1) The document discusses planning and strategy, outlining six learning objectives. It provides a test correlation table that matches learning objectives with question types (true/false, multiple choice, essay) at different levels of difficulty.
2) The true/false and multiple choice questions cover topics like the importance of planning, strategic vs. tactical planning, diversification strategies, corporate strategy levels, and Porter's generic competitive strategies model.
3) Answers are provided for each question referencing the chapter pages for more information. The document serves as a study guide for an exam on planning and strategy concepts.
This document provides a test correlation table and questions for Chapter 12 on organizational change and learning. It outlines the learning objectives, question types (true/false, multiple choice, essay), and level of difficulty (easy, moderate, difficult) for each objective. The objectives cover types of organizational change, the planning process for change, methods of change, how innovation relates to change, and how learning organizations foster change. The table is followed by sample true/false and multiple choice questions mapped to the objectives and difficulty levels.
This document provides a test correlation table and learning objectives for a chapter on environmental forces that influence organizations. The table lists true/false, multiple choice, and essay style questions mapped to three levels of difficulty that assess comprehension of the chapter's four learning objectives. The objectives cover how economic/cultural factors influence organizations, the five competitive forces that affect industries, political/legal strategies used by managers, and how technological forces drive industry changes. The document provides a high-level overview of the chapter's content and assessment of student understanding through different question types.
1) The document discusses managing globally and provides learning objectives and test questions related to characteristics of the global economy, how culture affects business practices, political-legal forces on international business, major trade agreements, and international business strategies.
2) It includes true/false and multiple choice questions mapped to the learning objectives, covering topics such as forces driving globalization, cultural dimensions like time orientation and value systems, assessing political risk, trade agreements like the WTO and NAFTA, and international entry strategies.
3) The test correlation table lists the learning objectives, associated question types and levels of difficulty for easy, moderate, and difficult questions.
This document provides an overview of key concepts in decision making, including:
1) Decisions are made under conditions of certainty, risk, or uncertainty depending on what is known about the problem and potential solutions.
2) Decisions can be classified as routine, adaptive, or innovative based on how common the problem is and how established the solutions may be.
3) There are three basic models of decision making - rational, bounded rationality, and political. The rational model follows a systematic process while the political model considers organizational politics and power dynamics.
The document provides an overview of the evolution of management theories and viewpoints, as well as learning objectives and test questions related to the chapter. Specifically, it discusses the three branches of the traditional viewpoint (bureaucratic, scientific, administrative), the behavioral viewpoint's contributions, how systems and quantitative techniques can improve performance, the two components of the contingency viewpoint, and the impact of quality on management practices. The test correlation table maps learning objectives to question types and difficulty levels. Multiple choice and true/false questions with answers are provided to assess understanding of the chapter concepts.
This document provides a test correlation table and questions for Chapter 11 on organizational design. It covers four learning objectives: 1) describing the two fundamentals of organizing, 2) explaining the five aspects of vertical design, 3) describing four types of horizontal design, and 4) describing two methods of integration. The table lists questions by type (true/false, multiple choice, essay), level of difficulty, and learning objective. It then provides sample true/false and multiple choice questions to assess understanding of the chapter concepts.
The document outlines the learning objectives and test questions for a chapter on controlling in organizations. It covers explaining the foundations of control, identifying the phases of the corrective control model, describing primary control methods, and explaining corporate governance issues. The questions are categorized by their learning objective, type (true/false, multiple choice, essay), and difficulty level (easy, moderate, difficult).
This document provides an overview of organizational culture and cultural diversity. It includes learning objectives, test correlation tables, true/false questions, and multiple choice question previews related to:
1) Describing the core elements of organizational culture including symbols, language, values, norms, and narratives.
2) Comparing and contrasting four types of organizational culture: clan, adhocracy, market, and hierarchy.
3) Discussing several types of subcultures that may exist within organizations including departmental, generational, and gender-based subcultures.
4) Describing several activities for successfully managing diversity such as surveys, training, and establishing employee resource groups.
This document provides a test correlation table and questions for Chapter 12 on organizational change and learning. It outlines the learning objectives, question types (true/false, multiple choice, essay), and level of difficulty (easy, moderate, difficult) for each objective. The objectives cover types of organizational change, the planning process for change, methods of change, how innovation relates to change, and how learning organizations foster change. The table is followed by sample true/false and multiple choice questions mapped to the objectives and difficulty levels.
This document provides a test correlation table and learning objectives for a chapter on environmental forces that influence organizations. The table lists true/false, multiple choice, and essay style questions mapped to three levels of difficulty that assess comprehension of the chapter's four learning objectives. The objectives cover how economic/cultural factors influence organizations, the five competitive forces that affect industries, political/legal strategies used by managers, and how technological forces drive industry changes. The document provides a high-level overview of the chapter's content and assessment of student understanding through different question types.
1) The document discusses managing globally and provides learning objectives and test questions related to characteristics of the global economy, how culture affects business practices, political-legal forces on international business, major trade agreements, and international business strategies.
2) It includes true/false and multiple choice questions mapped to the learning objectives, covering topics such as forces driving globalization, cultural dimensions like time orientation and value systems, assessing political risk, trade agreements like the WTO and NAFTA, and international entry strategies.
3) The test correlation table lists the learning objectives, associated question types and levels of difficulty for easy, moderate, and difficult questions.
This document provides an overview of key concepts in decision making, including:
1) Decisions are made under conditions of certainty, risk, or uncertainty depending on what is known about the problem and potential solutions.
2) Decisions can be classified as routine, adaptive, or innovative based on how common the problem is and how established the solutions may be.
3) There are three basic models of decision making - rational, bounded rationality, and political. The rational model follows a systematic process while the political model considers organizational politics and power dynamics.
The document provides an overview of the evolution of management theories and viewpoints, as well as learning objectives and test questions related to the chapter. Specifically, it discusses the three branches of the traditional viewpoint (bureaucratic, scientific, administrative), the behavioral viewpoint's contributions, how systems and quantitative techniques can improve performance, the two components of the contingency viewpoint, and the impact of quality on management practices. The test correlation table maps learning objectives to question types and difficulty levels. Multiple choice and true/false questions with answers are provided to assess understanding of the chapter concepts.
This document provides a test correlation table and questions for Chapter 11 on organizational design. It covers four learning objectives: 1) describing the two fundamentals of organizing, 2) explaining the five aspects of vertical design, 3) describing four types of horizontal design, and 4) describing two methods of integration. The table lists questions by type (true/false, multiple choice, essay), level of difficulty, and learning objective. It then provides sample true/false and multiple choice questions to assess understanding of the chapter concepts.
The document outlines the learning objectives and test questions for a chapter on controlling in organizations. It covers explaining the foundations of control, identifying the phases of the corrective control model, describing primary control methods, and explaining corporate governance issues. The questions are categorized by their learning objective, type (true/false, multiple choice, essay), and difficulty level (easy, moderate, difficult).
This document provides an overview of organizational culture and cultural diversity. It includes learning objectives, test correlation tables, true/false questions, and multiple choice question previews related to:
1) Describing the core elements of organizational culture including symbols, language, values, norms, and narratives.
2) Comparing and contrasting four types of organizational culture: clan, adhocracy, market, and hierarchy.
3) Discussing several types of subcultures that may exist within organizations including departmental, generational, and gender-based subcultures.
4) Describing several activities for successfully managing diversity such as surveys, training, and establishing employee resource groups.
The document provides a chapter summary and test correlation table for a chapter on entrepreneurship. It outlines four learning objectives: 1) explain the role of entrepreneurs and how external factors impact their ventures, 2) describe personal attributes that contribute to entrepreneurial success, 3) outline essential planning steps for potential entrepreneurs, and 4) state the role of intrapreneurs and how organizations can foster intrapreneurship. For each objective, it lists true/false and multiple choice questions at varying levels of difficulty that test comprehension of the chapter concepts.
This document provides a test correlation table and questions for a chapter about managing in a dynamic environment. The chapter covers three main learning objectives: 1) define managers and management, 2) explain what managers do, and 3) describe managerial competencies. The table correlates questions to the learning objectives and indicates whether questions are easy, moderate, or difficult. The document then provides 60 true/false questions and 20 multiple choice questions related to the chapter content and learning objectives.
This document provides an overview of managing work teams. It begins with learning objectives about explaining the importance of work teams, identifying types of work teams, stating the meaning and determinants of team effectiveness, describing internal team processes, and explaining how to diagnose and remove barriers to performance. It then provides a correlation table matching questions to these learning objectives at different levels of difficulty. The remainder of the document consists of true/false questions mapping to the learning objectives.
This document provides a test correlation table and learning objectives for a chapter on managing human resources. The table lists the chapter's learning objectives and correlates them with different types of test questions (true/false, multiple choice, essay) at different levels of difficulty (easy, moderate, difficult). It then provides examples of test questions for each objective, including the question, answer, rationale, and difficulty level. The chapter appears to cover topics like the strategic importance of human resources, employment laws and regulations, human resources planning, recruitment and hiring, training and development, performance appraisals, and compensation.
