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MBA Strategic Management - Quiz - David 16th Edition - 2017 - Chapter 6

MBA Business Strategy/Strategic Management

MBA Strategic Management - Quiz and Case Study Guides

David 16th Edition - 2017

Chapter 6   Strategy Analysis and Choice

 

 

 

Strategic Management: A Competitive Advantage Approach, 16e (David)

Chapter 6   Strategy Analysis and Choice

 

1) Strategy analysis and choice largely involves making ________ decisions based on ________ information.

  1. A) long-term; short-term
  2. B) subjective; objective
  3. C) short-term; long-term
  4. D) subjective; short-term
  5. E) objective; subjective

Answer:  B

Diff: 2

LO:  6.1: Describe the strategy analysis and choice process.

AACSB:  Written and oral communication

 

2) An organization's present strategies, objectives, vision, and mission, coupled with the external and internal audit information, provide a basis for

  1. A) generating structural strategies, but not evaluating those strategies.
  2. B) evaluating structural strategies, but not generating those strategies.
  3. C) generating feasible alternative strategies, but not evaluating those strategies.
  4. D) evaluating feasible alternative strategies, but not generating those strategies.
  5. E) generating and evaluating feasible alternative strategies.

Answer:  B

Diff: 2

LO:  6.1: Describe the strategy analysis and choice process.

AACSB:  Analytical thinking

 

3) An organization's present strategies, objectives, vision, and mission, coupled with the external and internal audit information, provide a basis for generating and evaluating feasible alternative strategies.

Answer:  TRUE

Diff: 1

LO:  6.1: Describe the strategy analysis and choice process.

AACSB:  Written and oral communication

 

4) Alternative strategies don't come out of the blue; they are derived from the firm's vision, mission, objectives, external audit, and internal audit.

Answer:  TRUE

Diff: 1

LO:  6.1: Describe the strategy analysis and choice process.

AACSB:  Written and oral communication

 

5) It is vital that strategists always consider all feasible alternatives that could benefit the firm.

Answer:  FALSE

Diff: 2

LO:  6.1: Describe the strategy analysis and choice process.

AACSB:  Analytical thinking

6) Strategy analysis and choice largely involves making subjective decisions based on objective information.

Answer:  TRUE

Diff: 2

LO:  6.1: Describe the strategy analysis and choice process.

AACSB:  Written and oral communication

 

7) Which stage in the strategy-formulation framework focuses on generating feasible alternative strategies?

  1. A) Input
  2. B) Output
  3. C) Decision
  4. D) Throughput
  5. E) Matching

Answer:  E

Diff: 2

LO:  6.2: Diagram and explain the three-stage strategy-formulation analytical framework.

AACSB:  Written and oral communication

 

8) Which stage of the strategy-formulation framework involves the Quantitative Strategic Planning Matrix?

  1. A) Stage 1
  2. B) Stage 2
  3. C) Stage 3
  4. D) Stage 4
  5. E) Stage 5

Answer:  C

Diff: 2

LO:  6.2: Diagram and explain the three-stage strategy-formulation analytical framework.

AACSB:  Written and oral communication

 

9) Which stage of the strategy-formulation framework includes an IFE Matrix and the Competitive Profile Matrix?

  1. A) Input
  2. B) Matching
  3. C) Decision
  4. D) Penetration
  5. E) Research

Answer:  A

Diff: 2

LO:  6.2: Diagram and explain the three-stage strategy-formulation analytical framework.

AACSB:  Written and oral communication

 

10) Which stage of the strategy-formulation framework includes the IFE Matrix?

  1. A) Input stage
  2. B) Analysis stage
  3. C) Matching stage
  4. D) Decision stage
  5. E) Output stage

Answer:  A

Diff: 2

LO:  6.2: Diagram and explain the three-stage strategy-formulation analytical framework.

AACSB:  Written and oral communication

 

11) The match an organization makes between its internal resources and skills and the opportunities and risks created by its external factors can be defined as

  1. A) input.
  2. B) concept formulation.
  3. C) strategy.
  4. D) SWOT.
  5. E) weakness.

Answer:  C

Diff: 2

LO:  6.2: Diagram and explain the three-stage strategy-formulation analytical framework.

AACSB:  Written and oral communication

 

12) Which matrix is included in the decision stage of the strategy formulation framework?

  1. A) Internal Factor Evaluation (IFE) Matrix
  2. B) Quantitative Strategic Planning Matrix (QSPM)
  3. C) Boston Consulting Group (BCG) Matrix
  4. D) Grand Strategy Matrix
  5. E) Strategic Position and Action Evaluation (SPACE) Matrix

Answer:  B

Diff: 2

LO:  6.2: Diagram and explain the three-stage strategy-formulation analytical framework.

AACSB:  Written and oral communication

 

13) The first stage of the strategy-formulation framework is the input stage, and it is directly followed by the decision stage.

Answer:  FALSE

Diff: 1

LO:  6.2: Diagram and explain the three-stage strategy-formulation analytical framework.

AACSB:  Written and oral communication

 

14) Stage 2 in the strategy-formulation framework involves the Quantitative Strategic Planning Matrix.

Answer:  FALSE

Diff: 2

LO:  6.2: Diagram and explain the three-stage strategy-formulation analytical framework.

AACSB:  Written and oral communication

15) The Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix, the Strategic Position and Action Evaluation (SPACE) Matrix, the Boston Consulting Group (BCG) Matrix, the Internal-External (IE) Matrix, and the Grand Strategy Matrix are included in stage two of the strategy-formulation framework.

Answer:  TRUE

Diff: 2

LO:  6.2: Diagram and explain the three-stage strategy-formulation analytical framework.

