华南理工大学企业战略管理(双语)考试题Word文件下载.doc

华南理工大学企业战略管理(双语)考试题Word文件下载.doc

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weintendtomakethesemovestooutmaneuverourrivals."

D） "

amongallthepathswecouldhavechosen,wehavedecidedtofocusonthesemarketsandcustomerneeds,competeinthisfashion,allocateourresourcesandenergiesintheseways,andusetheseparticularapproachestodoingbusiness."

E） "

thisisourvisionofwhatourbusinesswillbelikeintheyearstocome."

Answer:

DDifficulty:

Medium

2. Inasingle-businesscompany,thestrategy-makinghierarchyconsistsof

A） businessstrategyandfunctionalstrategies.

B） businessstrategy,functionalstrategies,andoperatingstrategies.

C） businessstrategyandoperatingstrategy.

D） managerialstrategy,businessstrategy,functionalstrategies,andoperatingstrategies.

E） corporatestrategy,functionalstrategies,andoperatingstrategies.

BDifficulty:

3. SWOTanalysisis

A） ahelpfultoolforpredictingwhetherthecompany'

svaluechainiscostcompetitive.

B） simpletoolforsizingupacompany'

sresourcecapabilitiesanddeficiencies,itsmarketopportunities,andtheexternalthreatstoitsfuturewell-being.

C） ahelpfultoolforevaluatingwhetheracompanyiscompetitivelystrongerthanitsclosestrivals.

D） ahelpfultoolforbenchmarkingwhetherafirm'

sstrategyiscloselymatchedtoindustrykeysuccessfactors.

E） ahelpfultoolforidentifyingthereasonswhyacompanyisorisnotprofitable.

Easy

4.Acompany'

sactualstrategyis

A） mostlyhiddentooutsideviewandisknownonlytotop-levelmanagers.

B） typicallyplannedwellinadvanceandusuallydeviateslittlefromtheplannedsetofactionsandbusinessapproachesbecauseoftherisksofmakingon-the-spotchanges.

C） bestdelegatedtothecompany'

sboardofdirectorsbecauseoftheirfiduciaryresponsibility,theirultimateresponsibilityforthecompany'

swell-being,andtheirstrongbusinessexpertise.

D） partlyproactiveandpartlyreactivetochangingcircumstances.

E） partlyafunctionofthestrategicvision,partlyafunctionofthetargetstrategicandfinancialobjectives,partlyafunctionofmarketopportunities,andpartlyafunctionofthestrategiesbeingusedbyrivalcompanies（particularlythosecompaniesthatareindustryleaders）.

5. Factorsthatcausetherivalryamongcompetingsellerstobeweakinclude

A） lowbuyerswitchingcosts.

B） rapidgrowthinbuyerdemandandhighbuyercoststoswitchbrands.

C） highcostsofexitingthemarketascomparedtothecostsofenteringthemarket.

D） asetofcompetitorsthatarequitediverseintermsoftheirstrategies,objectives,andcountriesoforigin.

E） conditionswhereitiscustomaryforrivalstocollaboratecloselywithboththeirsuppliersandtheircustomers.

6. Thecompetitiveforceofsubstituteproductstendstobestrongerinagivenmarketwhen

A） buyersarerelativelycomfortablewithusingsubstitutesandthecoststobuyersofswitchingovertothesubstitutesarelow.

B） buyersviewsubstitutesaslikelytobeinshortsupplyfromtimetotime.

C） thequalityandperformanceofthesubstitutesiswellabovewhatbuyersneedtomeettheirrequirements.

D） buyershavehighpsychiccostsinseveringexistingbrandrelationshipsandestablishingnewones.

E） whendemandfortheindustry'

sproductisnotverypricesensitive.

ADifficulty:

7.Achievingacostadvantageoverrivalsentails

A） concentratingonanarrowportionofthevaluechainandabandoningallotheractivitiesthatcreatecosts.

B） beingafirst-moverinpursuingbackwardandforwardintegrationandcontrollingasmuchofthevaluechainaspossible.

C） outmanagingrivalsincontrollingthecostdriversandfindingcreativewaystocutcost-producingactivitiesoutofthevaluechain.

D） beingaheavyuserofoffensivestrategiesandalightuserofdefensivestrategies.

E） producingastandardproduct,redesigningtheproductinfrequently,andhavingminimaladvertising.