The document is a chapter about ethics and stakeholder social responsibility from a textbook. It includes learning objectives, a test correlation table mapping questions to those objectives at different difficulty levels, and sample true/false and multiple choice questions. The chapter discusses the importance of ethics for businesses and individuals, forces that shape ethical behavior, approaches to ethical decision making, and stakeholder social responsibility. It provides examples of ethical dilemmas that companies may face and how their decisions impact stakeholders.
This document provides a test correlation table that matches learning objectives from Chapter 9 on planning and decision aids with different types of test questions (true/false, multiple choice, essay) at varying levels of difficulty (easy, moderate, difficult). It lists the learning objectives, describes the types of questions, and provides examples of questions testing the objectives at the different difficulty levels. The table correlates questions from the chapter with the objectives and difficulty levels to help assess student comprehension.
This document contains a chapter on organizational communication from a textbook. It includes 42 true/false questions testing comprehension of key concepts about communication processes in organizations. It also includes 23 multiple choice questions assessing understanding of topics like encoding, decoding, channels, and types of messages used. Key points covered include the importance of communication in organizations, elements of the communication process, and the role of both verbal and nonverbal communication.
This document contains a chapter on work motivation from a textbook. It includes learning objectives about different theories of motivation, such as the managerial approach, reinforcement theory, expectancy theory, and job characteristics theory. There are also true/false questions and multiple choice questions testing understanding of these motivation theories.
This document contains a chapter on leadership dynamics with 6 learning objectives. It provides true/false and multiple choice questions with answers on theories and models of leadership, including:
- Leadership involves influence, change, and shared purpose between leaders and followers.
- Behavioral models show leadership behaviors can be learned and focus on differences between effective and ineffective leaders.
- Contingency models like Situational Leadership state the best leadership style depends on the situation.
- Transformational leaders inspire followers through vision and innovation.
- Developing leaders requires training, mentoring, and on-the-job experience.
The economic condition are taking a toll on businesses around the world. What is the impact on the Six Sigma community? This research explores how Six Sigma companies are responding to the crisis, looking first at business operations, and then at improvement programs themselves... http://bit.ly/auHji2
SWOT analysis is a tool used to evaluate the strengths, weaknesses, opportunities, and threats involved in a project or business venture. It involves identifying internal strengths and weaknesses of the organization and external opportunities and threats in the environment. The analysis is typically displayed as a matrix and is used to develop a strategy by matching internal strengths with external opportunities and converting internal weaknesses into strengths by addressing threats in the environment. Regularly updating the SWOT analysis helps organizations effectively plan how to respond to changes.
(New) final exam for mgt 521 mgt 521 all correct answers 100%ri0908O0o
This document provides the questions and answers to a multiple choice exam on business concepts. It covers topics like communication, credibility of sources, decision making, leadership, entrepreneurship, accounting, technology, international business, economics, human resources, and business analysis. The questions test understanding of key terms and ability to identify examples related to various business functions and strategies.
Ms. Castro is newly promoted to a patient care manager position. She is updating her knowledge on leadership theories and management styles in order to be effective in her new role. She learns about different leadership styles such as servant leadership, charismatic leadership, and transactional leadership. She also learns about different management theories such as path-goal theory. Harry, the unit manager of the medical unit, is working to improve low patient satisfaction rates and staff morale. He calls a staff meeting to develop strategic actions and have the staff collaborate on solutions.
This document discusses tests used to measure aquifer hydraulic properties for contaminant hydrogeology. It explains that aquifer properties are typically characterized at a large scale using pumping tests, but contaminant transport is influenced by heterogeneity at smaller scales. Accurately characterizing hydraulic conductivity spatial variability at finer scales is important for effective remediation system design, as contaminant plumes and high flux zones can span orders of magnitude over short distances. Failing to detect this heterogeneity could result in over- or under-designed remediation systems.
The document contains a student's attempts at a multiple choice quiz on chapter 6 of an unknown subject. The student scored poorly on the first few attempts, getting only 10% or 0% correct, but improved to 10% correct on the fifth attempt. The quiz addressed topics like job design strategies, empowerment, self-leadership, and types of reward systems.
This document provides an introduction to coding standards for Java. It discusses why coding standards are important for consistency, readability, and maintainability. It outlines the key components of a Java source file and comments. It also covers naming conventions, formatting, and best practices for variables, methods, classes, and comments. Finally, it introduces static code analysis tools like PMD and AppPerfect that can analyze Java code and enforce coding standards and best practices.
This chapter discusses strategies for growth and managing the implications of growth. It identifies four main growth strategies: penetration strategy, market development strategy, product development strategy, and diversification strategy. It also discusses some of the pressures firm face during periods of growth, such as pressures on financial resources, human resources, and the entrepreneur's time. It provides recommendations for overcoming these pressures, including improving financial control, adopting participative management styles, and practicing effective time management.
This document contains multiple choice and true/false questions about work teams from a chapter on understanding work teams. It covers the following key points:
1. Work teams have become popular because they enable organizations to better utilize employee talents. Teams generally have a positive impact on employee motivation.
2. The main difference between work groups and teams is that teams engage in collaborative work that produces results exceeding individual inputs, while groups primarily share information.
3. Common types of teams discussed include problem-solving teams, self-managed teams, cross-functional teams, and virtual teams. Self-managed teams empower members to make work-related decisions and typically have 10-15 members.
4. Effective teams require skills
Dear students get fully solved assignments by professionals
Send your semester & Specialization name to our mail id :
stuffstudy5@gmail.com
or
call us at : 098153-33456
Dear students get fully solved assignments by professionals
Send your semester & Specialization name to our mail id :
stuffstudy5@gmail.com
or
call us at : 098153-33456
The document provides a chapter summary and test correlation table for a chapter on entrepreneurship. It outlines four learning objectives: 1) explain the role of entrepreneurs and how external factors impact their ventures, 2) describe personal attributes that contribute to entrepreneurial success, 3) outline essential planning steps for potential entrepreneurs, and 4) state the role of intrapreneurs and how organizations can foster intrapreneurship. For each objective, it lists true/false and multiple choice questions at varying levels of difficulty that test comprehension of the chapter concepts.
This document provides a test correlation table and questions for a chapter about managing in a dynamic environment. The chapter covers three main learning objectives: 1) define managers and management, 2) explain what managers do, and 3) describe managerial competencies. The table correlates questions to the learning objectives and indicates whether questions are easy, moderate, or difficult. The document then provides 60 true/false questions and 20 multiple choice questions related to the chapter content and learning objectives.
This document provides an overview of managing work teams. It begins with learning objectives about explaining the importance of work teams, identifying types of work teams, stating the meaning and determinants of team effectiveness, describing internal team processes, and explaining how to diagnose and remove barriers to performance. It then provides a correlation table matching questions to these learning objectives at different levels of difficulty. The remainder of the document consists of true/false questions mapping to the learning objectives.
This document provides a test correlation table and learning objectives for a chapter on managing human resources. The table lists the chapter's learning objectives and correlates them with different types of test questions (true/false, multiple choice, essay) at different levels of difficulty (easy, moderate, difficult). It then provides examples of test questions for each objective, including the question, answer, rationale, and difficulty level. The chapter appears to cover topics like the strategic importance of human resources, employment laws and regulations, human resources planning, recruitment and hiring, training and development, performance appraisals, and compensation.
The document is a chapter about ethics and stakeholder social responsibility from a textbook. It includes learning objectives, a test correlation table mapping questions to those objectives at different difficulty levels, and sample true/false and multiple choice questions. The chapter discusses the importance of ethics for businesses and individuals, forces that shape ethical behavior, approaches to ethical decision making, and stakeholder social responsibility. It provides examples of ethical dilemmas that companies may face and how their decisions impact stakeholders.
This document provides a test correlation table that matches learning objectives from Chapter 9 on planning and decision aids with different types of test questions (true/false, multiple choice, essay) at varying levels of difficulty (easy, moderate, difficult). It lists the learning objectives, describes the types of questions, and provides examples of questions testing the objectives at the different difficulty levels. The table correlates questions from the chapter with the objectives and difficulty levels to help assess student comprehension.
This document contains a chapter on organizational communication from a textbook. It includes 42 true/false questions testing comprehension of key concepts about communication processes in organizations. It also includes 23 multiple choice questions assessing understanding of topics like encoding, decoding, channels, and types of messages used. Key points covered include the importance of communication in organizations, elements of the communication process, and the role of both verbal and nonverbal communication.
This document contains a chapter on work motivation from a textbook. It includes learning objectives about different theories of motivation, such as the managerial approach, reinforcement theory, expectancy theory, and job characteristics theory. There are also true/false questions and multiple choice questions testing understanding of these motivation theories.
This document contains a chapter on leadership dynamics with 6 learning objectives. It provides true/false and multiple choice questions with answers on theories and models of leadership, including:
- Leadership involves influence, change, and shared purpose between leaders and followers.
- Behavioral models show leadership behaviors can be learned and focus on differences between effective and ineffective leaders.
- Contingency models like Situational Leadership state the best leadership style depends on the situation.
- Transformational leaders inspire followers through vision and innovation.
