Failure to understand the beliefs and expectations of stakeholders:

	a.	Causes a company's profits to increase in the short run.
	b.	Causes a company's profits to decrease in the short run.
	c.	Causes the performance-expectations gap to grow larger.
	d.	Increases the chance of a corporate buy-out.

1 points

Question 2

According to management scholar Karl Albrecht, scanning to acquire environmental intelligence should focus on:

	a.	Eight strategic radar screens.
	b.	Six management templates.
	c.	Eight process improvement models.
	d.	Six ethical decision indicators.

1 points

Question 3

Customer environmental intelligence includes:

	a.	Demographic factors.
	b.	An analysis of the firm's competitors.
	c.	New technological applications.
	d.	The cost of producing consumer goods.

1 points

Question 4

The "graying" of the population is an example of:

	a.	Customer environment.
	b.	Competitor environment.
	c.	Economic environment.
	d.	Social environment.

1 points

Question 5

An analysis of the stability or instability of a government is an example of scanning the:

	a.	Social environment.
	b.	Legal environment.
	c.	Geophysical environment.
	d.	Political environment.

1 points

Question 6

Legal environmental intelligence includes:

	a.	Patterns of aggressive growth versus static maintenance.
	b.	Analysis of local, state, national, and international politics.
	c.	Considerations of patents, copyrights, or trademarks.
	d.	Information regarding costs, prices, and international trade.

1 points

Question 7

The role of special interest groups is an important element in acquiring intelligence from the:

	a.	Customer environment.
	b.	Competitor environment.
	c.	Economic environment.
	d.	Social environment.

1 points

Question 8

The issue management process has how many stages?

	a.	Three.
	b.	Four.
	c.	Five.
	d.	Six.

1 points

Question 9

The components of a typical issues management process include:

	a.	Identify issue.
	b.	Generate options.
	c.	Take action.
	d.	All of the above.

1 points

Question 10

When working well, the issue management process:

	a.	Is static and never pulls in additional information that would disturb the balance.
	b.	Generates two specific options for each issue.
	c.	Minimizes dialogue with the stakeholders and focuses on short-term survival.
	d.	Continuously cycles back to the beginning and repeats.

1 points