AACSB:  Written and oral communication

 

16) Good intuitive judgment is always needed to determine appropriate weights and ratings in the input stage matrices.

Answer:  TRUE

Diff: 2

LO:  6.2: Diagram and explain the three-stage strategy-formulation analytical framework.

AACSB:  Written and oral communication

 

17) When completing the matching stage of the strategy-formulation framework, the SWOT Matrix needs to be completed before the SPACE Matrix.

Answer:  FALSE

Diff: 2

LO:  6.2: Diagram and explain the three-stage strategy-formulation analytical framework.

AACSB:  Analytical thinking

 

18) To objectively evaluate feasible alternative strategies identified in Stage 1, the Quantitative Strategic Planning Matrix (QSPM) uses input information derived from Stage 2.

Answer:  FALSE

Diff: 2

LO:  6.2: Diagram and explain the three-stage strategy-formulation analytical framework.

AACSB:  Analytical thinking

 

19) Explain the concept of matching in the strategy formulation framework.

Answer:  Stage 2 of the strategy-formulation analytical framework is called the matching stage. It focuses on generating feasible alternative strategies by aligning key external and internal factors.

Diff: 2

LO:  6.2: Diagram and explain the three-stage strategy-formulation analytical framework.

AACSB:  Written and oral communication

 

 

20) Which section of the SWOT Matrix involves matching internal strengths with external opportunities?

  1. A) The WT cell
  2. B) The SW cell
  3. C) The WO cell
  4. D) The ST cell
  5. E) The SO cell

Answer:  E

Diff: 1

LO:  6.3: Diagram and explain the Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix.

AACSB:  Written and oral communication

21) Which strategies aim at improving internal weaknesses by taking advantage of external opportunities?

  1. A) SO
  2. B) WO
  3. C) SW
  4. D) ST
  5. E) WT

Answer:  B

Diff: 1

LO:  6.3: Diagram and explain the Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix.

AACSB:  Written and oral communication

 

22) Which strategies are defensive tactics directed at reducing internal weaknesses and avoiding external threats?

  1. A) SO
  2. B) WO
  3. C) SW
  4. D) ST
  5. E) WT

Answer:  E

Diff: 1

LO:  6.3: Diagram and explain the Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix.

AACSB:  Written and oral communication

 

 

23) How many cells are in a SWOT Matrix?

  1. A) Two
  2. B) Four
  3. C) Six
  4. D) Eight
  5. E) Nine

Answer:  E

Diff: 2

LO:  6.3: Diagram and explain the Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix.

AACSB:  Written and oral communication

 

24) Which of the following is NOT one of the steps involved in constructing a SWOT Matrix?

  1. A) List the firm's key external threats.
  2. B) Match internal strengths with external opportunities, and record the resultant SO strategies in the appropriate cell.
  3. C) Match internal strengths with external threats, and record the resultant ST strategies.
  4. D) List the firm's external weaknesses.
  5. E) List the firm's external opportunities.

Answer:  D

Diff: 3

LO:  6.3: Diagram and explain the Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix.

AACSB:  Written and oral communication

25) Which of the following is a limitation associated with a SWOT Matrix?

  1. A) Viewing every business as a Star, Cash Cow, Dog, or Question Mark is an oversimplification.
  2. B) Many businesses fall right in the middle of the matrix.
  3. C) It is a static assessment in time.
  4. D) Other variables besides relative market share position and industry growth rate in sales need to be considered.
  5. E) The matrix does not reflect whether or not various divisions or their industry are growing over time.

Answer:  C

Diff: 3

LO:  6.3: Diagram and explain the Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix.

AACSB:  Written and oral communication

 

26) The purpose of matching key factors is to generate feasible alternative strategies.

Answer:  TRUE

Diff: 3

LO:  6.3: Diagram and explain the Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix.

AACSB:  Analytical thinking

 

 

27) Strengths-opportunities strategies are based on using a firm's internal strengths to take advantage of external opportunities.

Answer:  TRUE

Diff: 2

LO:  6.3: Diagram and explain the Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix.

AACSB:  Written and oral communication

 

28) A SWOT Matrix is composed of four cells for the four types of strategies it creates.

Answer:  FALSE

Diff: 2

LO:  6.3: Diagram and explain the Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix.

AACSB:  Written and oral communication

 

29) One of the steps of the SWOT Matrix is to list the firm's key external opportunities.

Answer:  TRUE

Diff: 1

LO:  6.3: Diagram and explain the Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix.

AACSB:  Written and oral communication

 

30) The SWOT matrix, if used appropriately, does not have any limitations.

Answer:  FALSE

Diff: 2

LO:  6.3: Diagram and explain the Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix.

AACSB:  Written and oral communication

31) Which of these is NOT a SPACE Matrix quadrant?

  1. A) Aggressive
  2. B) Defensive
  3. C) Competitive
  4. D) Offensive
  5. E) Conservative

Answer:  D

Diff: 2

LO:  6.4: Diagram and explain the Strategic Position and Action Evaluation (SPACE) Matrix.

AACSB:  Written and oral communication

 

 

32) The two internal dimensions represented on the axes of the SPACE Matrix are

  1. A) stability position and industry position.
  2. B) industry position and internationalization.
  3. C) internationalization and competitive position.
  4. D) competitive position and financial position.
  5. E) financial position and stability position.

Answer:  D

Diff: 2

LO:  6.4: Diagram and explain the Strategic Position and Action Evaluation (SPACE) Matrix.

AACSB:  Written and oral communication

 

33) What are the two external dimensions of the SPACE Matrix?

  1. A) Stability position and industry position
  2. B) Stability position and competitive position
  3. C) Industry position and competitive position
  4. D) Competitive position and financial position
  5. E) Financial position and industry position

Answer:  A

Diff: 2

LO:  6.4: Diagram and explain the Strategic Position and Action Evaluation (SPACE) Matrix.

