Bus189 ch1 MC

Appetit Corp. is a famous deli in the metropolitan city of Atika. The company became popular because of its consistency in the quality of bread it provided and its creativity in adding unique elements to create different flavors. One of Appetit's products is an infusion of peanut butter and barbeque sauce filled in a bun. Appetit Corp. also engages its customers in contests that ask them to make their own unique variety of bread, which later features among the company's products with the winner's name. All these factors have helped to create unique value that keeps its customers coming back for more. This scenario best illustrates Appetit Corp.'s _____. A. capabilities B. substitutes C. values D. resources

A

Katherine is the CEO of a car dealership company called Red Cars. When looking for new investors for the company, she usually says that Red Cars wants to, "Be the best automotive retailer in the eyes of its customers, employees, and shareholders." Which of the following does this statement best reflect? A. Red Cars' mission B. Red Cars' strategy C. Red Cars' capabilities D. Red Cars' resources

A

Summer Inc., a departmental store, wants to provide better service to its customers. This includes providing expertise in each type of product and brand. In order to accomplish this, the general manager of the store suggests that they should begin by identifying the different types of customers. By classifying customers, into various groups, such as mothers, athletes, tech-savvy customers and so on,, the store's customer care personnel can specialize on detailed product information. With the help of this classification, the store is able to provide better service to each customers by offering more brands to choose from. This scenario best illustrates _____. A. segmentation analysis B. group allocation C. group dynamics D. division dynamics

A

SunLite Corp. runs fitness centers which are owned by the parent company Cyan Inc. Ryan, the manager of Cyan Inc., needs to decide on how to overcome competition by other fitness centers. He finally decides to bring in advanced facilities, such as imported gym equipment, to give faster results and keep SunLite centers open for patrons 24x7. Ryan feels that this will allow the company to gain more profits. This scenario best illustrates a _____. A. business unit strategy B. functional strategy C. emergent strategy D. strategy vehicle

A

The managers at Marker Inc., a movers and packers company, wants to formulate a plan of action to implement their mission, "We deliver what we promise. Always." To achieve this, the company chooses the best markets to invest in, buys state-of-the-art transportation vehicles, employs spill and damage proof style of packaging equipment, and develops a service-oriented mentality. This method of conducting business earns them a reputation. This scenario is an example of _____. A. deliberate strategy B. accidental strategy C. emergent strategy D. evolving strategy

A

The top executives of Willow Inc., a furniture company, have decided what markets to compete in. Willow Inc. now has to adopt a set of organizational processes that enables it to effectively carry out these decisions. In order to translate these decisions into organizational action in a successful manner, the functional activities of the company are being measured for their efficacy to support organizational decisions. Which of the following does this scenario best illustrate? A. Strategy implementation B. Strategy vehicles C. Emergent strategy D. Business unit strategy

A

Which of the following is true of competitive advantage? A. It requires a company to consistently outperform its rivals in generating above-average profits. B. It should be avoided by not-for-profit organizations. C. It is usually achieved by firms that provide general as well as imitable products. D. It can be measured by using only tangible outcomes.

A

12. The management of Neptune Inc. creates a definite plan of action that will surely create profits for the company. It allocates and sectionalizes its machinery and personnel. The main office is moved to a prime location that helps attract customers and facilitates competitive development. This plan of action helps Neptune Inc. retain its competitive advantage and has also grow as a company. Which of the following terms does this scenario best illustrate? A. Strategic tools B. Strategic management process C. Functional strategy D. Business unit strategy

B

Lavender Furniture established itself in 1965 as a small firm. It was situated on a small stretch of land located miles away from the town. Over the years, due to the high quality of its products, it acquires enough profits to own multiple assets, such as a bigger plot and machinery, recruit employees and establishe itself as a brand. Which of the following is an element of the strategic management process that Lavender Furniture has acquired? A. Values B. Resources C. Capabilities D. Fame

B

Sasha has the new responsibility of initiating strategies that would help safeguarding her company against recession. She conducts a meeting with all the employees in which she explains how she would go about implementing her plans. She also motivates and encourages employees to follow through with her plan. Sasha is a _____. A. strategic follower B. strategic leader C. strategic helper D. strategic believer

B

The Mykari Publishing House invested in buying high-end machinery that allowed its newspapers to be printed at twice the speed of average printing machines. The executives of the company stated that this would increase the company's profit margin by 12% as opposed to the usual 7 to 8% that it makes annually. When the finances of the company were tallied this year, it was found that the profits increased to about 19%. This scenario best illustrates _____. A. return of equity B. above-average profits C. complimentary value D. unique value

B

The managers at Spring Hotels want to find out how their competitor, Crimson Valley Hotels, consistently outdoes them. Spring Hotels have the same facilities and equipment as Crimson Valley Hotels, but each month its efforts to reach the benchmark set by Crimson Valley Hotels fails. This is because Crimson Valley has elements such as great location, beautiful architectural design, and customer-friendly employees that create an edge over other companies in its industry. Which of the following does this scenario exemplify? A. Complementary products or services B. Resource-based view of firm C. Attractiveness of an industry D. Segmentation analysis