- Developing leaders requires training, mentoring, and on-the-job experience.
The economic condition are taking a toll on businesses around the world. What is the impact on the Six Sigma community? This research explores how Six Sigma companies are responding to the crisis, looking first at business operations, and then at improvement programs themselves... http://bit.ly/auHji2
SWOT analysis is a tool used to evaluate the strengths, weaknesses, opportunities, and threats involved in a project or business venture. It involves identifying internal strengths and weaknesses of the organization and external opportunities and threats in the environment. The analysis is typically displayed as a matrix and is used to develop a strategy by matching internal strengths with external opportunities and converting internal weaknesses into strengths by addressing threats in the environment. Regularly updating the SWOT analysis helps organizations effectively plan how to respond to changes.
(New) final exam for mgt 521 mgt 521 all correct answers 100%ri0908O0o
This document provides the questions and answers to a multiple choice exam on business concepts. It covers topics like communication, credibility of sources, decision making, leadership, entrepreneurship, accounting, technology, international business, economics, human resources, and business analysis. The questions test understanding of key terms and ability to identify examples related to various business functions and strategies.
Ms. Castro is newly promoted to a patient care manager position. She is updating her knowledge on leadership theories and management styles in order to be effective in her new role. She learns about different leadership styles such as servant leadership, charismatic leadership, and transactional leadership. She also learns about different management theories such as path-goal theory. Harry, the unit manager of the medical unit, is working to improve low patient satisfaction rates and staff morale. He calls a staff meeting to develop strategic actions and have the staff collaborate on solutions.
This document discusses tests used to measure aquifer hydraulic properties for contaminant hydrogeology. It explains that aquifer properties are typically characterized at a large scale using pumping tests, but contaminant transport is influenced by heterogeneity at smaller scales. Accurately characterizing hydraulic conductivity spatial variability at finer scales is important for effective remediation system design, as contaminant plumes and high flux zones can span orders of magnitude over short distances. Failing to detect this heterogeneity could result in over- or under-designed remediation systems.
The document contains a student's attempts at a multiple choice quiz on chapter 6 of an unknown subject. The student scored poorly on the first few attempts, getting only 10% or 0% correct, but improved to 10% correct on the fifth attempt. The quiz addressed topics like job design strategies, empowerment, self-leadership, and types of reward systems.
This document provides an introduction to coding standards for Java. It discusses why coding standards are important for consistency, readability, and maintainability. It outlines the key components of a Java source file and comments. It also covers naming conventions, formatting, and best practices for variables, methods, classes, and comments. Finally, it introduces static code analysis tools like PMD and AppPerfect that can analyze Java code and enforce coding standards and best practices.
This chapter discusses strategies for growth and managing the implications of growth. It identifies four main growth strategies: penetration strategy, market development strategy, product development strategy, and diversification strategy. It also discusses some of the pressures firm face during periods of growth, such as pressures on financial resources, human resources, and the entrepreneur's time. It provides recommendations for overcoming these pressures, including improving financial control, adopting participative management styles, and practicing effective time management.
This document contains multiple choice and true/false questions about work teams from a chapter on understanding work teams. It covers the following key points:
1. Work teams have become popular because they enable organizations to better utilize employee talents. Teams generally have a positive impact on employee motivation.
2. The main difference between work groups and teams is that teams engage in collaborative work that produces results exceeding individual inputs, while groups primarily share information.
3. Common types of teams discussed include problem-solving teams, self-managed teams, cross-functional teams, and virtual teams. Self-managed teams empower members to make work-related decisions and typically have 10-15 members.
4. Effective teams require skills
Dear students get fully solved assignments by professionals
Send your semester & Specialization name to our mail id :
stuffstudy5@gmail.com
or
call us at : 098153-33456
Dear students get fully solved assignments by professionals
Send your semester & Specialization name to our mail id :
stuffstudy5@gmail.com
or
call us at : 098153-33456
Dear students get fully solved SMU MBA Fall 2014 assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
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Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
Fuzzy sequential model for strategic planning of small and medium scale indus...TELKOMNIKA JOURNAL
The use of strategic planning can be an alternative solution to improve industrial performance. In small and medium scale industries especially in apple chips industries, strategic planning helps to know the current industry situation and the steps that must be taken to overcome the existing problems. This study aimed to develop an improvement strategies using Fuzzy Sequential Modeling (FSM) model. FSM model was consisted a SWOT analysis, Root Cause Analysis (RCA), Bolden’s Taxonomy and fuzzy AHP. Based on SWOT analysis, the external factors of threats was the similar business competition and low purchasing power. RCA described the issues that needed to be fixed using Bolden’s Taxonomy as the reference for determining the action plans and produce four OIA (Open Improvement Area) there are old technology machines and equipment, difficulty of enterprise development, ineffective marketing media and low market share. The strategic planning was determined using Fuzzy AHP based on OIA and ABC enterprise needs to improve the low market share and ineffective marketing strategy.
This chapter discusses business-level strategy and how firms can gain competitive advantage through strategies like overall cost leadership or differentiation. It describes three generic business-level strategies - overall cost leadership, differentiation, and focus. Firms can pursue a cost leadership strategy by efficiently performing value chain activities to achieve lower costs than competitors. They can also differentiate their products or services in ways that are valued by customers. The chapter outlines various approaches for achieving a cost advantage, such as controlling cost drivers, leveraging experience curve effects, and revamping the value chain. It emphasizes that success requires finding unique ways to lower costs that are difficult for rivals to copy.
Team Green is a globally diversified producer of cell phones focused on producing innovative products at low prices. Striving to become the world's premier transnational organization, Team Green has distributed production capacity evenly between the United States and Asia. In order to maximize shareholder value, Team Green manages its cell phone technologies as components of a product portfolio that changes stages as technologies mature in different markets. Team Green achieved the highest cumulative shareholder return of any company in the simulation, 21% more than its closest competitor, through consistent growth, dividends, and rising share prices over 8 rounds.
This document provides an overview of corporate strategic planning, including:
- The key attributes of corporate strategic planning such as transparency and incorporating both short and long-term perspectives.
- The strategic planning process, including strategy analysis, decisions, and actions. It also discusses the importance of stakeholder management.
- Internal and external factors that influence strategic planning, such as leadership, customer tastes, competition, and material costs.
- An example of Nissan's strategic turnaround led by Carlos Ghosn, focusing on asset, capital, and management restructuring.
- The importance of a hierarchy of strategic goals including an organization's vision, mission, and objectives.
Individual & Group Project – Marketing Plan Class Intr.docxjaggernaoma
Individual & Group Project – Marketing Plan
Class: Introduction to Marketing Section:
Instructor: Mark Grooms Spring 2017
Assignment: Create and complete a marketing plan for a new product. These instructions will give you an overview of
the marketing plan sections to complete along with explaining purpose, guide lines, and due dates. The accompanying
marketing plan template will give the specific requirements within the plan.
1. Major Deliverables and Due Dates
a. Draft Product Concept Testing and Draft of Three Levels of your Product , 12 pts – Wed. 4/12/17 (wk 10)
b. One written Marketing Plan (Individual; follow template format), worth 100 pts– Wed. 4/26/17 (wk 12)
c. One video or class presentation plus written Marketing Plan (Group), worth 75 pts. – Wed. 5/17/17 (wk 15)
Warning: Need instructor approval of product/service to receive a grade for individual project. Otherwise, student will
receive zero points.
2. Intermediate Deliverables and Due Dates
Due
Wed.
Week Sect.
No.
Deliverable
(Portion of Marketing Plan)
Individual/
Group
You may show me draft of your
marketing plan at any time.
4/12 12 2.1
2.3
2.4
3.1-4
4.1
5.1
5.2
5.3
5.5
5.6
5.7
5.8
App A
Product Situation
Marketing Situation
Competition Situation
SWOT
Marketing Objectives
Identify Possible Market Segments
Target Market
Position Strategy – (include
Position Statement & positioning
map)
Product Strategy
Price Strategy
(Bring this into the plan for 2014
Distribution
Promotion w/ detail cost of one
media buy
Product Concept Test/Responses
Work Cited
2 – 3 paragraphs
2 – 3 paragraphs
2 – 3 paragraphs
Bullet points
1 Statements (SMART)
2 – 3 paragraphs
2 – 3 paragraphs
2 – 3 paragraphs
Statement
Map
2 – 3 paragraphs
2 – 3 paragraphs
2 – 3 paragraphs
Just detailed cost
information (Source
information)
Citations (Minimum of
3; source for media buy
does not count)
Individual
5/17 15 (Video) See Section 5 Video or
Class Presentation for details.
Group
15 1.0
2.2
5.5
5.8
6.0
7.0
8.0
Executive Summary
Company Situation
Product Strategy
Promotion w/ one media cost
Video or Presentation
Company Situation (part of video)
Action Plan (with dates)
Budget
Controls
½ page
2 – 3 paragraphs
2 – 3 paragraphs
2 – 3 paragraphs
2 – 3 paragraphs
Group
Class: Introduction to Marketing Section: XXXX
Instructor: Mark Grooms Spring 2017
3. Product
a. The new product will be of your own creation. (New product or modification of an existing product)
b. Your product will meet the wants and needs of a market(s), deliver satisfaction, delight your customers,
and meet your organizations goals.
c. Product must be with in reason of technology and implementation.
