565 G&T-1 PPt Ch 1-9 2

565 G&T-1 PPt Ch 1-9 2 - TGS2ch1-5s06 Version#2...

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TGS2ch1-5s06 TGS2ch1-5s06 Version #2 Student: ___________________________________________________________________________ Instructions: 1. Please select the most correct response. 2. Pick up the answer key when you turn in your answer sheet, and hang on to your question booklet--make sure you mark your answers in the question booklet. 3. Please make sure your name and test version number are on your answer sheet. 4. Please don't even give me reason the think you are cheating. 1. Which of the following is not a factor to consider in identifying an industry's strategically-relevant economic features? A. Market size and growth rate B. The extent of backward and forward integration and buyer needs and requirements C. Whether the products or services of rival firms are becoming more or less differentiated D. How strong driving forces and competitive forces are E. The pace of technological change, scale economies and experience curve effects, and product innovation 2. Industry conditions change A. because of such powerful driving forces as swings in buyer demand, changing interest rates, ups and downs in the economy, and higher/lower entry barriers. B. because of newly-emerging industry threats and industry opportunities that alter the composition of the industry's strategic groups. C. because new industry key success factors emerge. D. because important forces are in motion that create pressures or incentives for industry participants (competitors, customers, suppliers) to alter their actions. E. chiefly because of changes in the barriers to entry and the degree of competition from substitute products.
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3. The central roles of an investor-owned company's board of directors in the strategy-making, strategy- executing process include A. coming up with compelling strategy proposals of their own to debate against those put forward by top management. B. taking the lead in formulating the company's strategic plan but then delegating the task of implementing and executing the strategic plan to the company's CEO and other senior executives. C. taking the lead in developing the company's business model and strategic vision. D. overseeing the company's financial accounting and financial reporting practices and evaluating the caliber of senior executives' strategy-making/strategy-executing skills. E. All of the above. 4. The most trustworthy signs of a well-managed company are A. a willingness on the part of executives to set stretch financial and strategic objectives and to develop an ambitious strategic vision. B. aggressive pursuit of new opportunities and a willingness to change the company's business model whenever circumstances warrant. C. good strategy-making combined with good strategy execution. D. a visionary mission statement and a willingness to pursue offensive strategies rather than defensive
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This note was uploaded on 02/23/2012 for the course MGMT 6359 taught by Professor Wang during the Fall '11 term at University of Houston-Victoria.

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565 G&T-1 PPt Ch 1-9 2 - TGS2ch1-5s06 Version#2...

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