SlideShare a Scribd company logo
Strategic
stretch
involves:
               A) The fit between the organisation and its environment.
               B) Creating new opportunities by stretching and exploiting
               capabilities in new ways.
               C) The skills of the senior management.
               D) Utilising all the resources of an organisation to their full
               capacity.




       What are core competences?
            A) Resources which critically underpin competitive advantage and
            that others cannot obtain.
            B) Activities and processes needed to meet customers' minimum
            requirements and therefore to continue to exist.
            C) Key skills required for success in a particular business.
            D) Activities that underpin competitive advantage and are difficult for
            competitors to imitate or obtain.




       The value chain attempts to identify those
       activities which add value to:
            A) The organisation's stakeholders.
            B) The senior strategic managers in the organisation.
            C) The organisation's shareholders.
            D) The customer or final user.
The value chain is composed of primary &
support activities. Which answer below
provides the correct components for primary
activities?
   A) Service, human resource management, marketing & sales,
   operations and outbound logistics.
   B) Marketing & Sales, Operations, Outbound Logistics and Service.
   C) Procurement, Firm Infrastructure, Human Resource Management,
   Technology Development and Marketing & Sales.
   D) Inbound Logistics, Operations, Outbound Logistics, Marketing &
   Sales and Service.




What is the purpose of an activity map?
   A) A system to facilitate better time-planning.
   B) It is used in business process reengineering to show how the
   different activities of an organisation are linked together.
   C) It is used to identify and understand strategic capability by
   mapping how the different activities of an organisation are linked
   together.
   D) A list of activities undertaken by an organisation.




Competitive advantage through linkages
between the organisation and its value network
can be achieved by:
   A) Vertical integration.
   B) Adopting common quality standards internally and externally (with
   suppliers).
   C) Examining supplier specifications, common merchandising,
   applying quality management principles or by collaborating with other
   organisations in the form of strategic alliances or joint ventures.
   D) Outsourcing customer service to India.
Cost efficiency is determined by which of the
following drivers?
   A) Supply Costs, Experience, Product/Process Design and Economies
   of Scale.
   B) Supply Costs & Economies of Scale.
   C) Product/Process Design and Economies of Scale.
   D) Experience.




Robustness of strategic capabilities is more
likely when:
   A) Linkages in the value network are exploited.
   B) Core competences are complex, ambiguous and dependent on
   culture/history.
   C) Competences lie with specific individuals.
   D) Core competences lie in separate parts of the organisation's value
   chain.




Which types of organisational knowledge are a
source of competitive advantage?
   A) Explicit knowledge which is classified and formalised in a planned
   and systematic way.
   B) Personal knowledge which is hard to communicate and formalise.
   C) Customer databases, market research reports, management reports.
   D) Collective and shared experience accumulated through systems,
   routines and activities of sharing across the organisation.




In the resource-based view of strategy, what
type of strategic capabilities are the source of
sustainable competitive advantage?
   A) Unique resources and core competences.
   B) Dynamic capabilities.
   C) Operational excellence.
   D) Strategic capabilities which are valuable to buyers, rare, robust and
   non-substitutable.
What are the three criteria for the robustness of
strategic capability?
   A) Core competences, unique resources and dynamic capabilities.
   B) Complexity, causal ambiguity and value to customers.
   C) Complexity, causal ambiguity and rarity.
   D) Complexity, causal ambiguity and culture/history.




Industry/sector benchmarking compares:
   A) Organisational performance between firms/public sector
   organisations in different industries or sectors.
   B) Organisational performance between firms/public sector
   organisations in the same industry or sector.
   C) Organisational performance between firms/public sector
   organisations in different countries.
   D) Organisational performance between different divisions of the
   firm.




Best in Class Benchmarking seeks to assess
organisational performance against:
   A) The nearest geographical competitor.
   B) The competitor who is 'best in class' wherever that may be.
   C) The competitor who is the best in the industry.
   D) The nearest principal competitor.




The purpose of a SWOT analysis is to analyse:
   A) The business environment in which an organisation operates.
   B) The strategic capability of an organisation.
   C) The business environment and the strategic capability of an
   organisation relative to its competitors.
   D) External and organisational environments.
SWOT should be:
  A) A general list of issues under each heading.
  B) Focused on key issues and as specific as possible.
  C) Completed when an analysis of the external environment has been
  conducted.
  D) SWOT analysis is the best strategic management framework for
  analysing the competitive positioning of an organisation.

