The document contains an 18 question knowledge check quiz on strategic management topics like Michael Porter's generic strategies, value disciplines, grand strategies, the BCG matrix, and corporate-level strategy concepts like diversification and core competencies. It provides the questions and multiple choice answers to test understanding of key strategic management and competitive strategy concepts. It also includes links to additional learning materials and tutorials on the topic.
Cost management a strategic emphasis 7th edition blocher test bankmany2003
Cost Management A Strategic Emphasis 7th Edition Blocher Test Bank
Full download:https://goo.gl/E4XPdE
cost management a strategic emphasis 7th edition pdf
cost management a strategic emphasis 7th edition pdf download
cost management a strategic emphasis 6th edition pdf download
cost management a strategic emphasis 7th edition solutions
cost management a strategic emphasis pdf
cost management a strategic emphasis 5th edition pdf
cost management a strategic emphasis 7th edition answers
cost management a strategic emphasis 7th edition test bank
Test bank for cost management a strategic emphasis 7th edition by blocherPintoHoggee
Test Bank for Cost Management a Strategic Emphasis 7th Edition by Blocher
Download at: https://goo.gl/hxNdNw
People also search:
cost management a strategic emphasis 6th edition pdf
cost management a strategic emphasis 7th edition pdf
cost management a strategic emphasis 7th edition pdf download
cost management a strategic emphasis 7th edition solutions
cost management a strategic emphasis pdf
cost management a strategic emphasis 7th edition pdf free download
cost management a strategic emphasis 7th edition solutions manual pdf
cost management a strategic emphasis 7th edition answers
Cost management a strategic emphasis 7th edition blocher test bankmany2003
Cost Management A Strategic Emphasis 7th Edition Blocher Test Bank
Full download:https://goo.gl/E4XPdE
cost management a strategic emphasis 7th edition pdf
cost management a strategic emphasis 7th edition pdf download
cost management a strategic emphasis 6th edition pdf download
cost management a strategic emphasis 7th edition solutions
cost management a strategic emphasis pdf
cost management a strategic emphasis 5th edition pdf
cost management a strategic emphasis 7th edition answers
cost management a strategic emphasis 7th edition test bank
Test bank for cost management a strategic emphasis 7th edition by blocherPintoHoggee
Test Bank for Cost Management a Strategic Emphasis 7th Edition by Blocher
Download at: https://goo.gl/hxNdNw
People also search:
cost management a strategic emphasis 6th edition pdf
cost management a strategic emphasis 7th edition pdf
cost management a strategic emphasis 7th edition pdf download
cost management a strategic emphasis 7th edition solutions
cost management a strategic emphasis pdf
cost management a strategic emphasis 7th edition pdf free download
cost management a strategic emphasis 7th edition solutions manual pdf
cost management a strategic emphasis 7th edition answers
FINAL EXAMINATION FOR INTEGRATED MARKETING STRATEGIES – MKT498I.docxcharlottej5
FINAL EXAMINATION FOR INTEGRATED MARKETING STRATEGIES – MKT/498
Instructions:
1)
Use the
Final Exam Answer Key Excel file
to record your answers for this exam.
2)
Put your name at the bottom of the
Answer Key
where indicated.
3)
Save the
Answer Key
in the following format:
Firstname-Lastname-FinalExam.xls
.
4)
Post your completed
Final Exam Answer Key
to the Assignments link no later than midnight Phoenix time on our final day of class (Day 7 of Week 5).
5)
Each of the 50 Multiple Choice & Multiple Select and the 50 True/False questions below is worth 1 point. Indicate your answer by putting an “X” in the correct column or columns on the
Answer Key
. Note that some questions may instruct you to “Select all that apply.” If you do not see that instruction, then only a single option is the correct answer.
6)
This final exam is worth 15% of your grade in this course.
Multiple Choice & Multiple Select Questions
1
The foundation of an IMC plan includes all of the following elements
except
:
a.
Pay-per-click manager
b.
Corporate image
c.
Brand management
d.
Analysis of buyer behaviors
e.
Promotional opportunity analysis
2
A system of partnerships and alliances that a firm creates to source, augment, and deliver its offerings is called ________.
a.
A demand chain
b.
A channel arrangement
c.
A value network
d.
Vertical marketing
e.