AACSB:  Written and oral communication

 

34) The two positive-rated dimensions on the SPACE Matrix are

  1. A) FP and CP.
  2. B) CP and SP.
  3. C) FP and IP.
  4. D) IP and SP.
  5. E) FP and SP.

Answer:  C

Diff: 3

LO:  6.4: Diagram and explain the Strategic Position and Action Evaluation (SPACE) Matrix.

AACSB:  Written and oral communication

35) What type of strategies would you recommend when a firm's SPACE Matrix directional vector has the coordinates (-2, +3)?

  1. A) Aggressive
  2. B) Conservative
  3. C) Competitive
  4. D) Defensive
  5. E) Integrative

Answer:  B

Diff: 3

LO:  6.4: Diagram and explain the Strategic Position and Action Evaluation (SPACE) Matrix.

AACSB:  Analytical thinking

 

 

36) In the SPACE analysis, what does a (+6, +3) strategy profile portray?

  1. A) A strong industry position
  2. B) An unstable environment
  3. C) A stable environment
  4. D) A weak industry position
  5. E) A weak financial position

Answer:  A

Diff: 3

LO:  6.4: Diagram and explain the Strategic Position and Action Evaluation (SPACE) Matrix.

AACSB:  Analytical thinking

 

37) The most important determinants of an organization's overall strategic position are considered to be the two internal dimensions, financial position (FP) and competitive position (CP), and the two external dimensions, industry position (IP) and stability position (SP).

Answer:  TRUE

Diff: 3

LO:  6.4: Diagram and explain the Strategic Position and Action Evaluation (SPACE) Matrix.

AACSB:  Written and oral communication

 

38) The four strategies of the SPACE Matrix are aggressive, conservative, offensive and defensive.

Answer:  FALSE

Diff: 2

LO:  6.4: Diagram and explain the Strategic Position and Action Evaluation (SPACE) Matrix.

AACSB:  Analytical thinking

 

39) Market penetration can be classified as either a conservative, aggressive, or competitive strategy when using the Strategic Position and Action Evaluation (SPACE) Matrix.

Answer:  TRUE

Diff: 3

LO:  6.4: Diagram and explain the Strategic Position and Action Evaluation (SPACE) Matrix.

AACSB:  Written and oral communication

 

40) The stability position (SP) and competitive position (CP) dimension variables in a SPACE Matrix are assigned a numerical value ranging from -1 (best) to -7 (worst).

Answer:  TRUE

Diff: 2

LO:  6.4: Diagram and explain the Strategic Position and Action Evaluation (SPACE) Matrix.

AACSB:  Written and oral communication

41) Conservative strategies in a SPACE Matrix most often include product development, market development, market penetration, and related diversification.

Answer:  TRUE

Diff: 2

LO:  6.4: Diagram and explain the Strategic Position and Action Evaluation (SPACE) Matrix.

AACSB:  Written and oral communication

 

42) The firm should pursue conservative strategies if the coordinates of a SPACE directional vector are (-1, +4).

Answer:  TRUE

Diff: 3

LO:  6.4: Diagram and explain the Strategic Position and Action Evaluation (SPACE) Matrix.

AACSB:  Analytical thinking

 

43) A firm should pursue defensive strategies if the coordinates of a SPACE directional vector are (+2, +3).

Answer:  FALSE

Diff: 3

LO:  6.4: Diagram and explain the Strategic Position and Action Evaluation (SPACE) Matrix.

AACSB:  Analytical thinking

 

44) The firm should pursue aggressive strategies if the coordinates of a SPACE directional vector are (+5, +4).

Answer:  TRUE

Diff: 3

LO:  6.4: Diagram and explain the Strategic Position and Action Evaluation (SPACE) Matrix.

AACSB:  Analytical thinking

 

45) What are two of the strategies that you might recommend, if the Strategic Position and Action Evaluation (SPACE) Matrix directional vector points to the lower left quadrant?

Answer:  Students should suggest defensive strategies such as retrenchment, divestiture, liquidation, and related diversification.

Diff: 3

LO:  6.4: Diagram and explain the Strategic Position and Action Evaluation (SPACE) Matrix.

AACSB:  Analytical thinking

 

46) Give five sets of coordinates of SPACE Matrix directional vectors that would suggest conservative strategies to be most appropriate.

Answer:  Student answers will vary. However, five examples they may suggest are (-1, 1), (-2, 2), (-3, 3), (-4, 4), and (-5, 5). Any pair of coordinates with a negative x-coordinate and a positive y-coordinate is correct, in other words, any pair of coordinates that describe a point in the upper-left quadrant.

Diff: 3

LO:  6.4: Diagram and explain the Strategic Position and Action Evaluation (SPACE) Matrix.

AACSB:  Analytical thinking

 

47) The Boston Consulting Group (BCG) Matrix is designed specifically to enhance which type of firm's efforts to formulate strategies?      

  1. A) Companies with more than one division
  2. B) Large companies
  3. C) Companies with annual sales greater than $1 million
  4. D) Companies with annual sales of less than $1 million
  5. E) All companies

Answer:  A

Diff: 2

LO:  6.5: Diagram and explain the Boston Consulting Group (BCG) Matrix.

AACSB:  Written and oral communication

 

48) In the Boston Consulting Group (BCG) Matrix, which element represents the industry growth rate in sales, measured in percentage terms?

  1. A) X-axis
  2. B) Y-axis
  3. C) First quadrant
  4. D) Second quadrant
  5. E) Third quadrant

Answer:  B

Diff: 3

LO:  6.5: Diagram and explain the Boston Consulting Group (BCG) Matrix.