More Related Content

What's hot

strategic management
strategic managementstrategic management
strategic managementvisakhgeethu
 
How to Launch Strategy from Formulation to Organisation's Expected State :Mod...
How to Launch Strategy from Formulation to Organisation's Expected State :Mod...How to Launch Strategy from Formulation to Organisation's Expected State :Mod...
How to Launch Strategy from Formulation to Organisation's Expected State :Mod...Chuks Ejechi, MSc, PMP
 
VRIO Analysis Template for Businesses
VRIO Analysis Template for BusinessesVRIO Analysis Template for Businesses
VRIO Analysis Template for BusinessesSoren Kaplan
 
Functional Capability and Resource Analysis Presentation
Functional Capability and Resource Analysis PresentationFunctional Capability and Resource Analysis Presentation
Functional Capability and Resource Analysis PresentationBrandon Thomson
 
Internal Environmental Analysis
Internal Environmental AnalysisInternal Environmental Analysis
Internal Environmental AnalysisFaiz Alwi
 
Presentation on 'Competing on Resources', article by David J. Collins & Cynth...
Presentation on 'Competing on Resources', article by David J. Collins & Cynth...Presentation on 'Competing on Resources', article by David J. Collins & Cynth...
Presentation on 'Competing on Resources', article by David J. Collins & Cynth...Himanshu Arora
 
Functional Capability and Resource Analysis Methodology Report
Functional Capability and Resource Analysis Methodology ReportFunctional Capability and Resource Analysis Methodology Report
Functional Capability and Resource Analysis Methodology ReportBrandon Thomson
 
Sustainability Reporting- Business Ethics
Sustainability Reporting- Business EthicsSustainability Reporting- Business Ethics
Sustainability Reporting- Business Ethicsshrinivas kulkarni
 
Competitive advantage - strategic human resource management
Competitive advantage -  strategic human resource managementCompetitive advantage -  strategic human resource management
Competitive advantage - strategic human resource managementmanumelwin
 

What's hot (14)

strategic management
strategic managementstrategic management
strategic management
 
How to Launch Strategy from Formulation to Organisation's Expected State :Mod...
How to Launch Strategy from Formulation to Organisation's Expected State :Mod...How to Launch Strategy from Formulation to Organisation's Expected State :Mod...
How to Launch Strategy from Formulation to Organisation's Expected State :Mod...
 
VRIO Analysis Template for Businesses
VRIO Analysis Template for BusinessesVRIO Analysis Template for Businesses
VRIO Analysis Template for Businesses
 
Chapter 4
Chapter 4Chapter 4
Chapter 4
 
Functional Capability and Resource Analysis Presentation
Functional Capability and Resource Analysis PresentationFunctional Capability and Resource Analysis Presentation
Functional Capability and Resource Analysis Presentation
 
Internal Analysis Competencies.
Internal Analysis Competencies.Internal Analysis Competencies.
Internal Analysis Competencies.
 
Organizational Appraisal
Organizational AppraisalOrganizational Appraisal
Organizational Appraisal
 
Internal Environmental Analysis
Internal Environmental AnalysisInternal Environmental Analysis
Internal Environmental Analysis
 
Presentation on 'Competing on Resources', article by David J. Collins & Cynth...
Presentation on 'Competing on Resources', article by David J. Collins & Cynth...Presentation on 'Competing on Resources', article by David J. Collins & Cynth...
Presentation on 'Competing on Resources', article by David J. Collins & Cynth...
 
Group discussion
Group discussionGroup discussion
Group discussion
 
Functional Capability and Resource Analysis Methodology Report
Functional Capability and Resource Analysis Methodology ReportFunctional Capability and Resource Analysis Methodology Report
Functional Capability and Resource Analysis Methodology Report
 
Sustainability Reporting- Business Ethics
Sustainability Reporting- Business EthicsSustainability Reporting- Business Ethics
Sustainability Reporting- Business Ethics
 
Competitive advantage - strategic human resource management
Competitive advantage -  strategic human resource managementCompetitive advantage -  strategic human resource management
Competitive advantage - strategic human resource management
 
Lect 3 internal-analysis
Lect 3 internal-analysisLect 3 internal-analysis
Lect 3 internal-analysis
 