4. Written Marketing Plan
a. Purpose: A Marketing Plan can be used to explain a strategy and plan for launching a new product or
growing an ex.
This document provides information about getting fully solved assignments for the MBA semester 4 Technology Management course. It includes 6 sample questions and answers on topics like defining technology, reasons for adopting new technology, characteristics and processes of technology forecasting, technology strategy and innovation management, importance and benefits of technology diffusion, and implementing new technology. Contact information is provided to send semester details or call for help with MBA assignments.
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The document appears to be an exam for an MBA degree, assessing knowledge of human resource management. It contains multiple choice and long-form questions. In section A, it asks short questions on topics like human resource management, personality tests, job enlargement, and fair wages. Section B requires explaining qualities of an HR manager, sources of external recruitment, and purposes of job evaluation. Section C addresses selection procedures, promotion policies, and performance appraisal factors. Section D presents a case study and asks how the candidate would respond in the given situation as an HR manager. The exam aims to evaluate understanding of key HR concepts and ability to analyze issues and recommend solutions.
Mb0044 production and operation managementsmumbahelp
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Tools to enhance perform & patient safetySanjeev Pai
This document discusses strategies and tools for effective communication to enhance team performance and patient safety. It introduces TeamSTEPPS, a teamwork system developed by the Department of Defense and Agency for Healthcare Research and Quality to improve communication and other teamwork skills among healthcare professionals. Specific communication strategies described include SBAR, call-outs, check-backs and handoffs. Effective communication is identified as a key factor in patient safety and reducing medical errors.
This document provides information about getting fully solved assignments for the MBA semester 4 Technology Management course. It includes 6 questions related to defining technology, reasons for adopting new technology, characteristics and process of technology forecasting, technology strategy and innovation management, importance of technology diffusion and benefits of absorption, and implementing new technology and automation decisions. Students are instructed to send their semester and specialization details to the provided email or call the phone number to receive solved assignments.
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
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The document contains pseudocode and code examples for various algorithms:
1. An if-then-else statement that checks if x is less than 10 and prints or assigns x depending on if it is less than 5.
2. Pseudocode for calculating the average of a set of values by summing them and counting them, discarding values after "end of data".
3. Code to find the real and imaginary roots of a quadratic equation by calculating the discriminant and using appropriate formulas based on its sign.
1. The document discusses forced oscillations and resonance through examples of solving differential equations using trial solutions with undetermined coefficients.
2. Trial solutions of various forms like cos(ωt), sin(ωt) are used to find particular solutions, which are combined with the general solution to satisfy initial conditions.
3. Resonance occurs when the frequency of oscillation of the driving force matches the natural frequency of vibration, leading to an amplified response.
This section introduces differential equations and their use in mathematical modeling. It provides examples of verifying solutions to differential equations by direct substitution. Typical problems show finding an integrating constant to satisfy an initial condition. Differential equations are derived from descriptions of real-world phenomena involving rates of change. The section establishes foundational knowledge of differential equations and their solution methods.
The document summarizes the method of undetermined coefficients for solving nonhomogeneous linear differential equations. It provides examples of using the method to find the particular solution by making an educated guess of the form of the solution, substituting it into the differential equation, and solving for the coefficients. It also discusses addressing duplication with the complementary function to find the appropriate trial function.
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1) Writing the characteristic equation and its roots
2) Writing the corresponding general solution
3) In some cases, imposing initial conditions to find a particular solution
The solutions are presented concisely and systematically in a computational format.
This document summarizes key points about linear differential equations:
1. Students should check that theorems in this section about general solutions of linear equations reduce to those in the previous section for n=2.
2. Examples show finding linear combinations of solutions "by inspection" or trial and error to satisfy given equations.
3. Imposing initial conditions on general solutions yields particular solutions for various differential equations.
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1. The set of all functions f: R → R with f(0) = 0 is a vector space, as the linear combination of such functions will also satisfy f(0) = 0.
2. The set of all odd functions is a vector space, as any linear combination of odd functions will also be odd.
3. The solution space to the differential equation y''(x) - 5y'(x) = 0 is 2-dimensional with basis {1, e^5x}, as the general solution is Ce^5x + D.
This section discusses linear combinations and independence of vectors. It explains that determining if vectors are linearly dependent or independent involves solving a linear system of equations. The document then provides examples of checking if sets of vectors are linearly dependent or independent by setting up and row reducing the associated coefficient matrix. It demonstrates that the reduced row echelon form reveals whether a nontrivial solution exists, indicating dependence or independence.
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2. Examples are provided of determining if sets of vectors form a basis by checking if they are linearly independent. The dimension of solution spaces of homogeneous systems is also determined based on the rank of the systems.
3. Specific examples involve finding bases for solution spaces of systems of linear equations by reducing the coefficient matrices to echelon form and writing the general solutions in terms of the basis vectors.
The document discusses subspaces of vector spaces. It provides examples of subsets of Rn and determines whether each subset is a subspace by checking if it is closed under vector addition and scalar multiplication. Some subsets are shown to be subspaces, while others are not subspaces because they fail to satisfy one of the closure properties. The document also uses row reduction to determine the solution spaces of homogeneous linear systems, which must always be subspaces.
The document introduces concepts related to vector spaces including vectors, linear independence, and subspaces. It provides examples in R3 involving determining if sets of vectors are linearly dependent or independent, finding representations of vectors as linear combinations of other vectors, and solving homogeneous and nonhomogeneous systems of equations involving vector coefficients. Key concepts are illustrated through a series of problems involving vectors in R3.
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1. CHAPTER 7: PLANNING AND STRATEGY
Test Correlation Table Question Types/Level of Difficulty
LEARNING OBJECTIVES Easy Moderate Difficult
1. Explain the importance of the TF — 1, 2, 3 4, 5
planning function.
MC 1, 2 3 4, 5
ES — 1 —
2. Describe the core components of TF 6, 7, 12 8, 10, 11 9, 13
strategic and tactical planning.
MC 6, 8, 9, 12, 14, 7, 13, 15, 18, 19, 10, 11, 28, 30
16, 17, 24, 25, 20, 21, 22, 23,
27, 29 26, 31
ES — 2 3
3. Discuss the effects of degree of TF 14, 16 — 15
diversification on planning.
MC 35, 37, 38, 40 32, 34, 36, 41, 33, 39, 42, 43
44
ES — 4 —
4. Describe the three basic levels of TF — 17, 18, 19, 20, 21
strategy and planning. 22, 23, 24
MC 45, 47, 50, 52, 49, 51, 59, 60, 46, 48, 53, 55,
54, 58, 62, 63, 64, 69 56, 57, 61, 66, 70
65, 67, 68
ES — — 5
5. State the eight primary tasks of TF 28 25, 26, 29 27
the planning process.
MC 71, 72, 73, 81, 75, 76, 79, 80, 74, 77, 78, 86,
82, 83, 88, 90, 84, 85, 87, 89, 91, 94, 95, 98
92, 99 93, 96, 97, 100
ES — 6 7
6. Explain the generic competitive TF 30, 32, 33 31 —
strategies model.
MC 101, 102, 104, 103, 106 105
107
ES — 8 —
167
2. CHAPTER 7: PLANNING AND STRATEGY
True/False Questions
Learning Objective 1
1. Johnson & Johnson considers their first responsibility to be making a sound profit for
stockholders.
ANSWER: F, Knowledge, Moderate, p. 178
2. When planning is done properly, it fosters organization-wide learning, including the
discovery of key problems, opportunities, and new strategies.
ANSWER: T, Knowledge, Moderate, p. 179
3. Planning is defined as identifying organizational controls and developing ways to
implement them.
ANSWER: F, Knowledge, Moderate, pp. 178–179
4. The ability to plan by an individual, team, or organization is embedded in four of the six
managerial competencies.
ANSWER: F, Knowledge, Difficult, pp. 178–179
5. Johnson & Johnson’s organization wide planning involves the principle of decentralized
management.
ANSWER: T, Knowledge, Difficult, p. 179
Learning Objective 2
6. Strategic planning is the process of diagnosing the organization’s environments,
deciding on a mission and vision, developing overall goals, creating and selecting
general strategies, and allocating resources.
ANSWER: T, Knowledge, Easy, p. 179
7. Most large organizations use contingency planning for unexpected, major and quick
changes in the environment that will have a significant impact on the organization and
that will require an immediate response.
ANSWER: T, Knowledge, Easy, p. 179
8. Dell Computer’s mission statement includes: “To add value to our communities through
diversity, environmental, and citizenship initiatives.”
ANSWER: F, Knowledge, Difficult, p. 181
9. Goals must be expressed quantitatively, not qualitatively.
ANSWER: F, Knowledge, Difficult, p. 181
168
3. CHAPTER 7: PLANNING AND STRATEGY
10. A firm’s mission expresses its fundamental aspirations and purpose.
ANSWER: F, Knowledge, Moderate, p. 181
11. The strategies of an organization are what it is committed to achieving.
ANSWER: F, Knowledge, Moderate, p. 182
12. When an organization allocates resources, it divides money, people, facilities and
equipment, land, and other resources among various current and new business
opportunities, functions, projects, and tasks.
