MGMT 4860 - Exam 1
A consolidated industry turns into a fragmented industry when a. restrictive government policies are introduced in the industry. b. firms reduce competition within the industry through mergers and acquisitions. c. technological advances lead to industry convergence. d. network effects enjoyed by incumbent firms within the industry become stronger.
a
An organization's ____________ describes what the organization actually does—the products and services it plans to provide, and the markets in which it will compete. a. mission b. vision c. promissory note d. code of conduct
a
Aura Software Inc. has been operating in the country of New Fernsland for almost a decade. The nation is currently experiencing an economic downturn. Which of the following is the most likely benefit of this economic condition for Aura Software Inc.? a. Aura Software Inc. will have better access to highly skilled human capital at a lower cost. b. Aura Software Inc. will have to expand its operations to meet the increasing consumer demand. c. Aura Software Inc. will experience lower competition from rival companies. d. Aura Software Inc. will find it easier to secure capital to finance future growth.
a
If a company chooses to keep its vision customer-oriented rather than product-oriented, what will be its implication? a. The company will tend to be more flexible when adapting to changing environments. b. The company will clearly define how it means to satisfy a customer need. c. The company will fail to establish a positive relationship between its vision statement and performance. d. The company will have a short-term, unidirectional focus.
a
If a company chooses to keep its vision customer-oriented rather than product-oriented, what will be its implication? a. The company will tend to be more flexible when adapting to changing environments. b. The company will clearly define how it means to satisfy a customer need. c. The company will fail to establish a positive relationship between its vision statement and performance. d. The company will have a short-term, unidirectional focus.
a
Implementing the strategy is often overlooked by senior managers especially in large organizations. What level of manager is often responsible for making sure the strategy gets implemented in alignment with the corporate goals? a. functional manager b. corporate manager c. business director d. project manager e. board member
a
In the textbook example of Twitter, what is the evidence that Twitter has recently had problems sustaining a competitive advantage? a. The CEO of Twitter was recently asked to step down from his position. b. Twitter has more than 300 million active users. c. Governments and news organizations use the service for breaking stories. d. Twitter-promoted ads have a delivery delay similar to print media advertising. e. Twitter has a poorly defined competitive challenge.
a
Managers must ensure that their firms obey all relevant laws, including labor, consumer, and environmental regulations. This is a firm's __________ responsibility. a. legal b. ethical c. economic d. social e. stakeholder strategy
a
Not all stakeholder groups are created equal. Their differential power can influence how economic value is both created and captured. As noted in the textbook, in the ________ industry, one of the most powerful external stakeholders has historically been unions. a. aerospace b. computer c. healthcare d. hospitality e. retailing
a
Nvidia went through a major rethinking of its strategy after its initial market failures. Based on the case just mentioned, what is the major diagnosis of the competitive challenge they found? a. Customers would be willing to buy new and better graphics solutions frequently. b. Intel would be targeting this market shortly and Nvidia needed to be ready. c. Nvidia should buy or at least partner with rival 3Dfx. d. The overall graphics market will be shrinking, so performance is needed to win market share. e. Nvidia needs to create three staggered development teams for chip development.
a
Red Think Inc. is a company that supplies microprocessors to Osion Inc., a computer hardware company. When Osion Inc. demands lower prices for the microprocessors, Red Think Inc. makes it clear that it would profit more from launching its own brand of laptops and desktops in the market. Fearing the competition it would then face from Red Think Inc., Osion Inc. decides to buy the microprocessors at the quoted price itself. In this scenario, Red Think Inc., as a supplier, has exercised its bargaining power by threatening to a. forward integrate. b. crowdsource. c. outsource. d. backward integrate
a
The Proformas are dynamic financial statements that recalculate based on your decisions. a. True b. False
a
The black swan events in the past have demonstrated that a. stakeholders can affect or be affected by a firm's actions. b. capitalism as an economic system is highly reliable. c. companies can successfully integrate cost-leadership and differentiation strategies. d. globalization has reduced the need for standardized corporate ethics.
a
The distinct differences across strategic groups reflect the strategies that firms pursue. How would you describe the strategy of firms in the same strategic group? a. Firms in the same strategic group follow a similar strategy. b. Corporate strategy will be similar but business strategies will be different. c. Strategic groups are largely about market segments so the strategies will differ. d. We can't determine anything about firm level strategy based on strategic groups. e. Firms in the same strategic group vary their strategy.