Viewers also liked

الهيموفيليا 1
الهيموفيليا 1الهيموفيليا 1
الهيموفيليا 1Shahid Shalabi
 
الهيموفيليا
الهيموفيلياالهيموفيليا
الهيموفيلياShahid Shalabi
 
Ashley and sonny museme
Ashley and sonny musemeAshley and sonny museme
Ashley and sonny musemerobinlynnshine
 
العينات الاحصائية
العينات الاحصائيةالعينات الاحصائية
العينات الاحصائيةShahid Shalabi
 
الأحصــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــاء
الأحصــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــاءالأحصــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــاء
الأحصــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــاءShahid Shalabi
 
الانحدار الخطي البسيط
الانحدار الخطي البسيطالانحدار الخطي البسيط
الانحدار الخطي البسيطShahid Shalabi
 
الانحدارالخطي البسيط
الانحدارالخطي البسيطالانحدارالخطي البسيط
الانحدارالخطي البسيطShahid Shalabi
 
الهيموفيليا
الهيموفيلياالهيموفيليا
الهيموفيلياShahid Shalabi
 
Westcott meadows development2011v2
Westcott meadows development2011v2Westcott meadows development2011v2
Westcott meadows development2011v2Natalie Foo
 
Listed Building Letter
Listed Building LetterListed Building Letter
Listed Building LetterNatalie Foo
 
Letter to council 31 may 2011
Letter to council 31 may 2011Letter to council 31 may 2011
Letter to council 31 may 2011Natalie Foo
 
(الهيموفيليا)
(الهيموفيليا)(الهيموفيليا)
(الهيموفيليا)Shahid Shalabi
 
العينات الاحصائية
العينات الاحصائيةالعينات الاحصائية
العينات الاحصائيةShahid Shalabi
 
MF Letter to MVDC
MF Letter to MVDCMF Letter to MVDC
MF Letter to MVDCNatalie Foo
 

Viewers also liked (18)

الثلاسيميا
الثلاسيمياالثلاسيميا
الثلاسيميا
 
الثلاسيميا
الثلاسيمياالثلاسيميا
الثلاسيميا
 
الهيموفيليا 1
الهيموفيليا 1الهيموفيليا 1
الهيموفيليا 1
 
الثلاسيميا
الثلاسيمياالثلاسيميا
الثلاسيميا
 
الهيموفيليا
الهيموفيلياالهيموفيليا
الهيموفيليا
 
Ashley and sonny museme
Ashley and sonny musemeAshley and sonny museme
Ashley and sonny museme
 
الثلاسيميا
الثلاسيمياالثلاسيميا
الثلاسيميا
 
العينات الاحصائية
العينات الاحصائيةالعينات الاحصائية
العينات الاحصائية
 
الأحصــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــاء
الأحصــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــاءالأحصــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــاء
الأحصــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــاء
 
الانحدار الخطي البسيط
الانحدار الخطي البسيطالانحدار الخطي البسيط
الانحدار الخطي البسيط
 
الانحدارالخطي البسيط
الانحدارالخطي البسيطالانحدارالخطي البسيط
الانحدارالخطي البسيط
 
الهيموفيليا
الهيموفيلياالهيموفيليا
الهيموفيليا
 
Westcott meadows development2011v2
Westcott meadows development2011v2Westcott meadows development2011v2
Westcott meadows development2011v2
 
Listed Building Letter
Listed Building LetterListed Building Letter
Listed Building Letter
 
Letter to council 31 may 2011
Letter to council 31 may 2011Letter to council 31 may 2011
Letter to council 31 may 2011
 
(الهيموفيليا)
(الهيموفيليا)(الهيموفيليا)
(الهيموفيليا)
 
العينات الاحصائية
العينات الاحصائيةالعينات الاحصائية
العينات الاحصائية
 
MF Letter to MVDC
MF Letter to MVDCMF Letter to MVDC
MF Letter to MVDC
 

Similar to New microsoft word document

Chapter #1 - The Strategy-Making Process - Multiple Choice Questions
Chapter #1 - The Strategy-Making Process - Multiple Choice QuestionsChapter #1 - The Strategy-Making Process - Multiple Choice Questions
Chapter #1 - The Strategy-Making Process - Multiple Choice QuestionsTariq Al-Basha
 
Anatomy of a nonprofit marketing plan
Anatomy of a nonprofit marketing planAnatomy of a nonprofit marketing plan
Anatomy of a nonprofit marketing planDeborah Spector
 
