Dear,

Please assist to check the answers, thanks

MC Questions:

. Which of the following is "not" a common business strategy to build a competitive advantage?

a. niche marketing

b. best price

c. differentiation

d. sustainable direction

e. low cost

. Execution is as, or more important, to successful strategy than the plan itself.

a. true

b. false

. Which of the following is not a reason for careful strategic planning?

a. determine executive management compensation package

b. meet competition

c. respond to changing economic and market conditions

d. improve financial performance

e. manage functional areas of the business

.Despite competitor efforts to match or surpass, a "sustainable competitive advantage" meets customer needs more efficiently and effectively than your rivals.

a. false

b. true

.Which of the following is not considered a "cost driver" in a low cost strategy?

a. economies of scale

b. streamline supply chain

c. outsourcing

d. tax policy

e. refine manufacturing and design

.Which of the following is not considered a "uniqueness driver" in a differentiation strategy?

a. quality control

b. outsourcing

c. customer service

d. research and development

e. technology and innovation

. A differentiation strategy allows a company to lower price and gain buyer loyalty.

a. true

b. false

. A niche or best cost strategy is deployed to create long term customer goodwill and loyalty.

a. true

b. false

. A successful competitive strategy can be achieved with inadequate resources and a lack of employee know how and capabilities.

a. true

b. false

. Which one of the following issues would not be considered a strategic emergency?

a. new foreign competition

b. slowing sales growth with no obvious explanation

c. competitor aggressive price discounting

d.competitor dropping specific lines of business

e. reputation or crisis issue

. Which of the following is not a key component of strategy execution?

a. supportive organizational structure

b. strengthen core competencies and competitive abilities

c. Board of Directors

d. appropriate staffing

. One of the most important components of managing internal operations is the effective allocation resources to support strategy.

a. true

b. false

.An organization's employee rewards and incentives must be carefully aligned with strategy execution.

a. false

b. true

. In today's technological environment it is critical the a company's information and operating systems are carefully designed to support strategy execution.

a. true

b. false

. To strengthen your competitive position in business which of the following is not a good strategic choice?

a. form a strategic alliance or partnership

b. outsource

c. go on the offensive or defensive

d. actively resist union organization

e. vertical or horizontal integration

. Which of the following is not a considered a risk to a merger or acquisition strategy?

a. failure to merge culture

b. potential rigidity in supply chain

c. loss of competing customers

d. economies of scale

. Which of the following is a potential risk to an outsourcing strategy?

a. financial challenge or risk by outsourcer

b. cost reduction

c. potential improvement to expertise and efficiency

d. stay focused on your own core competencies

. Corporate strategy to be successful needs challenging objectives, definition of both short and long term objectives, support by all levels of management and complete organizational commitment.

a. true

b. false

. In the development and execution of corporate strategy which of the following is not a governance role of the Board of Directors?

a. evaluate performance of senior management

b. define parameters of company compensation plan

c. oversee corporate financial accounting and reporting

d. union negotiations

. Which of the following is not considered a "competitive force" industry participants face?

a. substitute products

b. supplier consolidation

c. competition amongst sellers

d. potential new entrants to industry

e. international trade agreements

. Is it critical to success in today's world to have competitive intelligence to understand what is happening in your industry, competitors and any other forces of change?

a. no

b. yes

. Which of the following is not an indicator of strategy success?

a. achieving financial and operating goals

b. being an industry leader

c. growing sales

d. rising sales price

e. reduced cost of technology and information systems

. An effective way to determine your competitive position as compared to your rivals is to "benchmark" which means to compare your costs and strategic imperatives to your key competitors.

a. true

b. false

. A company's "core" competence is central to their own strategy and competiveness while a "distinctive" competencyis competitively better than any rivals.

a. true

b. false

. A strategy of diversification is designed to increase shareholder value by acquiring other companies. Which of the following is not a good reason to diversify?

a. leverage your resources and capabilities

b. reduce cost/improve access to resources

c. acquire technology assets or products that complement your present business

d. company for sale can be bought cheap

e. take advantage of a powerful or known brand

. In addition to foreign acquisitions and export strategies, licensing, franchising and strategic alliances can be effective ways to enter into and compete in foreign markets.

a. true

b. false

. Which of the following is not a good reason to compete in International markets?

a. access new customers

b. lower costs

c. gain access to resources and capabilities in foreign markets

d. spread business risk over a wider market base

e. give management some international experience

f. exploit your core competencies