Horizontal marketing
3
Which of the following is NOT an element in the process of communicating a message?
a.
Senders and receivers
b.
Publicity
c.
Encoding and decoding
d.
Feedback and noise
e.
Media
4
________ are the people who control the flow of information to members of a buying center in an organization.
a.
Influencers
b.
Whistleblowers
c.
Deciders
d.
Gatekeepers
e.
None of the above
5
Xerox offers a color printer that sells for $1,200, which they want to market to businesses. As the marketing manager for Xerox printers, you want to select an advertising medium that has a long exposure time and that can attract and retain a prospective customer’s attention, and you have a budget of $20 million. Which communications medium would best the choice to meet these criteria?
a.
Print ads in a trade journal and/or national newspaper
b.
Cable TV ads
c.
Pop-up ads on specific Web sites
d.
POP displays
e.
Social media advertising
6
________ is a joint venture where two or more brands join into a new product or service.
a.
Flanker branding
b.
Ingredient branding
c.
Cooperative branding
d.
Complementary branding
e.
Brand extensions
7
The most common form of “noise” in marketing communications is:
a.
Use of too much movement
b.
Distractions from other people
c.
Size of the typeface used in print messages
d.
Clutter
e.
Use of too much color
8
All of the following are functions of public relations
except
:
a.
Determining product, price, place, and promotions
b.
Identifying and communicating with internal and external stakeholders
c.
Lobbying
d.
Press relations
e.
P.
MGT 300 Final Exam Answers
1) Big Fizz Co., a manufacturer of cola-flavored drinks, wants to add packaged fruit
juices to its existing product line. Big Fizz must make some decisions regarding
packaging and branding the fruit juices. These decisions would fall under which variable
of the marketing mix?
A. Product
B. Place
C. Promotion
D. Price
2) Hewlett-Packard sells personal computers through specialty computer stores,
electronics superstores, and its own Internet site. What is the marketing mix variable
that is being considered here?
A. Price
B. Promotion
C. Product
D. Place
3) Marketing strategy planners should recognize that:
A. target markets should not be large and spread out
B. mass marketing is often very effective and desirable
C. large firms like General Electric, Target, and Procter & Gamble are too large to aim at
clearly defined markets
D. target marketing is not limited to small market segments
4) Target marketing, in cont
Introduction and Overview (Strategic Business Management)Textboo.docxmariuse18nolet
Introduction and Overview (Strategic Business Management)
Textbook: book - Strategy Crafting and Executing Strategy: Competitive Advantage
.
1. Good strategy and good strategy execution together provide
A. a surefire guarantee for avoiding periods of weak financial performance.
B. the two best signs that a company is a true industry leader.
C. the most trustworthy signs of good management.
D. signs of a company having a superior business model.
2. Which one of the following questions is not something that company managers should consider when choosing to pursue one strategic course or directional path versus another?
A. Is the company stretching its resources too thinly by trying to compete in too many markets or segments, some of which are unprofitable?
B. Do we have a better business model than key rivals?
C. Are changing market and competitive conditions acting to enhance or weaken the company's business outlook?
D. Will our present business generate sufficient growth and profitability in the years ahead to please shareholders?
3. Business strategy, as distinct from corporate strategy, is chiefly concerned with
A. deciding what new businesses to enter, which existing businesses to get out of, and which existing business to remain in.
B. forging actions and approaches to compete successfully in a particular line of business.
C. coordinating the competitive approaches of a company's different business units.
D. making sure the strategic intent of a particular business is in step with the company's overall strategic intent and strategy.
4. Which of the following is not one of the basic reasons that a company's strategy evolves over time?
A. An ongoing need to abandon those strategy features that are no longer working well
B. The need to make regular adjustments in the company's strategic vision so employees don't become bored executing the same strategy month after month
C. The proactive efforts of company managers to fine-tune and improve one or more pieces of the strategy
D. The need to keep strategy in step with changing market conditions and changing customer needs and expectations
5. Which of the following is an integral part of the managerial process of crafting and executing strategy?
A. Setting objectives and using them as yardsticks for measuring the company's performance and progress
B. Deciding how much of the company's resources to employ in the pursuit of sustainable competitive advantage
C. Communicating the company's mission and purpose to all employees
D. Developing a proven business model
6. Which one of the following questions can be used to test the merits of one strategy over another and distinguish a winning strategy from a mediocre or losing strategy?