Pagedundee.ac.ukDr. Andrew G. RossLecture Internal.docx
Pagedundee.ac.ukDr. Andrew G. RossLecture Internal.docxPagedundee.ac.ukDr. Andrew G. RossLecture Internal.docx
Pagedundee.ac.ukDr. Andrew G. RossLecture Internal.docxLacieKlineeb
 
MGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 versionMGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 versionemilepfister
 
MGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 versionMGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 versionchelseymerdita
 
MGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 versionMGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 versionlorinerba
 
MGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 versionMGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 versionchelseymerdita
 
MGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 versionMGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 versionrosawisner
 
MGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 versionMGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 versionemilepfister
 
MGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 versionMGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 versionrosawisner
 
MGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 versionMGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 versionchelseymerdita
 
MGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 versionMGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 versionchelseymerdita
 
MGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 versionMGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 versionlorinerba
 
MGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 versionMGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 versionlorinerba
 
MGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 versionMGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 versionrosawisner
 
Mgt 498 mgt/498 final exam 100% correct answers
Mgt 498 mgt/498 final exam 100% correct answersMgt 498 mgt/498 final exam 100% correct answers
Mgt 498 mgt/498 final exam 100% correct answersGliven
 
Mgt 498 final exam 30#questions with answers correct 100%
Mgt 498 final exam 30#questions with answers correct 100%Mgt 498 final exam 30#questions with answers correct 100%
Mgt 498 final exam 30#questions with answers correct 100%versyty
 
Mgt 498 final exam 30#questions with answers correct 100%
Mgt 498 final exam 30#questions with answers correct 100%Mgt 498 final exam 30#questions with answers correct 100%
Mgt 498 final exam 30#questions with answers correct 100%choices11
 
Mgt 498 final exam
Mgt 498 final examMgt 498 final exam
Mgt 498 final examginistays
 

Similar to New microsoft word document (20)

Cg
CgCg
Cg
 
Chapter #1 - The Strategy-Making Process - Multiple Choice Questions
Chapter #1 - The Strategy-Making Process - Multiple Choice QuestionsChapter #1 - The Strategy-Making Process - Multiple Choice Questions
Chapter #1 - The Strategy-Making Process - Multiple Choice Questions
 
Anatomy of a nonprofit marketing plan
Anatomy of a nonprofit marketing planAnatomy of a nonprofit marketing plan
Anatomy of a nonprofit marketing plan
 
Pagedundee.ac.ukDr. Andrew G. RossLecture Internal.docx
Pagedundee.ac.ukDr. Andrew G. RossLecture Internal.docxPagedundee.ac.ukDr. Andrew G. RossLecture Internal.docx
Pagedundee.ac.ukDr. Andrew G. RossLecture Internal.docx
 
MGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 versionMGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 version
 
MGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 versionMGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 version
 
MGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 versionMGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 version
 
MGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 versionMGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 version
 
MGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 versionMGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 version
 
MGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 versionMGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 version
 
MGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 versionMGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 version
 
MGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 versionMGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 version
 
MGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 versionMGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 version
 
MGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 versionMGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 version
 
MGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 versionMGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 version
 
MGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 versionMGT 498 Final Exam 2015 version
MGT 498 Final Exam 2015 version
 
Mgt 498 mgt/498 final exam 100% correct answers
Mgt 498 mgt/498 final exam 100% correct answersMgt 498 mgt/498 final exam 100% correct answers
Mgt 498 mgt/498 final exam 100% correct answers
 
Mgt 498 final exam 30#questions with answers correct 100%
Mgt 498 final exam 30#questions with answers correct 100%Mgt 498 final exam 30#questions with answers correct 100%
Mgt 498 final exam 30#questions with answers correct 100%
 
Mgt 498 final exam 30#questions with answers correct 100%
Mgt 498 final exam 30#questions with answers correct 100%Mgt 498 final exam 30#questions with answers correct 100%
Mgt 498 final exam 30#questions with answers correct 100%
 
Mgt 498 final exam
Mgt 498 final examMgt 498 final exam
Mgt 498 final exam
 

Recently uploaded

falcon-invoice-discounting-a-premier-platform-for-investors-in-india
falcon-invoice-discounting-a-premier-platform-for-investors-in-indiafalcon-invoice-discounting-a-premier-platform-for-investors-in-india
falcon-invoice-discounting-a-premier-platform-for-investors-in-indiaFalcon Invoice Discounting
 