a
The textbook notes that the formulation stage of the AFI framework has parallels to the guiding policy of a good strategy. What is the key guiding policy developed by Nvidia, as mentioned earlier? a. Nvidia would release a better chip in one-third the time of the traditional industry. b. Nvidia must have a set of coherent actions for their strategy to be successful. c. Nvidia had to stumble before it could focus on needed improvements. d. Nvidia must have the most user-friendly chip in the marketplace. e. Nvidia must take this business away from Intel while the market is still small.
a
What is the industry newsletter called? a. Capstone Courier b. Capstone Quarterly c. Capstone Messenger
a
When Congress passed the Patient Protection and Affordable Care Act (PPACA), it created a (an) _______ responsibility for both individuals and firms of more than 50 people to carry health insurance. a. legal b. economic c. philanthropic d. ethical e. social
a
When managers envision different "what-if" future alternatives and develop strategic plans to address them, they are engaging in scenario planning. The process of planning scenarios can be considered a microcosm of the overarching framework of this textbook. Analysis is identifying a variety of future scenarios. Formulation is developing strategic plans to address many of those future scenarios. What is the final Implementation phase of scenario planning? a. Executing a dominant strategic plan. Strategy is meaningless if it is not actionable. b. Presentation of the alternative plans to senior management. c. Giving feedback on the alternative plans to the original analysis team to check for coverage of their concerns. d. Voting on which of the plans to recommend to senior leadership. e. Choosing a dominant plan and discarding the other alternative plans to help organizational focus.
a
Which of the following companies would most likely benefit from an economic recession? a. Fast Chow Inc., which specializes in selling low-cost Asian food b. Top Grill Inc., which offers expensive steaks and other meats c. Luxury Suites Inc., which provides luxurious hotel accommodations d. Fancy Jewelers Inc., which sells top-end gold and platinum jewelry
a
Which of the following groups will not be considered a company's internal stakeholder? a. suppliers b. board members c. shareholders d. managers
a
Which of the following questions does the values espoused by a company primarily answer? a. How do we accomplish our goals? b. Which of the value chain activities are primary? c. What is the value added to a good or service at each step in the production? d. What is the company's customer lifetime value?
a
Which of the following questions would a firm's business strategy ideally answer? a. How to compete? b. Where to compete? c. Why should we compete? d. How to implement the functional strategy?
a
Which of the following real-world examples best supports the statement that strategic commitments to a specific industry may be the result of more political than economic considerations? a. Airbus was created by a number of European governments through direct subsidies in order to provide a countervailing power to Boeing. b. Airbus and Boeing are likely to exit the aircraft manufacturing industry when industry profit potential falls to zero. c. The traditional U.S. airlines Delta, United, and American Airlines have large fixed costs to maintain their network of routes that affords global coverage, frequently in conjunction with foreign partner airlines. d. Given their strategic commitments, airlines are unlikely to exit the industry.
a
Which of the following statements is true of the Level-5 leadership pyramid? a. Each level of leadership builds upon the previous one in the pyramid. b. Successful companies are led by Level-1 executives. c. At Level 3, managers are capable of devising a vision and mission to guide the firm toward superior performance. d. Once a manager moves to higher levels, he or she loses the qualities acquired in the previous levels to gain new ones.
a
Which of the following statements related to a firm's stakeholders is not true? a. While external stakeholders are those who make contributions toward the firm, internal stakeholders are those who reap all the benefits. b. If internal or external stakeholders withhold participation in the firm's exchange relationships, it can have severe negative performance implications. c. A firm's stakeholders include organizations and groups along with individuals who can affect or be affected by the firm's actions. d. Effective stakeholder management is an example of the actions managers can take in order to enhance a firm's competitive advantage.
a
_____ is best described as the amount that savers are paid for use of their money and the amount that borrowers pay for that use. a. Interest rate b. Service tax c. Royalty fee d. Surcharge
a
3. Which of these investments is not a function of the Production department? a. Increasing Automation b. Wage Increases c. Creating new production lines
b
According to the text, superior performance within the strategic business unit (SBU) is sought by asking which major question? a. Who are the competitors? b. How to compete? c. Where to compete? d. When to compete? e. Why to compete?