AACSB:  Written and oral communication

 

49) In the Boston Consulting Group (BCG) Matrix, how would a division with a low relative market share position in a high growth industry be described?

  1. A) Question Mark
  2. B) Cash Cow
  3. C) Star
  4. D) Stuck-in-the-middle
  5. E) Dog

Answer:  A

Diff: 2

LO:  6.5: Diagram and explain the Boston Consulting Group (BCG) Matrix.

AACSB:  Written and oral communication

 

50) In the BCG Matrix, when a division of an organization has a high relative market share and is in a fast-growing industry, it is called a

  1. A) Star.
  2. B) Cash Cow.
  3. C) Cat.
  4. D) Question Mark.
  5. E) Dog.

Answer:  A

Diff: 2

LO:  6.5: Diagram and explain the Boston Consulting Group (BCG) Matrix.

AACSB:  Written and oral communication

51) In the BCG Matrix, a division with a high relative market share position in a low-growth industry can be described as a

  1. A) Star.
  2. B) Cash Cow.
  3. C) Question Mark.
  4. D) Dog.
  5. E) Failure.

Answer:  B

Diff: 2

LO:  6.5: Diagram and explain the Boston Consulting Group (BCG) Matrix.

AACSB:  Written and oral communication

 

52) In the Boston Consulting Group (BCG) Matrix, which strategy would be most appropriate for a division classified as a Dog?

  1. A) Market penetration
  2. B) Market development
  3. C) Product development
  4. D) Retrenchment
  5. E) Forward integration

Answer:  D

Diff: 3

LO:  6.5: Diagram and explain the Boston Consulting Group (BCG) Matrix.

AACSB:  Analytical thinking

 

53) Forward integration would be an appropriate strategy for which of the following types of divisions in the Boston Consulting Group (BCG) Matrix?

  1. A) Dogs
  2. B) Failures
  3. C) Question Marks
  4. D) Cat
  5. E) Star

Answer:  E

Diff: 3

LO:  6.5: Diagram and explain the Boston Consulting Group (BCG) Matrix.

AACSB:  Analytical thinking

 

 

54) All of the following are limitations of the Boston Consulting Group (BCG) Matrix EXCEPT

  1. A) viewing every business as a star, cash cow, dog or question mark can be an oversimplification.
  2. B) the matrix requires at least three years worth of data.
  3. C) the matrix does not reflect divisional or industry growth over time.
  4. D) the matrix does not allow a company to be classified as somewhere in between two categories.
  5. E) variables such as size of market and competitive advantages are not considered in the Matrix.

Answer:  B

Diff: 3

LO:  6.5: Diagram and explain the Boston Consulting Group (BCG) Matrix.

AACSB:  Analytical thinking

55) Relative market share position is given on the x-axis of the Boston Consulting Group (BCG) Matrix.

Answer:  TRUE

Diff: 2

LO:  6.5: Diagram and explain the Boston Consulting Group (BCG) Matrix.

AACSB:  Written and oral communication

 

56) Industry growth rate is given on the x-axis of the Boston Consulting Group (BCG) Matrix.

Answer:  FALSE

Diff: 2

LO:  6.5: Diagram and explain the Boston Consulting Group (BCG) Matrix.

AACSB:  Written and oral communication

 

57) The midpoint on the x-axis of a Boston Consulting Group (BCG) Matrix is typically set at 0.05.

Answer:  FALSE

Diff: 2

LO:  6.5: Diagram and explain the Boston Consulting Group (BCG) Matrix.

AACSB:  Written and oral communication

 

58) The size of the circle in a BCG Matrix corresponds to the proportion of corporate revenue generated by that business unit.

Answer:  TRUE

Diff: 2

LO:  6.5: Diagram and explain the Boston Consulting Group (BCG) Matrix.

AACSB:  Written and oral communication

 

59) The pie slice in a BCG Matrix corresponds to the proportion of corporate revenue generated by that business unit.

Answer:  TRUE

Diff: 2

LO:  6.5: Diagram and explain the Boston Consulting Group (BCG) Matrix.

AACSB:  Written and oral communication

 

60) In a BCG Matrix the pie slice indicates the proportion of corporate profits generated by that division.

Answer:  TRUE

Diff: 2

LO:  6.5: Diagram and explain the Boston Consulting Group (BCG) Matrix.

AACSB:  Written and oral communication

 

61) Stars, Question Marks, Cash Cows, and Dogs are the four quadrants exhibited by the Boston Consulting Group (BCG) Matrix.

Answer:  TRUE

Diff: 1

LO:  6.5: Diagram and explain the Boston Consulting Group (BCG) Matrix.

AACSB:  Written and oral communication

 

62) Cash Cows represent the organization's best long-run opportunities for growth and profitability.

Answer:  FALSE

Diff: 2

LO:  6.5: Diagram and explain the Boston Consulting Group (BCG) Matrix.

AACSB:  Analytical thinking

63) The major benefit of the Boston Consulting Group (BCG) Matrix is that it draws attention to the cash flow, investment characteristics, and needs of an organization's various divisions.

Answer:  TRUE

Diff: 2

LO:  6.5: Diagram and explain the Boston Consulting Group (BCG) Matrix.

AACSB:  Written and oral communication

 

64) Viewing every business as either a Star, Cash Cow, Dog, or Question Mark is an oversimplification.

Answer:  TRUE

Diff: 2

LO:  6.5: Diagram and explain the Boston Consulting Group (BCG) Matrix.

AACSB:  Written and oral communication

 

65) The BCG Matrix does not reflect whether or not various divisions or their industries are growing over time.

Answer:  TRUE

Diff: 2

LO:  6.5: Diagram and explain the Boston Consulting Group (BCG) Matrix.