ANSWER: T, Knowledge, Easy, p. 183
13. Tactical planning is the process of making detailed decisions about what to do, who will
do it, and how to do it, with a time horizon of four years or more.
ANSWER: F, Knowledge, Difficult, p. 183
Learning Objective 3
14. The variety of goods and/or services produced and the number of different markets
served constitutes an organization’s level of diversification.
ANSWER: T, Knowledge, Easy, p. 183
15. A firm’s diversification level may be in the form of single business, dominant business,
relative business, or nonrelative business.
ANSWER: F, Knowledge, Difficult, p. 186
16. An unrelated-business firm provides diverse products to many different markets.
ANSWER: T, Knowledge, Easy, p. 186
Learning Objective 4
17. Corporate-level planning and strategy guides the overall direction of firms having more
than one line of business.
ANSWER: T, Knowledge, Moderate, p. 187
18. Top corporate managers do not determine the role of each separate business within the
organization, lower level managers do that.
ANSWER: F, Knowledge, Moderate, p. 188
169
4. CHAPTER 7: PLANNING AND STRATEGY
19. When a company enters the businesses of its customers in order to get closer to their
ultimate (end user) customers, this is known as forward integration.
ANSWER: T, Knowledge, Moderate, p. 189
20. The five common corporate-level growth strategies are: forward integration, backward
integration, horizontal integration, vertical integration, and convergent integration.
ANSWER: F, Knowledge, Moderate, p. 189
21. Concentric diversification is an alternative to traditional forms of backward, forward, and
horizontal integration.
ANSWER: F, Knowledge, Difficult, p. 189
22. Conglomerate diversification is the act of adding unrelated goods or services to a firm’s
line of businesses.
ANSWER: T, Knowledge, Moderate, p. 190
23. The corporate-level strategy refers to the resources allocated and actions taken to
achieve desired goals in serving a specific market with a highly interrelated set of goods
and/or services.
ANSWER: F, Knowledge, Moderate, p. 191
24. The vertical integration strategy refers to the interrelated actions and resource
commitments established for operations, marketing, human resources, finance, legal
services, accounting, and the organization’s other functional areas.
ANSWER: F, Knowledge, Moderate, p. 192
Learning Objective 5
25. In practice, managers and team involved in business-level planning often jump back and
forth between the eight tasks in the planning process. They may even skip phases as
they develop their plans.
ANSWER: T, Knowledge, Moderate, p. 193
26. Task 1 of the planning process involves diagnosing the firm’s opportunities and threats.
ANSWER: F, Knowledge, Moderate, p. 193
27. The situations that tend to make suppliers more powerful are similar to those that make
customers more powerful.
ANSWER: T, Knowledge, Difficult, p. 195
170
5. CHAPTER 7: PLANNING AND STRATEGY
28. A company’s core competencies are the strengths that make it distinctive and more
competitive by providing goods or services that have unique value to customers.
ANSWER: T, Knowledge, Easy, p. 195
29. A market penetration strategy involves seeking new and different markets for current
products.
ANSWER: F, Knowledge, Moderate, p. 196
Learning Objective 6
30. The product differentiation strategy is dominant in much of the automobile industry.
ANSWER: T, Knowledge, Easy, p. 200
31. A framework that describes strategies that all types of organizations can use is a
Universal Model.
ANSWER: F, Knowledge, Moderate, p. 199
32. Malone Hardware seeks to offer its customers lower prices than any other hardware
store in town. Jones is following the focus strategy.
ANSWER: F, Application, Easy, pp. 200–201
33. The Cotton District Grill has a strategy that involves competing in a specific restaurant
niche by serving the unique needs of certain customers. The Grill is following a product
differentiation strategy.
ANSWER: F, Application, Easy, p. 200
Multiple Choice Questions
Preview
1. The strategic business model of Johnson & Johnson is broadly based in __________.
a. household products
b. human health care
c. boat engines and equipment
d. consumer needs
ANSWER: B, Knowledge, Easy, p. 178
171
6. CHAPTER 7: PLANNING AND STRATEGY
Learning Objective 1
The Planning Function
2. Which of the following is not something that successful planning should assist the
organization to accomplish?
a. discovering future opportunities
b. anticipating and avoiding future problems
c. developing courses of action
d. Successful planning should assist the organization in accomplishing all of the above.
ANSWER: D, Knowledge, Easy, p. 179
3. The most basic managerial function is __________.
a. organizing
b. planning
c. directing
d. leading
ANSWER: B, Knowledge, Moderate, p. 178
4. Planning should improve the odds of achieving an organization’s goals by _________.
a. creating desirable change
b. improving productivity
c. maintaining organizational stability
d. all of the above
ANSWER: D, Knowledge, Difficult, p. 179
5. William Weldon, CEO of Johnson & Johnson says, “Our decentralized management
system gives us a __________.”
a. method to accurately appraise profitability for each business unit
b. greater opportunity to recognize local talent
c. sense of ownership in local markets
d. completely different approach for each market
ANSWER: C, Knowledge, Difficult, p. 179
Learning Objective 2
Two Types of Planning
6. The process of diagnosing the organization’s environments, deciding on a mission and
vision, developing overall goals, creating and selecting general strategies, and
allocating resources is _________.
a. strategic planning
b. tactical planning
c. strategic control
d. operational planning
ANSWER: A, Knowledge, Easy, p. 179
7. Strategic planning involves developing and analyzing all of the following except
__________.
172
7. CHAPTER 7: PLANNING AND STRATEGY
a. mission
b. daily operational goals
c. the internal environment
d. the external environment
ANSWER: B, Knowledge, Moderate, p. 179
8. Preparation for unexpected, major, and quick changes in the environment is called
__________ planning.
a. cascade
b. contingency
c. tactical
d. DFD (design for deployment)
ANSWER: B, Knowledge, Easy, p. 179
9. __________ had a contingency communication plan that worked well after the
September 11 attacks, but they have now additionally routed their telecommunications
channels through multiple access points.
a. Verizon
b. The New York Stock Exchange
c. The Bank of New York
d. American Airlines
ANSWER: C, Knowledge, Easy, p. 180
10. The Bank of New York has established an “active-active” business model which uses
__________.
a. multiple sites for identical functions
b. cross training of less critical functions
c. greater geographic diversity across the country
d. all of the above
ANSWER: A, Knowledge, Difficult, p. 180
11. Generally, no more than _____ potentially critical events should be emphasized in
contingency planning.
a. 2
b. 5
c. 9
d. 12
ANSWER: B, Knowledge, Difficult, p. 179
12. An organization’s purpose or reason for existing is known as a _________.
a. mission
b. rationale
c. scenario
d. strategy
ANSWER: A, Knowledge, Easy, p. 181
13. Which of the following questions is not often answered in a mission statement?
a. What business are we in?
173
8. CHAPTER 7: PLANNING AND STRATEGY
b. Who are we?
c. What are we about?
d. How will we achieve our goals?
ANSWER: D, Knowledge, Moderate, p. 181
14. A mission statement is meaningful only if it acts as a __________ for guiding strategic
decisions and achieving an organization’s long-term goals.
a. strategic plan
b. unifying force
c. tactical plan
d. vision
ANSWER: B, Knowledge, Easy, p. 181
15. A(n) __________ should encourage the organization’s members to think and act
strategically—not just once a year but every day.
a. operational tactic
b. HRM statement
c. contingency plan
d. mission statement
ANSWER: D, Knowledge, Moderate, p. 181
16. A __________ expresses an organization’s fundamental aspirations and purpose,
usually be appealing to its members’ hearts and minds.
a. strategy
b. mission
c. vision
d. plan
ANSWER: C, Knowledge, Easy, p. 181
17. A vision statement adds _________ to a mission statement if it lacks one.
a. “strategy”
b. “soul”
c. “mind”
d. “body”
ANSWER: B, Knowledge, Easy, p. 181
18. Dell Computers’ vision is to __________.
a. lead the Internet economy
b. sell the most computers
c. bring value to communities
d. become a global innovator
ANSWER: C, Knowledge, Moderate, p. 181
174
9. CHAPTER 7: PLANNING AND STRATEGY
19. An organization’s __________ represent what it is committed to achieving.
a. tactical plans
b. strategic controls
c. feedback systems
d. goals
ANSWER: D, Knowledge, Moderate, p. 181
20. Goals may be expressed __________.
a. qualitatively
b. quantitatively
c. covertly
d. both a and b are correct
ANSWER: D, Knowledge, Moderate, p. 181
21. Which of the following is not a goal of Johnson & Johnson discussed in the text?
a. achieve double-digit revenue growth per year
b. reduce carbon dioxide emissions
c. create injury-free workplaces
d. improve quality of life for customers
ANSWER: A, Knowledge, Moderate, p. 181
22. The major courses of action that an organization takes to achieve its goals are called
__________.
a. contingency plans
b. tactical plans
c. operational plans
d. strategies
ANSWER: D, Knowledge, Moderate, p. 182
23. A key challenge for organizations is to develop ___________ that are(is) at least
partially unique relative to competitors or to pursue strategies similar to those of
competitors but in different ways.