b
According to the upper-echelons theory, a. top managers of a company should isolate themselves from the organizational values. b. organizational outcomes reflect the values of the top management team. c. strong strategic leadership is solely the result of learning. d. strategic commitments made by upper-level managers are inexpensive and short-term.
b
As is evident from the strategic map in the case, the group of proprietary firms is able to command a much higher price for their patent-protected drugs than the generic group. What is the primary mobility barrier described in the case that prevents the firms in the generic group from ascending into the proprietary group of firms? a. The primary mobility barrier keeps the proprietary firms from joining the generic group. b. Strong R&D competence built over many years with large investments and complex alliances. c. The threat of new entrants is low in the proprietary group of firms. d. Intensive competitive rivalry in the generic group would be disrupted if firms changed strategies. e. Large investments in the direct sales force for prescription drugs.
b
As the chief executive officer (CEO) of Yahoo, Marissa Mayer declared Yahoo's vision to be "to make the world's daily habits more inspiring and entertaining." She wants to inspire Yahoo's employees and get its customers excited again. Which of the following approaches to the development of strategy does Yahoo best illustrate? a. bottom-up strategic approach b. top-down strategic planning c. emergent strategic planning d. realized strategic planning
b
Christine Benninger as President of the Humane Society is facing many challenges. To be successful she will need to use her influence and power in directing others. What term from the text is used to describe this skill? a. realizing a strategy b. strategic leadership c. upper-echelons theory d. creating an effective mission e. dominant strategic plan
b
In the restaurant industry, a large number of restaurants cater to the similar food-related needs of customers. However, each restaurant makes its product unique by offering a different cuisine, a different ambience, or different services like home delivery and organic ingredients. This differentiation allows each restaurant to set its own prices. Thus, the restaurant industry best illustrates a(n) a. perfectly competitive structure. b. monopolistically competitive structure. c. monogopoly. d. oligopoly.
b
Prices are established by the: a. Finance Department b. Marketing Department c. Production Department d. R&D Department
b
Product-oriented vision statements provide managers with a. employee goals. b. service goals. c. strategic flexibility. d. customer solutions.
b
Strategic group mapping establishes that a. competitive pressures within an industry are similar among all strategic groups. b. competitive rivalry is strongest between firms that are within the same strategic group. c. product features and prices are irrelevant to a strategic group. d. rivals inside a strategic group serve different customers.
b
The example of investment in Starbucks' Frappuccino in the text give interesting insights into the process of getting an emergent strategy approved by an existing firm. Which of the following characterize the individual skills needed for a passionate employee to get a new product or investment approved when it lies well outside the firm's core business? a. ability to demonstrate a high profit margin b. a large amount of self-confidence and perseverance c. luck and timing d. personal relationship with the CEO e. a well-defined business plan
b
The greater the difference between value creation and cost, the a. less likely a firm will gain competitive advantage. b. greater a firm's economic contribution. c. greater a firm's competitive parity. d. less likely that a firm's strategic position will be competitive.
b
The metaphor of a black swan best applies to a. small businesses that become successful enough to raise capital through initial public offering. b. events that are considered highly unexpected and highly impactful when they do occur. c. highly profitable business units in low growth markets that are to be sustained solely for revenue generation. d. low profitable strategic business units within a large enterprise that are best divested or liquidated.
b
The relative bargaining power of suppliers is most likely low when a. the suppliers provide products that are differentiated. b. incumbent firms face low switching costs when changing suppliers. c. there are no readily available substitutes for the products and services they offer. d. the suppliers' industry is more concentrated than the industry it sells to.
b
Which of the following actions of an automobile firm will be considered as a strategic commitment? a. the firm launching an existing model of a car in red as a limited edition for six months b. the firm investing eight years and $4 billion to develop a range of hybrid cars with which it will compete in the future c. the firm spending $100,000 on renting a manufacturing facility to meet the temporary demand for its cars d. the firm promoting its new model of coupe through a free Europe trip worth $15,000 to be won as an early bird offer
b
Which of the following is a feature of a fragmented industry? a. A fragmented industry tends to generate high profitability. b. A fragmented industry consists of many small firms. c. A fragmented industry allows firms to set prices. d. A fragmented industry is dominated by one large firm.
b
Which of the following statements about the five forces in the U.S. airline industry is true? a. Substitutes are not readily available since customers cannot use other means of transport. b. Taken together, the competitive forces are quite unfavorable for generating a profit potential in the airline industry. c. The combination of the competitive forces leads to collusion among existing airlines. d. Entry barriers in the airline industry are relatively high because of the high costs involved.
