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This set of Advanced Strategic Management Multiple Choice Questions & Answers (MCQs) focuses on Advanced Strategic Management Set 8
Q1 | Strategies such as diversification, penetration and market development are part of
- extensive growth
- intensive growth
- integrative growth
- disintegrative growth
Q2 | For intensive growth, the company first considers whether it could gain moremarket share with its current products in their current market, using a
- Market-penetration strategy
- Market development strategy
- Product-development strategy
- Diversification strategy
Q3 | Select right order of intensive growth strategies:
- market-development strategy, market-penetration strategy, product development strategy
- Market-penetration strategy, market development strategy, product development strategy
- market-penetration strategy, product development strategy, market- development strategy
- None of the above
Q4 | Market development strategy focuses on
- Current products and new markets
- Current products and current markets
- New products and current markets
- New products and new markets
Q5 | Product development strategy for achieving intensive growth focuses on:
- Current products and new markets
- Current products and current markets
- New products and current markets
- New products and new markets
Q6 | Acquiring one or more suppliers for integrative growth is
- Horizontal integration
- Forward integration
- Backward integration
- None of the above
Q7 | Acquisition of competitors for integrative growth is
- Horizontal integration
- Forward integration
- Backward integration
- None of the above
Q8 | In , the company would seek new products that have marketing ortechnological synergies with existing product lines appealing to a new group of customers.
- Concentric diversification
- Horizontal diversification
- Conglomerate diversification
- None of the above
Q9 | In , the company can develop new products that are technologically unrelatedto its current product line and still can appeal to its current customers.
- Concentric diversification
- Horizontal diversification
- Conglomerate diversification
- None of the above
Q10 | In , the company may seek new opportunities that have no relation with itscurrent technology, products, or markets.
- Concentric diversification
- Horizontal diversification
- Conglomerate diversification
- None of the above
Q11 | Gary Hamel believes that
- Senior management hammers out the strategy and hands it down.
- Imaginative ideas on strategy exist in many places within a company
- The strategy comes from outside the organization
- None of the above
Q12 | Redefining how company gets paid or create innovative new revenue streams isof Business innovation.
- Value capture dimension
- Brand dimension
- Networking dimension
- Offerings dimension
Q13 | Michael Porter has proposed generic strategies that provide a good startingpoint for strategic thinking.
- 3
- 5
- 4
- 6
Q14 | A target market definition tends to focus on selling a product or service to a
- Current market
- Potential market
- Both a & b
- None of the above
Q15 | A strategic market definition tends to focus on selling a product or service to a
- Current market
- Potential market
- Both a & b
- None of the above
Q16 | General Electric has classified its businesses into strategic business units.
- 42
- 45
- 49
- None of the above
Q17 | SBU (strategic business unit) is a unit that is usually responsible for its ownbudgeting, new product decisions, hiring decisions, and price setting.
- Semi-autonomous
- Autonomous
- Non-autonomous
- None of the above
Q18 | The purpose of identifying company's strategic business unit is:
- Developing separate strategies
- Assign appropriate funding
- Both a & b
- All of above are false
Q19 | The BCG's Growth Share matrix uses and of market growth ascriteria to make investment decisions.
- Relative market share and quarterly rate
- Relative market share and annual rate
- Absolute market share and annual rate
- Absolute market share and quarterly rate
Q20 | Opportunities to achieve further growth within current businesses are:
- Intensive Opportunities
- Integrative Opportunities
- Diversification Opportunities
- None of the above
Q21 | Opportunities to build or acquire businesses that are related to current businesses:
- Intensive Opportunities
- Integrative Opportunities
- Diversification Opportunities
- None of the above
Q22 | The useful framework for detecting new is called a "product-market expansion grid
- Intensive opportunities
- Integrative opportunities
- Diversification opportunities
- None of the above
Q23 | Under ----------- approach of implementation strategies are moving from bottom to upward.
- Commander approach
- Organisational change approach
- Collaborative approach
- Crescive approach
Q24 | The most complex structure of Strategic organisation is:
- Functional
- Transnational
- Matrix
- Divisional
Q25 | Hofer’s Product matrix is also known as:
- GE Matrix
- BCG Matrix
- TOWS matrix
- Market Evaluation Matrix