a. goals
b. a vision
c. plans
d. strategies
ANSWER: D, Knowledge, Moderate, p. 182
24. The allocation of __________ is (are) considered a function of resource allocation.
a. money
b. people
c. facilities
d. all of the above
ANSWER: D, Knowledge, Easy, p. 183
175
10. CHAPTER 7: PLANNING AND STRATEGY
25. The earmarking of money, through budgets, for various uses is known as __________.
a. tactical planning
b. resource allocation
c. cost-based accounting
d. deployment
ANSWER: B, Knowledge, Easy, p. 183
26. John Wayne Productions has decided to increase the number of Western-theme movies
that it produces each year. To accomplish this goal, the company has increased its
payroll budget and hired additional actors. John Wayne Productions has engaged in
__________.
a. resource allocation
b. resource-based costing
c. resource planning
d. resource execution
ANSWER: A, Application, Moderate, p. 183
27. The process of making concrete decisions about what to do, who will do it, and how to
do it—within a time horizon of one year or less—is known as __________.
a. resource allocation
b. tactical planning
c. contingency planning
d. right-sizing
ANSWER: B, Knowledge, Easy, p. 183
28. Tactical planning involves all of the following steps except __________.
a. developing budgets for each department
b. developing budgets for each project
c. deciding on courses of action for diversification
d. developing quantitative goals
ANSWER: C, Knowledge, Difficult, p. 183
29. Departmental managers and employee teams develop tactical plans to anticipate or
cope with the actions of __________.
a. competitors
b. other departments
c. customers
d. all of the above
ANSWER: D, Knowledge, Easy, p. 183
176
11. CHAPTER 7: PLANNING AND STRATEGY
30. Dell Computer’s ability to __________, and tailor products and services accordingly, is
the key to having the lowest cost and most effective customer service.
a. control the market
b. segment the market
c. respond to the market
d. sell direct to the public
ANSWER: B, Knowledge, Difficult, p. 182
31. Which of the following is not one of the four interrelated competitive strategies
developed by Dell Computer?
a. speed to market
b. superior customer service
c. early exploitation of the Internet
d. All of the above are among the four interrelated competitive strategies.
ANSWER: D, Knowledge, Moderate, pp. 182–183
Learning Objective 3
Degree of Diversification and Planning
32. __________ refers to the variety of goods and/or services produced by an organization
and the number of different markets it serves.
a. Adaptation
b. Strategy
c. Diversification
d. Functionality
ANSWER: C, Knowledge, Moderate, p. 183
33. Which of the following is not one of the questions managers should consider when
trying to identify the potential risks and opportunities of diversification?
a. What can we do better than other firms if we enter a new market?
b. What strategic resources are needed to succeed in the new market?
c. Will we be simply a player in the new market or will we emerge a winner?
d. What will this diversification move save in costs?
ANSWER: D, Knowledge, Difficult, pp. 184–185
34. Ruben Alvarez is interested in diversification as a means of understanding levels of
strategy and planning. A firm’s diversification level may be all of the following except a
__________-business firm.
a. single
b. dominant
c. related
d. vertical
ANSWER: D, Knowledge, Moderate, p. 186
177
12. CHAPTER 7: PLANNING AND STRATEGY
35. A firm that provides a limited number of goods or services to one segment of a particular
market is known as a(n) __________-business firm.
a. unrelated
b. related
c. dominant
d. single
ANSWER: D, Knowledge, Easy, p. 186
36. Southwest Airlines provides one type of transportation service to travelers. This is
known as a(n) __________-business firm.
a. single
b. dominant
c. related
d. integrated
ANSWER: A, Application, Moderate, p. 186
37. A firm that serves various segments of a particular market is known as a(n)
__________-business firm.
a. single
b. dominant
c. related
d. unrelated
ANSWER: B, Knowledge, Easy, p. 186
38. A firm that provides a variety of similar goods and/or services is known as a(n)
__________-business firm.
a. single
b. dominant
c. related
d. unrelated
ANSWER: C, Knowledge, Easy, p. 186
39. The divisions of Foley Brothers Limited generally operate in the same or similar markets,
use similar technologies, share common distribution channels and benefit from common
strategic assets. Foley Brothers is a(n) __________-business firm.
a. single
b. dominant
c. related
d. concentric
ANSWER: C, Application, Difficult, p. 186
178
13. CHAPTER 7: PLANNING AND STRATEGY
40. A firm that provides diverse products (goods and/or services) to many different markets
is known as a(n) __________-business firm.
a. single
b. dominant
c. related
d. unrelated
ANSWER: D, Knowledge, Easy, p. 186
41. __________ is a firm that consists of distinct companies that have little or no relation to
each other in terms of goods, services, or customers served.
a. A megabusiness
b. A limited partnership
c. A conglomerate
d. A holding company
ANSWER: C, Knowledge, Moderate, p. 186
42. Many North American firms have backed away from conglomerate diversification by
selling off __________.
a. unrelated businesses
b. related businesses
c. dominant businesses
d. none of the above
ANSWER: A. Knowledge, Difficult, p. 186
43. GE needs board of directors members to do all of the following except __________.
a. represent diverse industries
b. be critical of the company
c. have greater involvement in the company
d. approve financial strategies
ANSWER: A, Knowledge, Difficult, p. 187
44. GE implemented functional documents to fully comply with Sarbanes-Oxley legislation,
as well as their own vision of __________.
a. environmental protection
b. corporate governance
c. diversity in the workforce
d. homeland security
ANSWER: B, Knowledge, Moderate, p. 187
179
14. CHAPTER 7: PLANNING AND STRATEGY
Learning Objective 4
Levels of Strategy and Planning
45. __________-level planning and strategy guides the overall direction of firms having
more than one line of business.
a. Functional
b. Business
c. Corporate
d. Diversification
ANSWER: C, Knowledge, Easy, p. 187
46. Corporate strategies focus on all of the following except __________.
a. the types of businesses the firm wants to engage in
b. ways to acquire or divest businesses
c. allocation of resources among the businesses
d. ways to develop corporate energy
ANSWER: D, Knowledge, Difficult, pp. 187–188
47. A(n) __________ is a division or subsidiary of a firm that provides a distinct product or
service and often has its own mission and goals.
a. functional-business unit (FBU)
b. integrative-business unit (IBU)
c. tactical-business unit (TBU)
d. strategic-business unit (SBU)
ANSWER: D, Knowledge, Easy, p. 188
48. Which of the following statements is not true concerning SBUs?
a. An SBU may have a well-defined set of customers.
b. An SBU may cover a specific geographic area.
c. An SBU is usually evaluated on the basis of its own income statement.
d. Corporate-level managers develop the plans and strategies for each SBU.
ANSWER: D, Knowledge, Difficult, pp. 188–189
49. __________ is not a common growth strategy.
a. Backward integration
b. Forward integration
c. Matrix diversification
d. Conglomerate diversification
ANSWER: C, Knowledge, Moderate, pp. 189–190
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15. CHAPTER 7: PLANNING AND STRATEGY
50. __________ occurs when a company enters the business of its suppliers, usually to
control component quality, on-time delivery, or stable prices.
a. Forward integration
b. Backward integration
c. Horizontal integration
d. Concentric diversification
ANSWER: B, Knowledge, Easy, p. 189
51. Community Gas and Electric provides utilities for three counties. The company recently
started drilling its own gas wells in order to gain control over price and availability of
product for its pipelines. C. G. & E. is following a strategy of __________.
a. forward integration
b. backward integration
c. horizontal integration
d. conglomerate diversification
ANSWER: B, Application, Moderate, p. 189
52. When a company enters the businesses of its customers, it is involved in __________.
a. forward integration
b. backward integration
c. horizontal integration
d. concentric diversification
ANSWER: A, Knowledge, Easy, p. 189
53. Harris Ranch, a cattle ranch and commercial feedlot operation located along Interstate
Highway 5 in California, opened a restaurant to serve its high quality beef to travelers.