b
Which of the following statements is true of an oligopoly? a. In an oligopoly, price-competition is the preferred mode of competition. b. An oligopoly is often analyzed using game theory. c. In an oligopoly, competing firms are most often independent of each other. d. An oligopoly is characterized by low entry barriers.
b
Which of the following statements is true of customer-oriented visions? a. They tend to force managers to take a myopic view of the business environment. b. They define a business in terms of providing solutions to people's needs. c. They are inflexible with regard to adapting to changing environments. d. They state an organization's goals in terms of a good or service provided to customers
b
Which of the following statements is true of customer-oriented visions? a. They tend to force managers to take a myopic view of the business environment. b. They define a business in terms of providing solutions to people's needs. c. They are inflexible with regard to adapting to changing environments. d. They state an organization's goals in terms of a good or service provided to customers.
b
Which of the following would be most likely to directly put an organization like BP at a major competitive disadvantage? a. the fact that BP caused an environmental disaster despite being recognized as having high business integrity b. the Environmental Protection Agency (EPA) banning BP from any new contracts with the U.S. government c. the claims it faces by many small business owners in the tourism and seafood industries d. the fact that the small business owners along the Gulf coast have become powerful BP stakeholders
b
The flexibility the organization showed by entering animal control and policing rather than remaining only a shelter for stray animals is an indication of what? a. having ethical standards and norms b. having a customer-oriented vision c. having a product-oriented vision d. leveraging a large strategic commitment e. Level-5 leadership
b.
A company's vision primarily states a. how the company plans to accomplish its goals. b. what the company actually does to generate revenues. c. what the company wants to accomplish ultimately. d. how the company plans to compete in its industry.
c
A firm is likely to have a competitive advantage when it a. performs at a level similar to the other firms in the industry. b. provides goods similar to those of its competitors, but at a higher price. c. provides services that consumers will value more than those of its rivals. d. minimizes the difference between value creation and the costs involved.
c
According to the Level-5 leadership pyramid, the Level 2 manager is a(n) a. strategic leader. b. competent manager. c. contributing team member. d. effective leader.
c
Dr. Arthur Fry's idea about a method to hold the bookmark in his hymnal is best described as which of the following? a. resource allocation process b. autonomous action c. serendipity d. organizational values e. upper-echelons theory
c
How do complements affect a primary product or service? a. They reduce the value of the primary product. b. They act as the strategic equivalent of the primary product. c. They increase the demand for the primary product. d. They lower the utility of the primary product.
c
How has Threadless staked out a unique strategic position? a. by providing more discounts than other T-shirt companies b. by providing faster service than other T-shirt companies c. by providing customers a voice in product design d. by providing higher quality T-shirts than other companies
c
Larry has been recently promoted to the position of a team lead at an insurance company. This promotion was based on his boss's assessment that Larry is capable of conveying the company's vision and mission to groups. As a result, he can guide groups to superior performance. From this scenario, we can say that Larry is currently at _____ of the Level-5 leadership pyramid. a. Level 1 b. Level 3 c. Level 4 d. Level 5
c
Many companies incentivize employees through stock options (ESOPs). This practice allows employees to buy stock at discounted prices or use stock as a retirement investment. This has the effect of: a. changing the activism of institutional investors. b. encouraging firms to be more short-term focused. c. aligning employee and stockholder interests. d. unbalancing the stakeholder impact analysis. e. increasing the likelihood of a black swan event.
c
Products are invented and revised by which department? a. Marketing b. Production c. Research and Development d. Finance
c
Referring to the U.S. airlines strategic map in the text, we note that strategic groups are affected differently by the external environment. During times of economic downturn, for example, the low-cost airlines tend to take market share away from the legacy carriers. What aspect of the legacy airlines provides some advantage over most of the low-cost airlines? a. efficiency of point-to-point service b. rivalry of numerous large and small firms c. numerous global regulations for international flights d. wide range of domestic U.S. cities with large airports e. jet fuel pricing strategies
c
Spark Electronics Inc., One Digital Inc., and Esco Products Corp. are all companies that manufacture and sell consumer electronics. They procure their component parts from the same set of suppliers in China and sell the final product to customers with similar needs. Thus, the three companies together are a part of a(n) a. plant. b. focus group. c. industry. d. occupational group.