Meaningful Technology for Humans: How Strategy Helps to Deliver Real Value fo...
Meaningful Technology for Humans: How Strategy Helps to Deliver Real Value fo...Meaningful Technology for Humans: How Strategy Helps to Deliver Real Value fo...
Meaningful Technology for Humans: How Strategy Helps to Deliver Real Value fo...Björn Rohles
 
Global Interconnection Group Joint Venture[960] (1).pdf
Global Interconnection Group Joint Venture[960] (1).pdfGlobal Interconnection Group Joint Venture[960] (1).pdf
Global Interconnection Group Joint Venture[960] (1).pdfHenry Tapper
 
Maximizing Efficiency Migrating AccountEdge Data to QuickBooks.pdf
Maximizing Efficiency Migrating AccountEdge Data to QuickBooks.pdfMaximizing Efficiency Migrating AccountEdge Data to QuickBooks.pdf
Maximizing Efficiency Migrating AccountEdge Data to QuickBooks.pdfPaulBryant58
 
Business Valuation Principles for Entrepreneurs
Business Valuation Principles for EntrepreneursBusiness Valuation Principles for Entrepreneurs
Business Valuation Principles for EntrepreneursBen Wann
 
FINAL PRESENTATION.pptx12143241324134134
FINAL PRESENTATION.pptx12143241324134134FINAL PRESENTATION.pptx12143241324134134
FINAL PRESENTATION.pptx12143241324134134LR1709MUSIC
 
Digital Transformation in PLM - WHAT and HOW - for distribution.pdf
Digital Transformation in PLM - WHAT and HOW - for distribution.pdfDigital Transformation in PLM - WHAT and HOW - for distribution.pdf
Digital Transformation in PLM - WHAT and HOW - for distribution.pdfJos Voskuil
 
5 Things You Need To Know Before Hiring a Videographer
5 Things You Need To Know Before Hiring a Videographer5 Things You Need To Know Before Hiring a Videographer
5 Things You Need To Know Before Hiring a Videographerofm712785
 
NewBase 24 May 2024 Energy News issue - 1727 by Khaled Al Awadi_compresse...
NewBase   24 May  2024  Energy News issue - 1727 by Khaled Al Awadi_compresse...NewBase   24 May  2024  Energy News issue - 1727 by Khaled Al Awadi_compresse...
NewBase 24 May 2024 Energy News issue - 1727 by Khaled Al Awadi_compresse...Khaled Al Awadi
 
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...Accpac to QuickBooks Conversion Navigating the Transition with Online Account...
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
 
Improving profitability for small business
Improving profitability for small businessImproving profitability for small business
Improving profitability for small businessBen Wann
 
The-McKinsey-7S-Framework. strategic management
The-McKinsey-7S-Framework. strategic managementThe-McKinsey-7S-Framework. strategic management
The-McKinsey-7S-Framework. strategic managementBojamma2
 
12 Conversion Rate Optimization Strategies for Ecommerce Websites.pdf
12 Conversion Rate Optimization Strategies for Ecommerce Websites.pdf12 Conversion Rate Optimization Strategies for Ecommerce Websites.pdf
12 Conversion Rate Optimization Strategies for Ecommerce Websites.pdfSOFTTECHHUB
 
HR and Employment law update: May 2024.
HR and Employment law update:  May 2024.HR and Employment law update:  May 2024.
HR and Employment law update: May 2024.FelixPerez547899
 
BeMetals Presentation_May_22_2024 .pdf
BeMetals Presentation_May_22_2024   .pdfBeMetals Presentation_May_22_2024   .pdf
BeMetals Presentation_May_22_2024 .pdfDerekIwanaka1
 
Affordable Stationery Printing Services in Jaipur | Navpack n Print
Affordable Stationery Printing Services in Jaipur | Navpack n PrintAffordable Stationery Printing Services in Jaipur | Navpack n Print
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
 
Strategy Analysis and Selecting ( Space Matrix)
Strategy Analysis and Selecting ( Space Matrix)Strategy Analysis and Selecting ( Space Matrix)
Strategy Analysis and Selecting ( Space Matrix)RidaKhan334971
 
Introduction to Amazon company 111111111111
Introduction to Amazon company 111111111111Introduction to Amazon company 111111111111
Introduction to Amazon company 111111111111zoyaansari11365
 
Putting the SPARK into Virtual Training.pptx
Putting the SPARK into Virtual Training.pptxPutting the SPARK into Virtual Training.pptx
Putting the SPARK into Virtual Training.pptxCynthia Clay
 

