This document appears to be a series of multiple choice questions about strategic management concepts. The questions cover topics such as conducting internal and external analyses, identifying core competencies and distinctive capabilities, developing competitive strategies like differentiation and cost leadership, and implementing functional strategies in areas like production, marketing, and human resources.

1. Mark the correct answer in yellow
Question 1 of 40
2.5 Points
After a current product-market profile has been assessed, the
next step is to
A. identify sources of competitive advantage and the
disadvantage in the main product-market segments.
B. emphasize the interactions between the organization and
customers.
C. conduct an external assessment of competitors.
D. All of the answer choices are correct.
Question 2 of 40
2.5 Points
An internal analysis involves an examination of the
organization's:
A. mission and vision.
B. resources and capabilities.

2. C. strategic objectives.
D. functional and business strategies.
Question 3 of 40
2.5 Points
Characteristics of dynamic capabilities include all of the
following except:
A. timely responsiveness.
B. reactive responsiveness.
C. rapid and flexible product innovation.
D. coordinating and deploying organizational resources and
capabilities.
Question 4 of 40
2.5 Points
The ability of Honda to use its fuel-efficient and reliable
engines in automobiles, motorcycles, and power generators is an
example of:

3. A. contributing to superior customer value.
B. creating a product that is difficult for competitors to imitate.
C. developing an innovation that can be used in a number of
ways.
D. simulating an effective system developed by a competitor.
Question 5 of 40
2.5 Points
Core competencies cannot be a source of ________, but can
contribute to the development of ________.
A. organizational goals; competitive advantage
B. dynamic capabilities; internal analysis.
C. competitive advantage; distinctive capabilities.
D. distinctive capabilities; organizational goals
Question 6 of 40
2.5 Points
_______ are the special and unique capabilities that distinguish
an organization from its competitors.

4. A. Organizational strengths
B. Distinctive organizational capabilities
C. Competitive advantages
D. Core competencies
Question 7 of 40
2.5 Points
Performance of ________ activities would not be possible
without ________ activities.
A. core; support
B. primary; support
C. support; primary
D. strategic; support
Question 8 of 40

5. 2.5 Points
Customer value is determined by:
A. a unique and different product.
B. a low-priced product.
C. the ability to respond to specific or distinct customer needs.
D. All of the answer choices are correct.
Question 9 of 40
2.5 Points
The various organizational routines and processes that
determine how efficiently and effectively the organization
transforms its inputs into outputs are called
A. strengths.
B. core competencies.
C. capabilities.
D. customer value.

6. Question 10 of 40
2.5 Points
The internal audit concentrates on the availability or lack of
critical ________ and the level of ________.
A. capital; skills
B. resources; capabilities
C. financial resources; management
D. skills; resources
Question 11 of 40
2.5 Points
All of the following reflect questions asked of the management
function during the internal audit except:
A. Are jobs effectively designed?
B. What is the level of employee turnover?
C. Is the organization able to raise long-term capital?

7. D. Does the organization effectively use work teams?
Question 12 of 40
2.5 Points
Factors like Coca-Cola's brand name "Coke" and Nike's
"swoosh" symbol construct ________ resources for the
organization.
A. physical
B. intangible
C. financial
D. invisible
Question 13 of 40
2.5 Points
All of the following constitute support activities except:
A. technological development.
B. procurement.

8. C. operations.
D. human resource management.
Question 14 of 40
2.5 Points
Resources that are lacking or deficient and that prevent the
organization from developing a sustainable competitive
advantage, are known as:
A. weaknesses.
B. strengths.
C. opportunities.
D. threats.
Question 15 of 40
2.5 Points
Special and unique capabilities that distinguish the organization
from its competitors are called _______ organizational
capabilities.
A. distinguished

9. B. distinctive
C. demonstrated
D. delineated
Question 16 of 40
2.5 Points
Which of the following are considered to be primary activities
in a value chain analysis as outlined by Porter?
A. Inbound logistics
B. Procurement
C. Human resource management
D. Firm's infrastructure
Question 17 of 40
2.5 Points
Resources that the organization possesses and capabilities that
the organization has developed, both of which can be developed
into a sustainable competitive advantage, are known as:

10. A. weaknesses.
B. strengths.
C. opportunities.
D. threats.
Question 18 of 40
2.5 Points
Southwest's capability of quick gate turnaround time and
exceptional employee-customer interactions is known as:
A. a distinctive organizational capability.
B. an exceptional opportunity.
C. a superior customer value.
D. a distinguished service.
Question 19 of 40
2.5 Points

11. A capabilities assessment _______ is an in-depth evaluation of
an organization’s capabilities.
A. analysis
B. profile
C. formulation
D. review
Question 20 of 40
2.5 Points
The second step in identifying distinctive organizational
capabilities through a capabilities assessment profile is:
A. describe all the organizational capabilities and competencies.
B. identify and agree on the key capabilities and competencies.
C. identify sources of competitive advantage and disadvantage
in the main product-market segments.
D. sort the core capabilities and competencies according to
strategic importance.