c
Successful business strategies generate value. Creating value lays the foundation for the important benefits that economies can provide. Superior performance allows the firm to: a. reach competitive parity with other firms in the industry. b. overcome dominant industry effects since they are more important than firm effects. c. reinvest some of its profits in gaining more resources and thus grow. d. rely on alliances and partnerships for success. e. ignore some stakeholders and focus on others.
c
The most "top down" of the three approaches to making strategy is strategic planning. Often, these plans will run in three- to five-year cycles. What happens once the plan has initially identified the strategic needs of the corporation? a. Senior management submits the detailed plan to the Board of Directors for approval. b. The functional areas are asked to submit new projects to support the plan. c. Senior management allocates the corporate resources to match the plan. d. Senior management develops a set of metrics to measure the success of implementing the plan. e. Nothing. By the time a plan is accepted, the next planning cycle has started.
c
_____ describe the positive externality that one user of a product or service has on the value of that product or service for other users. a. Experience effects b. Economies of scope c. Network effects d. Economies of scale
c
_____ is best described as the behaviors and styles of executives that influence others to achieve an organization's vision and mission. a. Intrapreneurship b. Venture capitalism c. Strategic leadership d. Machiavellianism
c
A firm's _____ is likely to fall by the wayside because of unpredictable events and turn into unrealized strategy. a. recognized strategy b. realized strategy c. dominant strategy d. intended strategy
d
Besides the financial problems, the organizational challenges were enormous. The entire management team was replaced and community trust needed to be rebuilt in the first year. Ms. Benninger noted that "people make all the difference." What did she find instrumental in attracting the right people to the organization? a. good pay and benefits package b. her personal charisma c. support from board of directors d. a common goal and mission e. the adorable animals
d
Coffee bean producers in the country of Matterstein grow their own coffee beans and supply them to various stores and restaurants all over the country. There are many producers supplying to a huge number of companies, and they are typically unable to differentiate their products from each other. They also do not have the power to fix their own prices in the industry. In addition, these suppliers can only achieve competitive parity and not a competitive advantage. Thus, the coffee bean industry in Matterstein best illustrates a(n)___ structure. a. monopolistically competitive b. oligopolistic c. monopolistic d. perfectly competitive
d
Evaluating the data collected from environmental analysis, the corporate executives of F&S Pharma Inc. realized that it was the right time to expand the business. The company's vision was accordingly adjusted from "To Be the Best in the Pharmaceutical Industry" to "To Make Good Health Accessible to Everyone around the Globe." To support the new vision, the executives decided that the company would first enter the Asian market where its growth potential would be huge. To further support these decisions, the general managers of different SBUs and the functional managers formulated their own strategies. Which of the following approaches to the development of strategy does this best illustrate? a. scenario planning b. bottom-up strategic approach c. reverse mentoring d. top-down strategic planning
d
In the 1980s, Japanese competitors brought better-quality chips to the market at lower cost, threatening Intel Corporation's position and strategic plan regarding the production of DRAM (dynamic random-access memory) chips. When the functional managers at Intel came up with the simple rule of producing whichever product delivered the higher margin, the front-line managers shifted Intel's production capacity away from the lower-margin DRAM business to the higher-margin semiconductor business. This ___________ emerged as a consequence of the firm's resource allocation process. a. unrealized strategy b. strategic alliance c. intended strategy d. bottom-up strategy
d
In the case of Post-it Notes, the primary strategic process described came from which of the following? a. scenario planning b. dominant strategic plan c. top-down strategic planning d. planned emergence e. intended strategy
d
In the face of employees dealing drugs on site and illegally selling animals, and with limited community support, the organization was in real trouble. However, true to the examples in our text, when Ms. Benninger joined the team, what was one of the biggest positives she inherited? a. a new building and grounds b. a large endowment c. the board of directors d. an amazing mission e. support from local vets
d
In the strategic groups discussed in the preceding pharmaceutical case, each of the following is a differential relevant to the proprietary group of firms except which one? a. focus on the discovery and development of new drugs b. large R&D expenditures c. patent protection for drugs making it to the marketplace d. large-scale manufacturing e. very low percentage of "winning" drug discoveries
d
Incumbent firms can benefit from several important sources of entry barriers. Economies of scale are one such source. Which of the following is an implication of economies of scale for incumbent firms? a. They cannot employ technology efficiently. b. They can spread fixed costs over lesser units. c. They benefit from a less specialized division of labor. d. They can demand better terms from their suppliers.