A. Does the company have low prices in comparison to rivals?
B. How well does the strategy fit the company's situation?
C. How good is the company's business model?
D. Is the company putting too little emphasis on behaving in an ethical and socially responsible manner.
1 1. A creative, distinctive strategy that sets a compa.docxoswald1horne84988
1
1. A creative, distinctive strategy that sets a company apart from rivals and that gives it a
sustainable competitive advantage:
A. is a reliable indicator that the company has a profitable business model.
B. is every company's strategic vision.
C. is a company's most reliable ticket to above-average profitability—indeed, the tight
connection between competitive advantage and profitability means that the quest for
sustainable competitive advantage always ranks center stage in crafting a strategy.
D. signals that the company has a bold, ambitious strategic intent that places the achievement of
strategic objectives ahead of the achievement of financial objectives.
E. is the best indicator that the company's strategy and business model are well-matched and
properly synchronized.
2. Which of the following is not a frequently used strategic approach to setting a company
apart from rivals and achieving a sustainable competitive advantage?
A. Striving to be the industry's low-cost provider, thereby aiming for a cost-based competitive
advantage
B. Outcompeting rivals on the basis of such differentiating features as higher quality, wider
product selection, added performance, better service, more attractive styling, technological
superiority, or unusually good value for the money
C. Striving to be more profitable than rivals and aiming for a competitive edge based on bigger
profit margins
D. Focusing on a narrow market niche and winning a competitive edge by doing a better job
than rivals of satisfying the needs and tastes of buyers comprising the niche
E. Developing expertise and resource strengths that give the company competitive capabilities
that rivals can't easily imitate or trump with capabilities of their own.
3. The strategy-making, strategy-executing process:
A.is usually delegated to members of a company's board of directors so as not to infringe on the
time of busy executives.
B. includes establishing a company's mission, developing a business model aimed at making the
company an industry leader, and crafting a strategy to implement and execute the business
model.
C. embraces the tasks of developing a strategic vision, setting objectives, crafting a strategy,
implementing and executing the strategy, and then monitoring developments and initiating
corrective adjustments in light of experience, changing conditions, and new opportunities.
D. is principally concerned with sizing up an organization's internal and external situation, so
as to be prepared for the challenge of developing a sound business model.
E. is primarily the responsibility of top executives and the board of directors; very few
managers below this level are involved.
2
4. Business strategy, as distinct from corporate strategy, is chiefly concerned with:
A. Deciding what new businesses to enter, which existing businesses to get off, and which
existing business to remain in.
B. Forging actions and approaches to comp.
Every company desiring to stay competitive must design broad competitive marketing strategies by which it can gain a sustainable competitive advantage. But what broad marketing strategies might the company use? Which ones are best for a particular company or for the company’s different divisions and products? No one strategy is best for all companies. Each company must determine what makes the most sense given its position in the industry and its objectives, opportunities, and resources. Even within a company, different strategies may be required for different businesses or products. Johnson & Johnson uses one marketing strategy for its leading brands in stable consumer markets, such as BAND-AID, Tylenol, Listerine, or J&J’s baby products, and a different marketing strategy for its high-tech health-care businesses and products, such as Monocryl surgical sutures or NeuFlex finger joint implants. So you understand that no one best strategy truly exist for all firms. But which strategy is best for which company? This chapter attempts an appropriate respond to the question.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/consolidation-endgame-curve-framework-201
The Consolidation Curve, or Endgame Curve, is a
framework based on the theory that all industries
consolidate and follow a similar course through the 4
stages of: Opening, Scale, Focus, and Balance &
Alliance. This framework is based on a study of
25,000 firms globally, representing 98% of the global
market cap, conducted by the strategy consulting firm AT Kearney. The Consolidation Curve shows that
merger actions and consolidation trends can be
predicted.
Using the Consolidation Curve as guidance, a business can strengthen its consolidation strategies and facilitate merger integrations. A niche player can also determine the appropriate niche strategy to use and when is the best time to be acquired.
Every major strategic and operational move should be evaluated with regard to the industry?s stage in the Consolidation Curve. Likewise, endgames positioning also offers a guide for portfolio optimization.