AACSB:  Written and oral communication

 

 

66) Having no temporal qualities, the BCG Matrix is a snapshot of an organization at a given point in time.

Answer:  TRUE

Diff: 2

LO:  6.5: Diagram and explain the Boston Consulting Group (BCG) Matrix.

AACSB:  Written and oral communication

 

67) In a Boston Consulting Group (BCG) Matrix, all divisions are classified as either Question Marks, Stars, Cash Cows, or Dogs. Define each of these terms.

Answer:  Question Marks have a low relative market share position, yet they compete in a high-growth industry. Stars represent the organization's best long-run opportunities for growth and profitability, having a high relative market share and a high industry growth rate. Cash Cows have a high relative market share position but compete in a low-growth industry. Dogs have a low relative market share position and compete in a slow- or no-market-growth industry.

Diff: 2

LO:  6.5: Diagram and explain the Boston Consulting Group (BCG) Matrix.

AACSB:  Written and oral communication

 

68) Explain the benefits and limitations of developing a Boston Consulting Group (BCG) Matrix.

Answer:  The major benefit of the BCG Matrix is that it draws attention to the cash flow, investment characteristics, and needs of an organization's various divisions. The BCG Matrix has some limitations: 1) Viewing every business as either a Star, Cash Cow, Dog or Question Mark is an oversimplification; many businesses fall right in the middle of the BCG Matrix and thus are not easily classified; 2) the BCG Matrix does not reflect whether or not various divisions or their industries are growing over time; that is, the matrix has no temporal qualities, but rather it is a snapshot of an organization at a given point in time; and 3) other variables besides relative market share position and industry growth rate in sales are important in making strategic decisions about various divisions.

Diff: 2

LO:  6.5: Diagram and explain the Boston Consulting Group (BCG) Matrix.

AACSB:  Analytical thinking

69) Which of the following analytical tools consists of a nine-cell matrix?

  1. A) Boston Consulting Group (BCG) Matrix
  2. B) Competitive Profile Matrix (CPM)
  3. C) Strategic Position and Action Evaluation (SPACE) Matrix
  4. D) Grand Strategy Matrix
  5. E) Internal-External (IE) Matrix

Answer:  E

Diff: 2

LO:  6.6: Diagram and explain the Internal-External (IE) Matrix.

AACSB:  Written and oral communication

 

 

70) Both the Internal-External (IE) and Boston Consulting Group (BCG) Matrices are called ________ matrices.

  1. A) portfolio
  2. B) security
  3. C) strategy
  4. D) vector
  5. E) velocity

Answer:  A

Diff: 2

LO:  6.6: Diagram and explain the Internal-External (IE) Matrix.

AACSB:  Written and oral communication

 

71) Both the Internal-External (IE) and Boston Consulting Group (BCG) Matrices are called portfolio matrices.

Answer:  TRUE

Diff: 2

LO:  6.6: Diagram and explain the Internal-External (IE) Matrix.

AACSB:  Written and oral communication

 

72) The Boston Consulting Group (BCG) Matrix requires more information about the divisions than the Internal-External (IE) Matrix.

Answer:  FALSE

Diff: 2

LO:  6.6: Diagram and explain the Internal-External (IE) Matrix.

AACSB:  Written and oral communication

 

73) On the x-axis of the IE Matrix, an IFE total weighted score of 2.5 represents a weak internal position.

Answer:  FALSE

Diff: 2

LO:  6.6: Diagram and explain the Internal-External (IE) Matrix.

AACSB:  Written and oral communication

 

74) The IE Matrix can be divided into three major regions that have different strategy implications: grow and build; hold and maintain; and harvest or divest.

Answer:  TRUE

Diff: 2

LO:  6.6: Diagram and explain the Internal-External (IE) Matrix.

AACSB:  Written and oral communication

 

75) Compare and contrast the Internal-External (IE) Matrix with the Boston Consulting Group (BCG) Matrix.

Answer:  The IE Matrix is similar to the BCG Matrix in that both tools involve plotting organizational divisions in a schematic diagram. Also, the size of each circle represents the percentage sales contribution of each division, and pie slices reveal the percentage profit contribution of each division in both the BCG and IE Matrix. There are four important differences between the BCG Matrix and the IE Matrix: 1) different axes; 2) the IE Matrix requires more information about the divisions than the BCG Matrix; 3) the strategic implications of each matrix are different; and 4) the IE Matrix has nine quadrants versus four in a BCG Matrix.

Diff: 3

LO:  6.6: Diagram and explain the Internal-External (IE) Matrix.

AACSB:  Analytical thinking

 

76) What analytical tool has four quadrants based on two dimensions: competitive position and market growth?

  1. A) Competitive Profile Matrix (CPM)
  2. B) Internal-External (IE) Matrix
  3. C) Strategic Position and Action Evaluation (SPACE) Matrix
  4. D) Grand Strategy Matrix
  5. E) Quantitative Strategic Planning Matrix (QSPM)

Answer:  D

Diff: 2

LO:  6.7: Diagram and explain the Grand Strategy Matrix.

AACSB:  Written and oral communication

 

77) Firms located in which quadrant of the Grand Strategy Matrix are in an excellent strategic position?

  1. A) I
  2. B) II
  3. C) III
  4. D) IV
  5. E) V

Answer:  A

Diff: 2

LO:  6.7: Diagram and explain the Grand Strategy Matrix.

AACSB:  Written and oral communication

 

 

78) According to the Grand Strategy Matrix, which strategy is recommended for a firm with rapid market growth and a strong competitive position?

  1. A) Market penetration
  2. B) Unrelated diversification
  3. C) Joint venture
  4. D) Retrenchment
  5. E) Liquidation

Answer:  A

Diff: 3

LO:  6.7: Diagram and explain the Grand Strategy Matrix.