B

Thomas is an important figure at Seasons Inc. All of the company's functions, acquisitions, marketing strategies, and business development plans need to partially receive approval from Thomas. This is due to the fact that Thomas owns 20% of Seasons Inc. In this scenario, Thomas is a _____. A. supplier B. stakeholder C. customer D. distributor

B

Which of the following statements about risks is true? A. Investing in a utility company that supplies power to customers, who have few alternative sources of power, can be very risky. B. Investors take up risks every time when they are not sure if their investments will be a gain or a loss. C. Investing in a stable firm is generally considered very risky even if it has a long history of profitability. D. Investors face vey less risk when they put their money into start-up companies that try to launch products based on new technologies.

B

Which of the following statements best describes the term internal analysis? A. It studies the infrastructure of a company to gauge the number of employees it can recruit. B. It examines a company's resources and capabilities to configure a firm's ability to deliver unique value. C. It examines the emotions of a firm's employees in order to identify their weaknesses. D. It examines the efficiency of employees through the help of standardized tests and group discussions.

B

Which of the following statements is true of external analysis? A. It is capable of analyzing only the threats that a company might come across. B. It studies the factors that influence an organization's appeal and environment. C. It focuses on the factors that influence employees of an organization to leave. D. It analyzes a firm's resources and capabilities to assess how effectively it is able to deliver unique value.

B

_______ can be best defined as the reason a firm wins with customers or the value proposition it offers to customers, such as a low cost advantage or differentiation advantage. A. switching costs B. unique value C. complementary products D. SWOT analysis

B

A group of four people wants to start an office supply chain. They realize that if their company has to function well, they must set the primary aim for which the company has entered that particular business. This aim will help the company function in an organized manner and provide the staff with a focus to meet their goals. Which of the following does this scenario depict? A. Capabilities B. Resources C. Mission D. Integration

C

Fashion Mart Corp., a clothing company, offers the best quality material made using the finest threads and advanced textile machinery. It offers an extended product guarantee to its customers, something that its competitors have found difficult to achieve. This guarantee claims that the clothes that Fashion Mart creates will not wear out even after 200 washes. This guarantee has helped Fashion Mart to retain its loyal customer base and to frequently get new custormers. This scenario best illustrates _____. A. forward integration B. backward integration C. a differentiation advantage D. a cost advantage

C

Femi, the founder of Pluto Inc., feels that the company has been able to continuously maintain competitive advantage due to the plans of action she initiated years ago. The plan involved establishing and maintaining contacts with influential business personnel, amicably taking over small companies that would help bringing in profits for Pluto Inc., and creating raw materials from scratch rather than buying from other companies. This type of planning is an example of _____. A. resource pools B. corporate think tanks C. strategic vehicles D. functional vehicles

C

Returns in excess of what an investor expects from other investments with a similar amount of risk are referred to as _____. A. unique value B. complimentary value C. above-average profits D. above-average losses

C

Ria, an entrepreneur, shares the company's profits as well as losses. She usually receives highest priority from the company. In this scenario, Ria is a _____. A. distributor B. customer C. shareholder D. stakeholder

C

Sheng, the CEO of Mirrorz Inc., comes up with a plan to implement business unit strategies successfully. He decides to do this by making technical advancements in the manufacturing process of the products and developing a solid financial system run by an efficient team. He also plans to establish a marketing team that would sell to people who would not normally buy the product. The ultimate mission of the company would be to provide a customer friendly environment. The plan initiated by Sheng can be best categorized as a(n) _____. A. segmentation analysis B. emergent strategy C. functional strategy D. business unit strategy

C

The Board of Directors of Miranay Corp. assesses and evaluates the firm's industry structure. In order to track the factors that could affect Miranay's performance, it tries to scan the industry's positive and negative trends. The Board of Directors of Miranay Corp. is involved in a(n) _____. A. financial analysis B. internal analysis C. external analysis D. profit analysis

C

The management of Earth Network Inc., a cell phone company, wants to conduct an overall study of the company. The top officials want to identify Earth Network's competencies, limitations that the company needs to improve on, areas of growth, as well as the areas that the company should completely avoid. The managers feel that this study will help them advance as an organization. This study to be conducted by the management of Earth Network Inc. can be best categorized as an example of a _____. A. trend analysis B. ‎growth-share matrix C. SWOT analysis D. PEST analysis

C

The management of Winters Corp., a small company, pursued an unexpected opportunity and gained huge profits over a period of 10 years. At the end of this period, Winters Corp. grew as a company and successfully established itself as a highly valued brand in the industry. This is an example of a(n) _____. A. functional strategy B. accidental strategy C. emergent strategy D. deliberate strategy