d
Restrictions imposed by the government, such as export quotas on certain products, are a part of the _______ environment of the PESTEL framework. a. economic b. sociocultural c. ecological d. political
d
The board of directors of Best Digital Inc., a company that has a large product mix, has decided to get actively involved in research and development for the next three financial years. Budget for each business unit under the company will be allocated from the headquarters in proportion to its previous performance. The board has also decided to liquidate those units that have failed to perform so far. Which of the following strategies does this scenario best illustrate? a. functional strategy b. business strategy c. divisional strategy d. corporate strategy
d
The final and perhaps hardest part of a good strategy is to deploy a set of coherent actions for the implementation of the strategy. Which of the following is NOT an implementation action taken by Nvidia? a. creation of three staggered chip development teams b. employing a GPU system approach for easier integration of new Nvidia chips c. investment in emulation systems for rapid prototyping of the chip designs d. releasing a new chip every 6 months rather than every 18 months e. using the maximum technical limits of the chip design for enhanced performance
d
Which of the following firms most likely has the lowest bargaining power as a buyer? a. an automobile company that can backwardly integrate to produce its own component parts b. a fast food chain that has multiple suppliers for processed meat c. a government agency that buys large quantities of cement from a private supplier d. a cell phone company that requires highly customized software for its phones
d
Which of the following forces are most closely related to firm effects within a pharmaceutical industry? a. the entry and exit barriers existing within the industry b. the number and the size of the firms in the industry c. the types of products and the services offered within the industry d. the strategic actions taken by managers of a firm in the industry
d
Which of the following items would be an important mobility barrier preventing proprietary drug firms from moving into the generic strategic group in the pharmaceutical industry? a. There are no major barriers, proprietary firms don't move due to lower prices there. b. There is a difference in the process technology for efficient manufacturing of generic drugs. c. The name recognition of the large drug firms such as Pfizer and Merck d. The lower-cost structure of the generic drug firms. e. The reputation for quality of the large drug firms.
d
Which of the following statements accurately brings out the difference between an organization's vision and mission? a. Mission is the organization's aspirations and vision is about how these aspirations can be made true. b. Vision is short-term: oriented and related to the organization's present, whereas the mission is futuristic. c. Vision is valid at the functional level of the organization, whereas mission covers the entire organization. d. Vision defines what the organization wants to accomplish ultimately, whereas the mission defines the means by which vision is accomplished.
d
Which of the following statements best supports the fact that even during a period of low demand in the U.S. automotive industry, excess capacity remained? a. Suppliers in the automotive industry had low bargaining power. b. Other American automakers of plug-in hybrid sports cars, like Fisker Automotive, filed for bankruptcy. c. Complementary products and services like battery charging and service stations were pervasive. d. GM and Chrysler, despite their bankruptcy, restructured instead of exiting the industry.
d
Which of the following statements does the upper-echelons theory support? a. Organizational outcomes including strategic choices and performance levels reflect the values of external stakeholders. b. The leadership actions of executives are independent of their characteristics like age, education, and career experiences. c. Strong leadership is solely the result of innate abilities and not learning. d. Executives interpret situations through the lens of their unique perspectives, shaped by personal circumstances, values, and experiences.
d
Which of the following statements will effectively guide a strategist? a. It is necessary to isolate the key stakeholders and their needs when formulating a strategy. b. Industry and firm effects that determine firm performance are independent of each other. c. Strategy is all about competitive benchmarking and operational effectiveness. d. The principles of strategic management can be applied universally to all organizations.
d
As demonstrated in both the 3M example here and the Starbucks example in the textbook, senior managers have a vital role in the planned emergence process. Which of the following best describes that role? a. Executives provide a mission that fosters conformity and cohesiveness. b. Top executives decide who to assign to specific projects. c. Senior leaders must add the emergent idea to the list of scenarios. d. Top managers need to provide financial rewards to emergent creators. e. Executives decide which projects to shut down and which to continue.
e
What are your company's options for raising money? a. Borrowing Long-term debt b. Borrowing Short-term debt c. Issuing Stock d. A and C only e. A, B and C
e