AACSB:  Analytical thinking

79) For companies located in Quadrant III of the Grand Strategy Matrix, the first strategy recommended is

  1. A) extensive cost and asset reduction.
  2. B) asset expansion.
  3. C) employee expansion.
  4. D) immediate liquidation of assets.
  5. E) divestiture.

Answer:  A

Diff: 3

LO:  6.7: Diagram and explain the Grand Strategy Matrix.

AACSB:  Analytical thinking

 

80) Although a firm positioned in Quadrant ________ of the Grand Strategy Matrix is in a growing industry, it is unable to compete effectively and needs to determine why the firm's current approach is ineffective and how to best change to improve competitiveness.

  1. A) I
  2. B) II
  3. C) III
  4. D) IV
  5. E) V

Answer:  B

Diff: 2

LO:  6.7: Diagram and explain the Grand Strategy Matrix.

AACSB:  Written and oral communication

 

 

81) According to the Grand Strategy Matrix, organizations in which quadrant have a strong competitive position but are in a slow-growth industry?

  1. A) I
  2. B) II
  3. C) III
  4. D) IV
  5. E) V

Answer:  D

Diff: 1

LO:  6.7: Diagram and explain the Grand Strategy Matrix.

AACSB:  Written and oral communication

 

82) The Grand Strategy Matrix is based on two evaluative dimensions, market share and market growth.

Answer:  FALSE

Diff: 2

LO:  6.7: Diagram and explain the Grand Strategy Matrix.

AACSB:  Written and oral communication

 

83) When a firm located in Quadrant I of the Grand Strategy Matrix is too heavily committed to a single product, related diversification may be appropriate to reduce the risks associated with a narrow product line.

Answer:  TRUE

Diff: 3

LO:  6.7: Diagram and explain the Grand Strategy Matrix.

AACSB:  Analytical thinking

84) According to the Grand Strategy Matrix, Quadrant III organizations compete in rapid-growth industries and have strong competitive positions.

Answer:  FALSE

Diff: 2

LO:  6.7: Diagram and explain the Grand Strategy Matrix.

AACSB:  Written and oral communication

 

 

85) Using a Grand Strategy Matrix approach, what strategies are recommended for a firm that is a weak competitor in a slow-growing market? Elaborate on what these strategies could mean for a college or university.

Answer:  A firm that is a weak competitor in a slow-growing market would be located in Quadrant III. These firms must make some drastic changes quickly to avoid further decline and possible liquidation. Extensive cost and asset reduction (retrenchment) should be pursued first. An alternative strategy is to shift resources away from the current business into different areas (diversify). If all else fails, the final options for Quadrant III businesses are divestiture or liquidation. Students should mention that the college or university could possibly have to be closed. Faculty and/or staff might have to be greatly reduced, which could lead to unhappy students in very large classes.

Diff: 3

LO:  6.7: Diagram and explain the Grand Strategy Matrix.

AACSB:  Analytical thinking

 

86) The top row of a Quantitative Strategic Planning Matrix (QSPM) consists of alternative strategies derived from all of the following EXCEPT

  1. A) Grand Strategy Matrix.
  2. B) Boston Consulting Group (BCG) Matrix.
  3. C) Strategic Position and Action Evaluation (SPACE) Matrix.
  4. D) Competitive Profile Matrix (CPM).
  5. E) Internal-External (IE) Matrix.

Answer:  D

Diff: 2

LO:  6.8: Diagram and explain the Quantitative Strategic Planning Matrix (QSPM).

AACSB:  Written and oral communication

 

87) Which analytical tool determines the relative attractiveness of various strategies based on the extent to which key external and internal critical success factors are capitalized upon or improved?

  1. A) Boston Consulting Group (BCG) Matrix
  2. B) Strategic Position and Action Evaluation (SPACE) Matrix
  3. C) Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix
  4. D) Internal-External (IE) Matrix
  5. E) Quantitative Strategic Planning Matrix (QSPM)

Answer:  E

Diff: 2

LO:  6.8: Diagram and explain the Quantitative Strategic Planning Matrix (QSPM).

AACSB:  Written and oral communication

 

88) Which of the following is the first step in developing a QSPM?

  1. A) Compute the Total Attractiveness Scores.
  2. B) Examine the Stage 2 matrices and identify alternative strategies the organization should consider implementing.
  3. C) Assign weights to each key external and internal factor.
  4. D) Determine the Attractiveness Scores.
  5. E) Make a list of the firm's key external opportunities and threats and internal strengths and weaknesses in the left column of the QSPM.

Answer:  E

Diff: 2

LO:  6.8: Diagram and explain the Quantitative Strategic Planning Matrix (QSPM).

AACSB:  Written and oral communication

 

89) What term is defined as the product of multiplying the weights by the Attractiveness Scores in each row of the QSPM?

  1. A) Total Attractiveness Scores
  2. B) Sum Total Scores
  3. C) Weighted Scores
  4. D) Total Weighted Scores
  5. E) Factors

Answer:  A

Diff: 2

LO:  6.8: Diagram and explain the Quantitative Strategic Planning Matrix (QSPM).

AACSB:  Written and oral communication

 

90) What is the highest number of strategies that can be examined at one time with the QSPM?

  1. A) 1
  2. B) 2
  3. C) 5
  4. D) 10
  5. E) There is no limit.

Answer:  E

Diff: 1

LO:  6.8: Diagram and explain the Quantitative Strategic Planning Matrix (QSPM).

AACSB:  Written and oral communication

 

91) Which of these is a limitation of QSPM?

  1. A) Only a few strategies can be evaluated at once.
  2. B) It is prohibitively expensive.
  3. C) It requires intuitive informed judgments.
  4. D) Strategies cannot be examined sequentially.
  5. E) It makes it more likely that key factors will be overlooked or weighted inappropriately.