12. Question 21 of 40
2.5 Points
The role of top-level decision makers in the strategic
management process is to:
A. establish the overall operational goals.
B. develop the overall goal that the organization hopes to
achieve.
C. establish functional strategies.
D. supervise line managers.
Question 22 of 40
2.5 Points
Which of the following is a possible production-operations
management strategy?
A. Selective specialization
B. Inventory management systems

13. C. User positioning
D. Market logistics
Question 23 of 40
2.5 Points
The ________ strategy is one in which an organization
continually innovates by finding and exploiting new product and
market opportunities.
A. prospector
B. defender
C. analyzer
D. reactor
Question 24 of 40
2.5 Points
When an organization competes by providing unique products
with features that customers value, perceive as different, and
are willing to pay a premium price for, it is using a strategy of:
A. cost leadership.

14. B. focus.
C. differentiation.
D. niche.
Question 25 of 40
2.5 Points
Which of the following is NOT a possible dimension for
identifying strategic groups?
A. Units sold
B. Price
C. Quality
D. Geographic scope
Question 26 of 40
2.5 Points
Which of the following is NOT one of Miles and Snow's
adaptive strategies?

15. A. Defender
B. Prospector
C. Cost leader
D. Analyzer
Question 27 of 40
2.5 Points
When an organization hasn't developed a low cost or a
differentiation competitive advantage, it is said to be
A. stuck-in-the-middle.
B. using an integrated strategy.
C. using a strategy of best cost.
D. pursuing a niche-based competitive advantage.
Question 28 of 40
2.5 Points

16. Determining the optimum mix of equity or debt is a decision
made by which organizational support process?
A. Financial-accounting systems
B. Corporate governance systems
C. Procurement systems
D. Product development systems
Question 29 of 40
2.5 Points
The ________ strategy is one in which an organization
continually innovates by finding and exploiting new product and
market opportunities.
A. prospector
B. defender
C. analyzer
D. reactor

17. Question 30 of 40
2.5 Points
Which of the following is not a recommended competitive
strategy for developing a competitive advantage?
A. Reactor
B. Defender
C. Analyzer
D. Prospector
Question 31 of 40
2.5 Points
The two main support processes in an organization are:
A. production systems and marketing systems.
B. procurement systems and HR systems.
C. financial accounting systems and HR systems.

18. D. information systems and financial accounting systems.
Question 32 of 40
2.5 Points
Which of the following is NOT a way to segment specialized
market niches?
A. Price consciousness
B. Geographical
C. Type of customer
D. Product line segment
Question 33 of 40
2.5 Points
________ strategies are the short-term goal-directed decisions
and actions of the organization's various functional areas.
A. Competitive
B. Coordinating
C. Corporate

19. D. Functional
Question 34 of 40
2.5 Points
An organization's ________ strategies reflect its commitment to
and treatment of its employees.
A. procurement
B. corporate
C. HR
D. competitive
Question 35 of 40
2.5 Points
If Mr. Carol wanted to introduce high-performance work
practices in his organization, which of the following practices
would he adopt?
A. Centralized decision making

20. B. Fixed job assignments
C. Limited communication
D. Self-managed work teams
Question 36 of 40
2.5 Points
In Porter's cost leadership strategy, the main goal of the cost
leader is to have the lowest ________ in the industry.
A. profits
B. prices
C. costs
D. products
Question 37 of 40
2.5 Points
One factor that would lead to high-performance work practices
is

21. A. using contingent pay.
B. forming problem-solving groups.
C. conducting attitude surveys.
D. All of the answer choices are correct.
Question 38 of 40
2.5 Points
Which are the two biggest factors in marketing?
A. Competitors and pricing
B. Product and competitors
C. Customers and competitors
D. Pricing and customers
Question 39 of 40
2.5 Points
When a company builds a profitable business by "stealing"
ideas from other successful peers, it is following a(n) ________
strategy.

22. A. prospector
B. defender
C. analyzer
D. reactor
Question 40 of 40
2.5 Points
Francesca has had a higher than desirable level of server
turnover in her restaurant. She decided that she needs to pay
better attention to which strategies?
A. Marketing
B. Human resources
C. Information
D. Financial-accounting

23. END