CDifficulty:

Medium

8.Acompany'

sstrategicvisionisbestconceivedas

A） aroadmapofacompany'

sfuture—apictureofitsdestinationandmanagement'

srationaleforgoingthere.

B） whatbusinessthecompanyispresentlyinandwhyitdoescertainthingsintryingtopleaseitscustomers.

C） management'

sstorylineofhowitintendstomakeaprofitwiththechosenstrategy.

whoweareandwhatwedo."

E） thegeneralstrategicoutlineofwhattheenterprisewillneedtodotooutmaneuverrivalsandachieveacompetitiveadvantage.

9. Businessstrategyconcerns

A） theactionsandapproachescraftedbymanagementtoproducesuccessfulperformanceinonespecificlineofbusiness.

B） whatbusinesstobeinandwhy

C） whichofseveralbusinessmodelstouseinpursuingcompanyobjectives.

D） whichofseveralcompetitiveadvantagestoputofthecompany'

sresourcesbehind.

E） Allofthese.

10.Acompanyattemptingtobesuccessfulwithadifferentiationstrategyhasto

A） studybuyerneedsandbehaviorcarefullytolearnwhatbuyersconsiderimportant,whattheythinkhasvalue,andwhattheyarewillingtopayfor.

B） incorporatemoredifferentiatingfeaturesintoitsproduct/servicethanrivals.

C） strivetoraisebuyerswitchingcosts.

D） haveawell-knownandrespectedbrandnameimage.

E） provideatop-of-the-lineproducttoconsumers.

11. Buyerbargainingpowertendstobestrongerwhen

A） buyersarelargeandcandemandconcessionswhenpurchasinglargequantities.

B） buyerspurchasetheitemfrequentlyandarewell-informedaboutsellers'

products,prices,andcosts.

C） thecostsincurredbybuyersinswitchingtocompetingbrandsortosubstituteproductsarerelativelylow.

D） theproductsofrivalsellersareweaklydifferentiatedandbuyershaveconsiderablediscretionoverwhetherandwhentheypurchasetheproduct.

E） Alloftheabove

EDifficulty:

12. Craftingandexecutingstrategyaretop-prioritymanagerialtasksbecause

A） everycompanyneedstobealerttothewindsofchange,newopportunities,andthreateningdevelopments.

B） allcompanypersonnel,andespeciallyseniorexecutives,needtoknowtheanswerto"

whoareweandwhereareweheaded?

"

C） thereisacompellingneedformanagerstoproactivelyshapehowthecompany'

sbusinesswillbeconductedandbecauseastrategy-focusedorganizationismorelikelytobeastrongerbottom-lineperformerthananorganizationthatviewsthetasksofmanagingstrategyassecondary.

D） withoutclearguidanceastowhatthecompany'

sbusinessmodelandstrategicintentare,managerialdecision-makingislikelytoberudderless.

E） theyhelpcommunicatetoshareholdersandtheentireinvestmentcommunity"

whatitiswearetryingtodoandtoachieve."

13. Thebeststrategicalliances

A） arehighlyselective,focusingonparticularvaluechainactivitiesandonobtainingaparticularcompetitivebenefit.

B） arethosewhoseobjectiveistospeednext-generationproductstomarketmorequickly.

C） aimatachievinggreatersupplychainefficiency.

D） strivetoreducethenumberofindustrykeysuccessfactors.

E） aimatraisingthebarrierstoentryandinsulatingthepartnersagainsttheimpactsofthefivecompetitiveforces.

14. Whichoneofthefollowingisnotpartofacompany'

smacroenvironment?

A） Conditionsintheeconomyatlarge

B） Populationdemographicsandsocietalvaluesandlifestyles

C） Technologicalfactorsandgovernmentalregulationsandlegislation

D） Factorsrelatingtocompetitiverivalry,acompany'

ssuppliersandcustomers,andcompetitionfromsubstituteproducts

E） Acompany'

sresourcestrengthsandweaknesses,competencies,andcompetitivecapabilities

15. Thecompetitiveapproachofafirmpursuingaglobalstrategy

A） entailslittleornostrategycoordinationacrosscountries.

B） usuallyinvolvescross-subsidizingthepricesinthosemarketswheretherearesignificantcountry-to-countrydifferencesintheproductattributesthatcustomersaremostinterestedin.

C） isessentiallythesameinallcountrymarketswhereitcompetesbutitmaynonethelessallowforminorcountry-by-countryvariationswherenecessarytosatisfybuyers.

D） involvessellingdirecttobuy