Answer:  C

Diff: 2

LO:  6.8: Diagram and explain the Quantitative Strategic Planning Matrix (QSPM).

AACSB:  Written and oral communication

92) Which strategy-formulation technique reveals the relative attractiveness of alternative strategies and thus provides an objective basis for selecting specific strategies?

  1. A) Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix
  2. B) Strategic Position and Action Evaluation (SPACE) Matrix
  3. C) Quantitative Strategic Planning Matrix (QSPM)
  4. D) Internal-External (IE) Matrix
  5. E) Grand Strategy Matrix

Answer:  C

Diff: 2

LO:  6.8: Diagram and explain the Quantitative Strategic Planning Matrix (QSPM).

AACSB:  Written and oral communication

 

93) To objectively evaluate feasible alternative strategies identified in Stage 2, the Quantitative Strategic Planning Matrix (QSPM) uses input information derived from Stage 1.

Answer:  TRUE

Diff: 2

LO:  6.8: Diagram and explain the Quantitative Strategic Planning Matrix (QSPM).

AACSB:  Written and oral communication

 

94) Step 1 of the Quantitative Strategic Planning Matrix (QSPM) assigns weights to each key external and internal factor.

Answer:  FALSE

Diff: 2

LO:  6.8: Diagram and explain the Quantitative Strategic Planning Matrix (QSPM).

AACSB:  Written and oral communication

 

95) Total attractiveness scores are defined as the sum of the attractiveness scores in a given column of the QSPM and are computed in the second step of the Quantitative Strategic Planning Matrix (QSPM).

Answer:  FALSE

Diff: 3

LO:  6.8: Diagram and explain the Quantitative Strategic Planning Matrix (QSPM).

AACSB:  Analytical thinking

 

96) A positive feature of the Quantitative Strategic Planning Matrix (QSPM) is that sets of strategies can be examined sequentially or simultaneously.

Answer:  TRUE

Diff: 2

LO:  6.8: Diagram and explain the Quantitative Strategic Planning Matrix (QSPM).

AACSB:  Written and oral communication

 

97) One positive feature of QSPM is that it does not require intuitive judgments and educated assumptions.

Answer:  FALSE

Diff: 2

LO:  6.8: Diagram and explain the Quantitative Strategic Planning Matrix (QSPM).

AACSB:  Analytical thinking

98) Describe the positive features and limitations of the Quantitative Strategic Planning Matrix (QSPM).

Answer:  There are several positive features of QSPM: 1) Sets of strategies can be examined sequentially or simultaneously; 2) there is no limit to the number of strategies that can be evaluated or the number of sets of strategies that can be examined at once using the QSPM; 3) it requires strategists to integrate pertinent external and internal factors into the decision process; 4) its makes it less likely that key factors will be overlooked or weighted inappropriately; 5) it draws attention to important relationships that affect strategy decisions; 6) it enhances the probability that the final strategic decisions will be best for the organizations; and 7) it can be used by small and large, for-profit and nonprofit organizations. The Quantitative Strategic Planning Matrix has two limitations. First, it always requires informed judgments regarding AS scores. The second limitation of the QSPM is that it can be only as good as the prerequisite information and matching analyses on which it is based.

Diff: 3

LO:  6.8: Diagram and explain the Quantitative Strategic Planning Matrix (QSPM).

AACSB:  Analytical thinking

 

99) ________ includes the set of shared values, beliefs, attitudes, customs, norms, rites, rituals, personalities, heroes, and heroines that describe a firm.

  1. A) Strategy
  2. B) Culture
  3. C) Mission
  4. D) Objectives
  5. E) QSPM

Answer:  B

Diff: 1

LO:  6.9: Discuss the role of organizational culture in strategic analysis and choice.

AACSB:  Interpersonal relations and teamwork

 

100) ________ is the unique way an organization does business.

  1. A) Attitude
  2. B) Belief System
  3. C) Culture
  4. D) Demographics
  5. E) Strategy

Answer:  C

Diff: 1

LO:  6.9: Discuss the role of organizational culture in strategic analysis and choice.

AACSB:  Interpersonal relations and teamwork

 

101) Culture includes the set of shared values, beliefs, attitudes, customs, norms, rites, rituals, personalities, heroes, and heroines that describe a firm.

Answer:  TRUE

Diff: 1

LO:  6.9: Discuss the role of organizational culture in strategic analysis and choice.

AACSB:  Interpersonal relations and teamwork

102) Strategy changes may be highly ineffective, but not counterproductive, if a supportive culture does not exist.

Answer:  FALSE

Diff: 2

LO:  6.9: Discuss the role of organizational culture in strategic analysis and choice.

AACSB:  Interpersonal relations and teamwork

 

103) Whenever two firms merge, it becomes especially important to evaluate and consider culture-strategy linkages.

Answer:  TRUE

Diff: 2

LO:  6.9: Discuss the role of organizational culture in strategic analysis and choice.

AACSB:  Interpersonal relations and teamwork

 

104) An effective way to gain commitment and achieve desired results is to

  1. A) emphasize that imposing a particular method is more important than achieving desired results.
  2. B) shift from specific to general issues and concerns.
  3. C) eliminate middle level managers from strategic decisions.
  4. D) switch from long-term to short-term issues and concerns.
  5. E) realize that it's better to achieve optimal results with an unpopular strategy than to achieve satisfactory results with a popular strategy.

Answer:  B

Diff: 2

LO:  6.10: Identify and discuss important political considerations in strategy analysis and choice.

AACSB:  Interpersonal relations and teamwork

 

105) Successful strategists minimize their own political exposure on issues that are ________ and in circumstances where opposition from major power centers is likely.