C

Which of the following is an example of a resource? A. An overdue B. A mission C. A patent D. A goal

C

16. Ravi, a supervisor at Autumn Inc., notices that the company has been successful in outperforming its competitors in the industry and declares that the company has achieved competitive advantage. Yolanda, a manager at Autumn Inc., argues that this is not true. Which of the following strengthens Ravi's claim? A. Autumn Inc.'s strategy is imitable by its competitors B. Autumn Inc.'s strategy can be pursued by competitors as it is not too costly C. Autumn Inc. is able to outscore a superior company in the next quarter D. Autumn Inc. has been consistently outperforming its rivals in generating above-average profits

D

Gems corp. is a leading jewelry brand that finds it hard to make as much profit as its competitors. In order to overcome this, the employees of Gems Corp. decide to work harder to provide unique value to customers and increase the sales of the company. After a year, it is able to make more profits than its competitors. This scenario best illustrates ________. A. client advantage B. internal analysis C. external analysis D. competitive analysis

D

MindaX is a beverage manufacturing company. Despite its various promotional efforts, the company finds it difficult to get more customers. Its market analysts later determine that its price is the reason. They are sold at $10 per liter, which makes it difficult for customers to buy this beverage frequently, so, they opt for other lower priced sodas instead. This scenario best illustrates _____. A. price reduction B. price increase C. price allocation D. price sensitivity

D

Sweetmeats Inc., a deli, produces its own grains, such as corn, wheat, rice, and oats. The employees create different types of breads without having to buy the grains from other sources. This has helped them sell their bread items to customers at much lower prices than other neighboring delis. This scenario best illustrates a(n) _____. A. complementary service B. emergent strategy C. unique value D. cost advantage

D

The board of directors of Indigo Bank implements a sound strategy that will help them gain overall profits and maintain competitive advantage. It claims that supervising and measuring the efficacy of the functional strategies of the company are more than sufficient to implement the company's strategies. However, Klark, one of the board members, argues that this alone is not enough and that the company should think of creating an emotional appeal toward its employees. Which of the following statements strengthens Klark's argument? A. The employees of Indigo Bank are content with the current culture of the organization. B. The board of directors feels that creating an informal environment will initiate a high level of absenteeism. C. The board of directors feels that Indigo Bank is functioning efficiently because the top executives make it a point to maintain an authoritarian distance from their subordinates. D. Indigo Bank's structure, systems, staff, skills, style, and shared values will help progress strategic implementation if they are designed to facilitate the execution of the strategy.

D

The board of directors of White Corp. meets to analyze the company's competencies and scope for improvement. It also examines whether White Corp. has been able to meet its potential customers' requirements. The board of directors of White Corp. is involved in a(n) _____. A. external analysis B. financial analysis C. profit analysis D. internal analysis

D

The employees of Flamingo Inc., a greeting card company, focus on providing unmatched customer satisfaction. Unlike its competitors, the employees of Flamingo take the time to listen to the needs of individual customers and design custom-made cards upon request. The customers of Flamingo state that the company provides a large variety of affordable products to choose from. The company has won many awards for providing complete customer satisfaction. In this scenario, which of the following does Flamingo Inc. provide to its customers? A. Backward integration B. Switching costs C. Complementary products D. Unique value

D

The executives at Purple Inc. hold a meeting where they decide the best way to showcase their products. They have a brainstorming session to identify the best geographical areas to conduct business that will bring them maximum profits. They also identify their competitors and decide whether they would be able to withstand top companies selling similar products. The executives at Purple Inc. are discussing a(n) _____. A. emergent strategy B. functional strategy C. business unit strategy D. corporate strategy

D

The industry and geographic area that a company competes in, is referred to as its _______. A. niche B. business C. segment D. market

D

The owners of Carpo Inc., a watch company, also own a steel company and a leather goods manufacturing company. This relieves them from expenses that they would have to bear, if they had to rely on outside sources for the raw materials needed to make their watches. This enables the company to produce watches at a much lesser cost than other companies in the industry. This scenario best illustrates a _____. A. complementary service B. emergent strategy C. unique value D. cost advantage

D

Which of the following is the main purpose of a strategic management process? A. Ensuring that all employees have managers and supervisors to lead their teams B. Creating an organization that functions systematically according to its vision, mission, and goals C. Creating a high-level plan that can be implemented without fierce competition and undue risk D. Specifying a high-level plan that an organization will employ to achieve competitive advantage

D

Adia and Ali are two business partners who want to set up a company that sells imported sports gear and equipment. In order to make sure that the company makes and retains profit, they must choose an area that is close to where their products have the highest demand. This are should allow them consistently to make profit. In this scenario, Adia and Ali are looking for _____. A. market B. strategy C. cost advantage D. mission

a

_______ can be best defined as when an organization generates higher profits compared to its rivals. A. client advantage B. competitive advantage C. employer advantage D. unique value

B