This document explains the framework in detail and includes case examples and PowerPoint templates. Topics include:
*Stages of Consolidation
*Growth strategy implications
*Stage impact on financials ( revenue growth, profitability)
*Stage impact on strategy and operations
*Stage impact on management/organization
*Value-Building Growth Matrix
*Niche strategies
math 533,devry math 533,devry math 533 entire course,devry math 533entire class,devry math 533 final examdevry,math 533 week 1,devry math 533 week 2,devry math 533 week 3,devry math 533 week 4,devry math 533 week 5,devry math 533 week 6,devry math 533 week 7,devry math 533 tutorials,devry math 533assignments,devry math 533 help
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
1. UOP STR 581 Week 4 Knowledge Check New
Check this A+ tutorial guideline at
http://www.str581assignment.com/STR-581-UOP/str-
581-week-4-knowledge-check-new
For more classes visit
http://www.str581assignment.com
1.Firms that enjoy higher profit margins are using which of
Michael Porter’s generic strategies?
A. Cost leadership
B. Differentiation
C. Focus
D. Concentrated growth
2.Which of the following companies is a good example of a low-
cost leader?
A. Wal-Mart
B. Brooks Brothers
C. Chivas Regal
D. Porsche
3.Firms that follow this type of generic strategy can sometimes
have difficulties succeeding without compromising the key
attributes of a company’s products or services.
A. Focus
B. Differentiation
C. Cost leadership
D. Concentrated growth
2. 4.Which of the following is a generic strategy developed by
Michael Porter?
A. Market development
B. Differentiation
C. Liquidation
D. Innovation
5.Striving to create and market unique products for varied
customer groups is called
A. cost leadership
B. differentiation
C. focus
D. concentrated growth
6.Which of the following is a value discipline?
A. Operational excellence
B. Cost leadership
C. Concentrated growth
D. Innovation
7. Companies that pursue this value discipline strive to produce
a continuous stream of state-of-the-art products and services.
A. Customer intimacy
B. Operational excellence
C. Product leadership
D. Innovation
8. Which of the grand strategies is typically lowest in risk?
A. Horizontal integration
B. Concentrated growth
C. Market development
D. Divestiture
9. The grand strategy in which the firm directs its resources to
the profitable growth of a single product, in a single market and
3. with a single technology is termed
A. product development
B. market development
C. concentrated growth
D. vertical integration
10. What is it called when current products are marketed, often
with only cosmetic changes, to customers in related market
areas?
A. Diversification
B. Concentrated growth
C. Product development
D. Market development
11. The acquisition of one or more businesses operating at the
same stage of the production-marketing chain is an example of
A. market development
B. product development
C. innovation
D. horizontal acquisition
12. If a textile producer acquires a shirt manufacturer, this is
called
A. vertical horizontal acquisition
B. backward horizontal acquisition
C. backward vertical acquisition
D. forward vertical acquisition
13. For the ABC Company, the Alpha business is in a dominant
market share position in a mature market. As per the BCG
matrix, Alpha is a
A. star
B. question mark
C. cash cow
D. dog
4. 14. Which matrix makes fine distinctions among business
portfolio positions with the inclusion of high/medium/low
axes?
A. Industry strength matrix
B. Growth-share matrix
C. Strategic environments matrix
D. Industry attractiveness–business strength matrix
15. Which matrix involves a framework that can help ensure
that businesses' strategies are consistent with strategies
appropriate to their strategic environment?
A. Strategic choice matrix
B. Growth-share matrix
C. Industry attractiveness–business strength matrix
D. Strategic environments matrix
16. Which of the following represents an operating opportunity
to build value or sharing?
A. Shared inbound or outbound shipping and materials
handling
B. Shared management know-how
C. Shared after-sales service
D. Shared brand name
17. The most compelling reason companies should diversify
can be found in situations when
A. core competencies are not similar
B. core competencies can be leveraged with other products or
into other markets
C. management is similar in various businesses
D. cash resources can be leveraged
18. The core competency must represent a major source of
value to be a basis for competitive advantage. Furthermore, the
core competency
5. A. must be negotiable
B. must be financial
C. must be diversified
D. must be transferable
6. A. must be negotiable
B. must be financial
C. must be diversified
D. must be transferable