This decision characterizes __________ integration.
a. forward
b. backward
c. horizontal
d. conglomerate
ANSWER: A, Application, Difficult, p. 189
54. __________ integration occurs when a company acquires a competitor to consolidate
and extend its market share.
a. Forward
b. Backward
c. Horizontal
d. Conglomerate
ANSWER: C, Knowledge, Easy, p. 189
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16. CHAPTER 7: PLANNING AND STRATEGY
55. Intercontinental Printing, Inc. is growing by purchasing established printing companies.
Intercontinental is following a strategy of __________.
a. forward integration
b. backward integration
c. horizontal integration
d. conglomerate diversification
ANSWER: C, Application, Difficult, p. 189
56. The _________ strategy is an alternative to traditional forms of backward, forward, and
horizontal integration.
a. related
b. benchmarking
c. unrelated
d. alliance
ANSWER: D, Knowledge, Difficult, p. 189
57. The Harbert Corporation owns a valuable piece of commercial real estate. JWA, Inc.
has extensive experience in developing and operating shopping centers. They form a
joint venture, called Mall Associates, to develop Harbert’s site. Mall Associates is an
example of a(n) __________ strategy.
a. backward integration
b. horizontal integration
c. forward integration
d. alliance
ANSWER: D, Application, Difficult, p. 189
58. When a firm acquires or starts a business related to the firm’s existing business in terms
of technology, markets, or products, it has engaged in __________ diversification.
a. horizontal
b. concentric
c. backward
d. forward
ANSWER: B, Knowledge, Easy, p. 190
59. All of the following are examples of concentric diversification, or related diversification,
except __________.
a. a general set of customers
b. incompatible managerial skills
c. overlapping distribution channels
d. similar technology
ANSWER: B, Knowledge, Moderate, p. 190
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17. CHAPTER 7: PLANNING AND STRATEGY
60. The merger between America Online (AOL) and Time Warner was viewed by top
management as a form of ______________ diversification.
a. forward
b. backward
c. horizontal
d. concentric
ANSWER: D, Application, Moderate, p. 190
61. Lakewood, Inc. is a real estate company. It recently acquired companies operating in
the floral, tire, and athletic equipment industries. Lakewood is using a
__________ strategy.
a. conglomerate
b. related diversification
c. concentric diversification
d. dominant business firm
ANSWER: A, Application, Difficult, p. 190
62. __________ diversification occurs when a firm adds unrelated goods or services to its
line of business.
a. Concentric
b. Conglomerate
c. Horizontal
d. Backward
ANSWER: B, Knowledge, Easy, p. 190
63. __________ strategy refers to the resources allocated and actions taken to achieve
desired goals in serving a specific market with a highly interrelated set of goods and/or
services.
a. Forward integration
b. Single-business
c. Horizontal integration
d. Business-level
ANSWER: D, Knowledge, Easy, p. 191
64. Which of the following questions is not one that management must address when
planning and formulating strategies that focus on customers?
a. Who will be served?
b. What customer needs will be satisfied?
c. How will customers’ needs be satisfied?
d. How will our technology needs change?
ANSWER: D, Knowledge, Moderate, p. 191
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18. CHAPTER 7: PLANNING AND STRATEGY
65. Warren Buffett’s strategy with Berkshire Hathaway can be characterized as
__________.
a. concentric
b. conglomerate
c. backward
d. forward
ANSWER: B, Knowledge, Easy, pp. 190–191
66. Warren Buffett’s unique success with Berkshire Hathaway is characterized by all of the
following comments on the way he manages his operations except:
a. ”To be a winner, work with a winner.”
b. ”Our actions are based on long-term interests rather than short-term, expedient
solutions.”
c. ”My job is to stay out of their way and allocate whatever excess capital their
businesses generate.”
d. ”I regularly hand bats to many of the heaviest hitters in American business.”
ANSWER: B, Knowledge, Difficult, pp. 190–191
67. __________ strategies specify how the firm will develop and utilize its production
capabilities to support the firm’s business-level strategies.
a. Operations
b. Business-level
c. Marketing
d. Functional-level
ANSWER: A, Knowledge, Easy, p. 192
68. A __________ strategy refers to the actions and resource commitments established for
operations, marketing, human resources, finance, legal services, accounting, and the
organization’s other functional areas.
a. corporate-level
b. business-level
c. functional-level
d. comprehensive-level
ANSWER: C, Knowledge, Easy, p. 192
69. Functional-level plans and strategies should be designed to __________ business-level
strategies and plans.
a. overshadow
b. support
c. compensate for
d. compete with
ANSWER: B, Knowledge, Moderate, p. 192
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19. CHAPTER 7: PLANNING AND STRATEGY
70. The Dodge Trucks Division of DaimlerChrysler has a business-level strategy based on
quality. This requires that Ron Fielder, a Dodge Division manager, develop strong
relationships with suppliers who can consistently provide high quality inputs. Ron is
responsible for one of DaimlerChrysler’s __________ strategies.
a. operations
b. functional-level
c. business-level
d. integration
ANSWER: B, Application, Difficult, p. 192
Learning Objective 5
Tasks of Planning
71. There are _____ primary tasks in the business-level planning process.
a. 3
b. 5
c. 8
d. 12
ANSWER: C, Knowledge, Easy, p. 193
72. The first task in the strategic planning process is to begin to develop an organization’s
__________.
a. tactical plans
b. strategic plans
c. new weaknesses
d. mission and goals
ANSWER: D, Knowledge, Easy, pp. 193–194
73. Karen Cox is involved in the strategic planning process for her Web development
company. She is presently pondering such questions as: What business are we in? and
What results do we want to achieve?” Which task in the business-level planning
process is Karen completing?
a. Task 1
b. Task 2
c. Task 3
d. Task 4
ANSWER: A, Application, Easy, pp. 193–194
74. Which of the following environmental force(s) can represent significant threats or
opportunities for an organization?
a. competitors
b. financial resources
c. technological capabilities
d. all of the above
ANSWER: A, Knowledge, Difficult, p. 194
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20. CHAPTER 7: PLANNING AND STRATEGY
75. Michael Porter designed a framework to diagnose competitive forces confronting a firm
at any particular time. These forces include all of the following except __________.
a. transformational bargaining power
b. customer bargaining power
c. supplier bargaining power
d. threat of substitute products
ANSWER: A, Knowledge, Moderate, pp. 194–195
76. __________ is often a response to high profits earned by established firms and/or rapid
growth in an industry.
a. The entry of new competitors
b. The increased rivalry among competitors
c. The increased bargaining power of suppliers
d. The increased bargaining power of customers
ANSWER: A, Knowledge, Moderate, p. 194
77. Many automakers and dealers have introduced special financing and rebate programs
and have extended the length of coverage of their warranties. This demonstrates
__________.
a. the threat of new competitors
b. customer bargaining power
c. supplier bargaining power
d. the threat of substitute goods or services
ANSWER: B, Application, Difficult, p. 195
78. The Newton Controls Manufacturing Corporation has eliminated certain features of their
products without losing customers. This action best represents __________.
a. a threat of new competitors
b. decreased supplier bargaining power
c. increased supplier bargaining power
d. an increase in rivalry among existing firms
ANSWER: C, Application, Difficult, p. 195
79. One of Southwest Airlines’ goals is to get consumers to fly on trips of about 100 to 700
miles instead of driving. Southwest is focusing on __________.
a. identifying the threat of new competitors
b. establishing customer bargaining power
c. establishing supplier bargaining power
d. establishing a substitute good or service
ANSWER: D, Application, Moderate, p. 195
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21. CHAPTER 7: PLANNING AND STRATEGY
80. __________ limit(s) the price that firms in a particular industry can charge for their
products without risking a loss in sales.
a. Substitutes
b. Rivalry among firms
c. New entrants
d. Competitors
ANSWER: A, Knowledge, Moderate, p. 195
81. Russell Athletic sells apparel to a __________ customer base: old, young, Asian,
Hispanic, and African American.
a. profitable
b. low income
c. diverse
d. eccentric
ANSWER: C, Knowledge, Easy, p. 195
82. Core organizational competencies represent __________.
a. strengths
b. weakness
c. opportunities
d. threats
ANSWER: A, Knowledge, Easy, p. 195
83. The strengths that make an organization distinctive and more competitive by providing
goods or services that have unique value its customers are known as __________
competencies.
a. tactical
b. financial
c. core
d. market-based
ANSWER: C, Knowledge, Easy, p. 195
84. Nathan Cochran is a consultant with Steinbach Consulting. He is designing a basic
framework for diagnosing the strengths and weaknesses of organizations. __________
is (are) not considered one of these components.
a. Human resource skills
b. Ability to adapt
c. Customers
d. Managerial depth
ANSWER: C, Application, Moderate, p. 195
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22. CHAPTER 7: PLANNING AND STRATEGY
85. From a business level perspective, ___________ fall(s) into three broad categories:
superior technological know-how, reliable processes, and close relationships with
external stakeholders.
a. core competencies
b. tactical planning
c. strategic planning
d. bargaining power of suppliers
ANSWER: A, Knowledge, Moderate, p. 195
86. Most organizations find that assessing their __________ is easier than assessing their
__________.
a. weaknesses; strengths
b. strengths; weaknesses
c. opportunities; threats
d. threats; opportunities
ANSWER: B, Knowledge, Difficult, p. 196
87. Which of the following is not a basic growth strategy common to business-level planning
and strategy?
a. market penetration
b. market development
c. alliance development
d. product development
ANSWER: C, Knowledge, Moderate, pp. 196–197
88. The __________ strategy involves seeking growth in current markets with current
products.
a. market penetration
b. market development
c. market alliance
d. market venture
ANSWER: A, Knowledge, Easy, p. 196
89. AT&T reduced its residential long distance rates to attract new customers. AT&T is
using the __________ strategy.
a. market venture
b. market import
c. market alliance
d. market penetration
ANSWER: D, Application, Moderate, pp. 196–197
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23. CHAPTER 7: PLANNING AND STRATEGY
90. The __________ strategy involves seeking new markets for current products.
a. market penetration
b. market development
c. market alliance
d. market venture
ANSWER: B, Knowledge, Easy, p. 197
91. Which of the following is not one of the principal ways to implement a market
development strategy?
a. enter new geographic markets
b. develop new uses for current facilities
c. develop new uses for current products
d. All of the above are principal ways to implement a market development strategy.
