited competitiveadvantage potential that cross-business strategic fit provides.

insufficient cash flows to finance so many different lines ofbusiness and a lack of uniformity among the strategies of thebusinesses it has diversified into.

overinvesting in the achievement of economies of scope and thedifficulties of achieving a good mix of cash cow and cash hogbusinesses.

volatile sales and profits and making the mistake ofdiversifying into too many cash cow businesses.

underemphasizing the importance of resource fit and the stronglikelihood of diversifying into businesses that top management doesNOT know all that much about.

4. Which of the following is the most unlikely element ofa localized multi-domestic strategy?

Group of answer choices

granting country managers fairly wide strategy-makinglatitude

adapting marketing and distribution to the buying habits,customs, and culture of each host country

scattering plants across many host countries, each producingproduct versions for local area markets

considering the preference for local suppliers (use of somelocal suppliers may be mandated by host governments)

selling directly to buyers (perhaps via the company's website)to avoid having to establish networks of wholesale/retail dealersin each country market