Recently uploaded (20)

Sustainability: Balancing the Environment, Equity & Economy
Sustainability: Balancing the Environment, Equity & EconomySustainability: Balancing the Environment, Equity & Economy
Sustainability: Balancing the Environment, Equity & Economy
 
falcon-invoice-discounting-a-premier-platform-for-investors-in-india
falcon-invoice-discounting-a-premier-platform-for-investors-in-indiafalcon-invoice-discounting-a-premier-platform-for-investors-in-india
falcon-invoice-discounting-a-premier-platform-for-investors-in-india
 
Meaningful Technology for Humans: How Strategy Helps to Deliver Real Value fo...
Meaningful Technology for Humans: How Strategy Helps to Deliver Real Value fo...Meaningful Technology for Humans: How Strategy Helps to Deliver Real Value fo...
Meaningful Technology for Humans: How Strategy Helps to Deliver Real Value fo...
 
Global Interconnection Group Joint Venture[960] (1).pdf
Global Interconnection Group Joint Venture[960] (1).pdfGlobal Interconnection Group Joint Venture[960] (1).pdf
Global Interconnection Group Joint Venture[960] (1).pdf
 
Maximizing Efficiency Migrating AccountEdge Data to QuickBooks.pdf
Maximizing Efficiency Migrating AccountEdge Data to QuickBooks.pdfMaximizing Efficiency Migrating AccountEdge Data to QuickBooks.pdf
Maximizing Efficiency Migrating AccountEdge Data to QuickBooks.pdf
 
Business Valuation Principles for Entrepreneurs
Business Valuation Principles for EntrepreneursBusiness Valuation Principles for Entrepreneurs
Business Valuation Principles for Entrepreneurs
 
FINAL PRESENTATION.pptx12143241324134134
FINAL PRESENTATION.pptx12143241324134134FINAL PRESENTATION.pptx12143241324134134
FINAL PRESENTATION.pptx12143241324134134
 
Digital Transformation in PLM - WHAT and HOW - for distribution.pdf
Digital Transformation in PLM - WHAT and HOW - for distribution.pdfDigital Transformation in PLM - WHAT and HOW - for distribution.pdf
Digital Transformation in PLM - WHAT and HOW - for distribution.pdf
 
5 Things You Need To Know Before Hiring a Videographer
5 Things You Need To Know Before Hiring a Videographer5 Things You Need To Know Before Hiring a Videographer
5 Things You Need To Know Before Hiring a Videographer
 
NewBase 24 May 2024 Energy News issue - 1727 by Khaled Al Awadi_compresse...
NewBase   24 May  2024  Energy News issue - 1727 by Khaled Al Awadi_compresse...NewBase   24 May  2024  Energy News issue - 1727 by Khaled Al Awadi_compresse...
NewBase 24 May 2024 Energy News issue - 1727 by Khaled Al Awadi_compresse...
 
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...Accpac to QuickBooks Conversion Navigating the Transition with Online Account...
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...
 
Improving profitability for small business
Improving profitability for small businessImproving profitability for small business
Improving profitability for small business
 
The-McKinsey-7S-Framework. strategic management
The-McKinsey-7S-Framework. strategic managementThe-McKinsey-7S-Framework. strategic management
The-McKinsey-7S-Framework. strategic management
 
12 Conversion Rate Optimization Strategies for Ecommerce Websites.pdf
12 Conversion Rate Optimization Strategies for Ecommerce Websites.pdf12 Conversion Rate Optimization Strategies for Ecommerce Websites.pdf
12 Conversion Rate Optimization Strategies for Ecommerce Websites.pdf
 
HR and Employment law update: May 2024.
HR and Employment law update:  May 2024.HR and Employment law update:  May 2024.
HR and Employment law update: May 2024.
 
BeMetals Presentation_May_22_2024 .pdf
BeMetals Presentation_May_22_2024   .pdfBeMetals Presentation_May_22_2024   .pdf
BeMetals Presentation_May_22_2024 .pdf
 
Affordable Stationery Printing Services in Jaipur | Navpack n Print
Affordable Stationery Printing Services in Jaipur | Navpack n PrintAffordable Stationery Printing Services in Jaipur | Navpack n Print
Affordable Stationery Printing Services in Jaipur | Navpack n Print
 
Strategy Analysis and Selecting ( Space Matrix)
Strategy Analysis and Selecting ( Space Matrix)Strategy Analysis and Selecting ( Space Matrix)
Strategy Analysis and Selecting ( Space Matrix)
 