ANSWER: D, Knowledge, Difficult, p. 197
92. The __________ strategy involves developing new or improved goods or services for
current markets.
a. product penetration
b. product reengineering
c. market alliance
d. product development
ANSWER: D, Knowledge, Easy, p. 197
93. Samsung has introduced a steady new line of cellular phones. Samsung is following a
__________ strategy.
a. product amalgamation
b. product reengineering
c. market alliance
d. product development
ANSWER: D, Application, Moderate, p. 197
94. A strategic plan contains all of the following except __________.
a. organizational mission and goals
b. strategies for obtaining and utilizing the necessary technological, marketing,
financial, and human resources to achieve the stated goals
c. strategies for benchmarking
d. strategies for developing and utilizing organizational and employee competencies
ANSWER: C, Knowledge, Difficult, p. 198
95. The personal banker job at First American was changed to start handling walk-in traffic
and trying to sell additional banking products. This was a result of __________.
a. human resource management
b. diversification
c. strategic planning
d. tactical planning
ANSWER: D, Knowledge, Difficult, p. 198
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24. CHAPTER 7: PLANNING AND STRATEGY
96. The purpose of __________ is to help implement __________.
a. tactical plans; strategic plans
b. strategic plans; tactical plans
c. business strategies; corporate strategies
d. corporate strategies; business strategies
ANSWER: A, Knowledge, Moderate, p. 198
97. Middle and first-line managers and employee teams normally base tactical plans on the
organization’s __________ plan.
a. cultural
b. staff
c. diversification
d. strategic
ANSWER: D, Knowledge, Moderate, p. 198
98. Cameraworld.com sells quality camera and related products online and via telephone.
The firm recently implemented a __________ plan to improve its order fulfillment and
shipping system. Specifically, their warehouse was reorganized so that frequently
ordered items were moved closest to the packing and shipping stations, and rarely
ordered items were moved to the back of the warehouse.
a. business-level
b. strategic
c. tactical
d. diversification
ANSWER: C, Application, Difficult, p. 198
99. Strategic and tactical planning must be accompanied by __________ to ensure the
plans are implemented as intended and to evaluate the results of those results.
a. controls
b. the accounting function
c. time constraints
d. the information systems function
ANSWER: A, Knowledge, Easy, pp. 198–199
100. Tony Mahoney realizes that the forces affecting organizations are constantly changing.
Hence he sees __________ as a continuing and ongoing process.
a. business-level strategy
b. planning
c. corporate-level strategy
d. employee training
ANSWER: B, Application, Moderate, p. 199
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25. CHAPTER 7: PLANNING AND STRATEGY
Learning Objective 6
Generic Competitive Strategies Model
101. The generic strategies model consists of _____ basic business-level strategies that can
be applied to a variety of organizations in diverse industries.
a. 2
b. 3
c. 4
d. none, because it is a corporate-level model
ANSWER: C, Knowledge, Easy, p. 199
102. The __________ strategy emphasizes competing with all other firms in the industry by
offering a product that customers perceive to be unique.
a. differentiation
b. cost leadership
c. industry leadership
d. concentric
ANSWER: A, Knowledge, Easy, p. 199
103. Which of the following is not an example of a differentiation strategy?
a. Mercedes-Benz—unique brand image
b. BMW—innovative product design
c. Lexus—customer service
d. Wal-Mart—cost competitiveness
ANSWER: D, Application, Moderate, p. 200
104. The __________ strategy emphasizes competing in the industry by providing a product
at a price as low as or lower than competitors.
a. differentiation
b. cost leadership
c. multidomestic
d. diversification
ANSWER: B, Knowledge, Easy, pp. 200–201
105. __________ is (are) associated with a cost leadership strategy.
a. Utilizing facilities or equipment that yield high economies of scale
b. Constantly striving to reduce per unit overhead, manufacturing, marketing, and
follow-up service costs
c. Minimizing labor-intensive personal services and sales forces
d. All of the above
ANSWER: D, Knowledge, Difficult, p. 200
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26. CHAPTER 7: PLANNING AND STRATEGY
106. Delta Fried Catfish Restaurant opened in Freeport, Maine to serve the needs of a small
segment of the population that prefers fried catfish to steamed lobster. Delta Fried
Catfish is following a _________ strategy.
a. broad
b. narrow
c. focused cost leadership
d. specialized
ANSWER: C, Application, Moderate, p. 201
107. The __________ strategy involves competing in a specific industry niche by serving the
unique needs of certain customers or a specific geographic market.
a. focused cost leadership
b. narrow
c. broad
d. specialized
ANSWER: A, Knowledge, Easy, p. 201
Essay Questions
Learning Objective 1
1. How should planning should assist leaders and managers?
a. Discovering new opportunities.
b. Anticipating and avoiding future problems.
c. Developing effective courses of action (strategies and tactics).
d. Comprehending the uncertainties and risks with various options.
Moderate, p. 179
Learning Objective 2
2. Describe the strategic planning process.
a. Strategic planning is the process of diagnosing the organization’s external and
internal environments.
b. Strategic planning is the process of deciding on a vision and mission.
c. Strategic planning is the process of developing overall goals.
d. Strategic planning is the process of creating and selecting general strategies.
e. Strategic planning is the process of allocating resources to achieve the
organization’s goals.
Moderate, p. 179
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27. CHAPTER 7: PLANNING AND STRATEGY
3. Describe the tactical planning process.
Tactical planning is the process of making detailed decisions about what do to, who will
do it, and how to do it. Tactical planning normally involves a time horizon of one year or
less. Middle and first-line managers and teams often are heavily involved in tactical
planning. The tactical planning process generally includes:
a. choosing specific goals and the means of implementing the organization’s strategic
plan.
b. deciding on courses of action for improving current operations.
c. developing budgets for each department, division and project.
Difficult, p. 183
Learning Objective 3
4. List and define the various degrees of diversification.
a. A single-business firm provides a limited number of goods or services to one
segment of a particular market.
b. A dominant-business firm serves various segments of a particular market.
c. A related-businesses firm provides a variety of similar goods and/or services.
d. An unrelated-business firm provides diverse products (goods and/or services) to
many different markets.
Moderate, pp. 185–187
Learning Objective 4
5. Describe three of the five common corporate-level growth strategies.
a. Forward integration occurs when a company enters the businesses of its customers,
moving it closer to the ultimate consumer.
b. Backward integration occurs when a company enters the businesses of its suppliers,
usually to control component quality, on-time delivery, or stable prices. This
approach is sometimes called an upstream strategy.
c. Horizontal integration occurs when a company acquires a competitor to consolidate
and extend its market share.
d. Concentric diversification, sometimes called related diversification, occurs when a
firm acquires or starts a business related to the firm’s existing business in terms of
technology, markets, or products.
e. Conglomerate diversification occurs when a firm adds unrelated goods or services to
its line of businesses.
Difficult, pp. 189–190
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28. CHAPTER 7: PLANNING AND STRATEGY
Learning Objective 5
6. Describe the relationship of strategy to tactics, and the ways in which First American
Corporation (FAC) implemented tactical plans related to their new “customer intimate”
strategy.
Tactical plans are intended to help implement strategic plans. In order to become
strategically more “customer intimate”, FAC decided to focus on three market segments
– consumer, small, and midsize businesses. Tactically they first expanded the job of
customer service representatives to handle routine tasks such as change of address
that had previously been the responsibility of personal bankers. Personal bankers were
then given the role of greeting and sales to walk-in customers. The bank’s most
valuable customers were shifted to the responsibility of customer relationship managers
who have strong relationship skills. Finally, the investment specialists were given an
expanded set of investment products in a move toward becoming a full financial
services company.
Moderate, p. 198
7. What are four of the eight tasks of the strategic planning process?
a. Develop the vision, mission, and goals
b. Diagnose threats and opportunities
c. Diagnose strengths and weaknesses
d. Develop strategies
e. Prepare strategic plan
f. Prepare tactical plans
g. Control and diagnose results
h. Continue planning
Difficult, pp. 193–199
Learning Objective 6
8. Explain the generic competitive strategies model.
The generic competitive strategies model provides a framework of four basic business-
level strategies for a variety of organizations in diverse industries. These four strategies
include the following:
a. The differentiation strategy involves competing by offering goods or services that
customers perceive to be unique in ways that are important to them.
b. The focused differentiation strategy involves competing in a specific niche by serving
the unique needs of certain customers or a specific geographic market.
c. The cost leadership strategy means competing by providing goods or services at a
price as low as or lower than competitors’ prices.
d. The focused cost leadership strategy refers to competing in a specific customer or
geographic niche by providing goods or services at a price as low or lower than
competitors’ prices.
Moderate, pp. 199–201
194