The concept Core competence was developed by
A. Schwiz Marker
B. Peter Schiffman
C. Prahalad and Gary
D. None of the above
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In __________ strategy firms try to achieve a high levels of local responsiveness by making their product or service offering to the requirement of the countries they operate
A. Global
B. Multidomestic
C. International
D. Transnational
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According to Ringbakk (1971) and Steiner (1972) which of the following should be avoided when creating a formal plan?
A. Seeing planning as a support activity in strategic decision making
B. Seeing planning as a once-a-year ritual
C. Flexibility
D. Involving implementers in planning
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In __________ strategy assumptions are made that consumers needs are similar worldwide
A. Global
B. Multidomestic
C. International
D. Transnational
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What does SPACE stand for?
A. Sales, Position, and ACtion Evaluation
B. Strategic Profit And Credit Evaluation
C. Sales, Profit, ACtion and Evaluation
D. Strategic Position and ACtion Evaluation
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What is the planning gap?
A. A concept that is used to clarify the extent of revenue or profits gap that might emerge if current strategies are left unchanged
B. The time between the strategic plan being devised and the time it is actually implemented
C. The time between the conception of a strategic plan and the formalization of it
D. Any part of a plan that has not been formalized which allows for flexibility and the introduction of any new developments that could enhance the current strategy
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______________ strategy involves adopting a combined approach of low costs and high local respnsiveness simultaneously by the firms for their products and services
A. Global
B. Multidomestic
C. International
D. Transnational
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___________ is also known as corporate appraisal, appraisal of internal factors and audit of organizational competence
A. Organizational analysis
B. Environmental analysis
C. Industry analysis
D. Business analysis
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The understanding of what key element is essential for successful strategic planning?
A. Understanding the needs and expectations of stakeholders
B. Understanding competencies
C. Understanding the processes of strategic change
D. Understanding how to plan
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_________________ is the process through which an organization evaluates its capability so as to have competitive advantage at market place
A. Environmental analysis
B. Organizational analysis
C. Industry analysis
D. Business analysis
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Which of these is not a role for a planner as discussed by Robinson (1986)
A. To help managers make decisions regarding strategic changes
B. To enable good managers to plan
C. To state objectives
D. To concentrate on understanding the future
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______________ is called as a bundle of resources
A. Industry
B. Unit
C. Organization
D. Management
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Which of the following is not en element of the growth/market options matrix developed by Ansoff (1987)?
A. Market development
B. Diversification
C. Product development
D. Market segmentation
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Which of the following is not a key planning element of spheres of influence?
A. Buffer zones
B. Forward positions
C. Cost base
D. Vital interests
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____________ assesses the whole strategic management process
A. Strategic audit
B. Company audit
C. Business audit
D. None of the above
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__________ of an organization deals with investigation of organizational strengths and weaknesses by focusing on factors which are relevant to it
A. External analysis
B. Internal analysis
C. Industry analysis
D. Business analysis
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Which of the following is one of the factors related to the issue of the feasibility of a strategy?
A. Skills and resources, available and needed
B. Levels of return expected
C. Finance and other resource availability
D. Effect on strategic perspective
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_________ strategies are also known as grand or root strategies
A. Corporate
B. Business
C. Functional
D. Operational
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Which of the following is not one of the contextual aspects that have a critical impact on strategic change?
A. Structural factors
B. Environmental factors
C. Personal factors
D. Financial factors
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_________ strategy is much talked and publicized in the present Indian environment
A. Corporate
B. Business
C. Functional
D. Growth
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