  1. A) highly controversial
  2. B) nominally controversial
  3. C) power centered
  4. D) strategy centered
  5. E) tactic optimized

Answer:  A

Diff: 1

LO:  6.10: Identify and discuss important political considerations in strategy analysis and choice.

AACSB:  Written and oral communication

 

106) Successful strategists minimize their own political exposure on issues that are highly controversial and in circumstances where opposition from major power centers is likely.

Answer:  TRUE

Diff: 2

LO:  6.10: Identify and discuss important political considerations in strategy analysis and choice.

AACSB:  Written and oral communication

 

 

107) Trying to achieve optimal results with an unpopular strategy is always better than achieving satisfactory results with a popular strategy.

Answer:  FALSE

Diff: 2

LO:  6.10: Identify and discuss important political considerations in strategy analysis and choice.

AACSB:  Written and oral communication

108) Shifting focus from specific issues to more general ones may help strategists gain commitment and achieve desired results.     

Answer:  TRUE

Diff: 2

LO:  6.10: Identify and discuss important political considerations in strategy analysis and choice.

AACSB:  Interpersonal relations and teamwork

 

109) Shifting focus from general issues to specific issues generally helps strategists gain commitment and achieve desired results.

Answer:  FALSE

Diff: 2

LO:  6.10: Identify and discuss important political considerations in strategy analysis and choice.

AACSB:  Interpersonal relations and teamwork

 

110) Describe some tactics used by politicians that can also aid strategists.

Answer: 

  1. Achieving desired results is more important than imposing a particular method, so consider various methods and choose, whenever possible, the one(s) that will afford the greatest commitment from employees/managers.
  2. Achieving satisfactory results with a popular strategy is generally better than trying to achieve optimal results with an unpopular strategy.
  3. An effective way to gain commitment and achieve desired results is oftentimes to shift from specific to general issues and concerns.
  4. An effective way to gain commitment and achieve desired results is oftentimes to shift from short-term to long-term issues and concerns.
  5. Middle level managers must be genuinely involved in and supportive of strategic decisions because successful implementation will hinge on their support.

Diff: 2

LO:  6.10: Identify and discuss important political considerations in strategy analysis and choice.

AACSB:  Written and oral communication

 

 

111) Which board of director's duty falls under the category of control and oversight over management?

  1. A) Select new directors
  2. B) Pass bylaws and related resolutions
  3. C) Select the CEO
  4. D) Maintain good public image
  5. E) Ensure equitable stockholder representation

Answer:  C

Diff: 2

LO:  6.11: Discuss the role of a board of directors (governance) in strategic planning.

AACSB:  Ethical understanding and reasoning

 

112) The act of oversight and direction for an organization is referred to as

  1. A) corporate lawmaking.
  2. B) centralized control.
  3. C) organizational direction.
  4. D) establishing norms.
  5. E) governance.

Answer:  E

Diff: 1

LO:  6.11: Discuss the role of a board of directors (governance) in strategic planning.

AACSB:  Ethical understanding and reasoning

113) Today, boards of directors are composed mostly of

  1. A) outsiders.
  2. B) management.
  3. C) union members.
  4. D) company employees.
  5. E) past executives.

Answer:  A

Diff: 2

LO:  6.11: Discuss the role of a board of directors (governance) in strategic planning.

AACSB:  Ethical understanding and reasoning

 

114) All of the following are principles of good organizational governance, as established by BusinessWeek, EXCEPT

  1. A) each director attends at least 75 percent of all meetings.
  2. B) the audit, compensation and nominating committees are made up solely of outside directors.
  3. C) each director owns a large equity stake in the company.
  4. D) at least three directors are current or former company executives.
  5. E) the CEO is not also the Chairperson of the Board.

Answer:  D

Diff: 3

LO:  6.11: Discuss the role of a board of directors (governance) in strategic planning.

AACSB:  Ethical understanding and reasoning

 

 

115) The trend in the United States is toward larger boards of directors, with an average of 18 members being the norm.

Answer:  FALSE

Diff: 2

LO:  6.11: Discuss the role of a board of directors (governance) in strategic planning.

AACSB:  Written and oral communication

 

116) Today boards of directors are composed mostly of outsiders who are becoming more involved in an organization's strategic management.

Answer:  TRUE

Diff: 2

LO:  6.11: Discuss the role of a board of directors (governance) in strategic planning.

AACSB:  Written and oral communication

 

117) The Sarbanes-Oxley Act put an end to the "country-club" atmosphere of most boards and has shifted power from CEOs to directors.

Answer:  TRUE

Diff: 2

LO:  6.11: Discuss the role of a board of directors (governance) in strategic planning.

AACSB:  Written and oral communication

 

118) A benefit of the Sarbanes-Oxley Act is that it has shifted power from directors to CEOs.

Answer:  FALSE

Diff: 2

LO:  6.11: Discuss the role of a board of directors (governance) in strategic planning.

AACSB:  Written and oral communication

119) State three of BusinessWeek's "principles of good governance" (rules for boards of directors).

Answer:  The principles are 1) Never have more than two of the firm's executives (current or past) on the board; 2) Never allow a firm's executives to serve on the board's audit, compensation, or nominating committee; 3) Require all board members to own a large amount of the firm's equity;  4) Require all board members to attend at least 75 percent of all meetings; 5) Require the board to meet annually to evaluate its own performance, without the CEO, COO, or top management in attendance; 6) Never allow the CEO to be Chairperson of the Board; and 7) Never allow interlocking directorships (where a director or CEO sits on another director's board).

Diff: 2

LO:  6.11: Discuss the role of a board of directors (governance) in strategic planning.

AACSB:  Ethical understanding and reasoning

 

 

 

 

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