Introduction to Amazon company 111111111111
Introduction to Amazon company 111111111111Introduction to Amazon company 111111111111
Introduction to Amazon company 111111111111
 
Putting the SPARK into Virtual Training.pptx
Putting the SPARK into Virtual Training.pptxPutting the SPARK into Virtual Training.pptx
Putting the SPARK into Virtual Training.pptx
 

New microsoft word document

  • 1. Strategic stretch involves: A) The fit between the organisation and its environment. B) Creating new opportunities by stretching and exploiting capabilities in new ways. C) The skills of the senior management. D) Utilising all the resources of an organisation to their full capacity. What are core competences? A) Resources which critically underpin competitive advantage and that others cannot obtain. B) Activities and processes needed to meet customers' minimum requirements and therefore to continue to exist. C) Key skills required for success in a particular business. D) Activities that underpin competitive advantage and are difficult for competitors to imitate or obtain. The value chain attempts to identify those activities which add value to: A) The organisation's stakeholders. B) The senior strategic managers in the organisation. C) The organisation's shareholders. D) The customer or final user.
  • 2. The value chain is composed of primary & support activities. Which answer below provides the correct components for primary activities? A) Service, human resource management, marketing & sales, operations and outbound logistics. B) Marketing & Sales, Operations, Outbound Logistics and Service. C) Procurement, Firm Infrastructure, Human Resource Management, Technology Development and Marketing & Sales. D) Inbound Logistics, Operations, Outbound Logistics, Marketing & Sales and Service. What is the purpose of an activity map? A) A system to facilitate better time-planning. B) It is used in business process reengineering to show how the different activities of an organisation are linked together. C) It is used to identify and understand strategic capability by mapping how the different activities of an organisation are linked together. D) A list of activities undertaken by an organisation. Competitive advantage through linkages between the organisation and its value network can be achieved by: A) Vertical integration. B) Adopting common quality standards internally and externally (with suppliers). C) Examining supplier specifications, common merchandising, applying quality management principles or by collaborating with other organisations in the form of strategic alliances or joint ventures. D) Outsourcing customer service to India.
  • 3. Cost efficiency is determined by which of the following drivers? A) Supply Costs, Experience, Product/Process Design and Economies of Scale. B) Supply Costs & Economies of Scale. C) Product/Process Design and Economies of Scale. D) Experience. Robustness of strategic capabilities is more likely when: A) Linkages in the value network are exploited. B) Core competences are complex, ambiguous and dependent on culture/history. C) Competences lie with specific individuals. D) Core competences lie in separate parts of the organisation's value chain. Which types of organisational knowledge are a source of competitive advantage? A) Explicit knowledge which is classified and formalised in a planned and systematic way. B) Personal knowledge which is hard to communicate and formalise. C) Customer databases, market research reports, management reports. D) Collective and shared experience accumulated through systems, routines and activities of sharing across the organisation. In the resource-based view of strategy, what type of strategic capabilities are the source of sustainable competitive advantage? A) Unique resources and core competences. B) Dynamic capabilities. C) Operational excellence. D) Strategic capabilities which are valuable to buyers, rare, robust and non-substitutable.
  • 4. What are the three criteria for the robustness of strategic capability? A) Core competences, unique resources and dynamic capabilities. B) Complexity, causal ambiguity and value to customers. C) Complexity, causal ambiguity and rarity. D) Complexity, causal ambiguity and culture/history. Industry/sector benchmarking compares: A) Organisational performance between firms/public sector organisations in different industries or sectors. B) Organisational performance between firms/public sector organisations in the same industry or sector. C) Organisational performance between firms/public sector organisations in different countries. D) Organisational performance between different divisions of the firm. Best in Class Benchmarking seeks to assess organisational performance against: A) The nearest geographical competitor. B) The competitor who is 'best in class' wherever that may be. C) The competitor who is the best in the industry. D) The nearest principal competitor. The purpose of a SWOT analysis is to analyse: A) The business environment in which an organisation operates. B) The strategic capability of an organisation. C) The business environment and the strategic capability of an organisation relative to its competitors. D) External and organisational environments.
  • 5. SWOT should be: A) A general list of issues under each heading. B) Focused on key issues and as specific as possible. C) Completed when an analysis of the external environment has been conducted. D) SWOT analysis is the best strategic management framework for analysing the competitive positioning of an organisation.