战略管理期末整理.doc

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1、 (T)1.If managers diversify a firm in a way that does not produce value the firm risks capital market intervention .(F)2.Related diversification by a firm tends to reduce a managers executive pensation. whereas unrelated diversification tends to increase it because the firm has moved into new indust

2、ries.(T)3.synergy exists when the value created by business units working together exceeds the value that those same units create working independently.(F)4.performance continues to increase as diversification increases from single business unrelated diversification.(F)5.the activities in the value

3、chains of panies using focus strategies are quite different than the activities in the value chains of panies using industry-wide business strategies.(T)6.golbal petition has increased the options for consumers and has made it more imperative for firms to indentify the needs of customers in order to

4、 earn above-average returns.(T)7.in order for a cost leadership strategy to earn the firm above-average returns. the firm must sell large volumes of the product.(T)8.to position itself differently from petitors. a firm must decide to either perform activities differently or to perform different acti

5、vities.(T)9.a risk of the differentiation strategy is that the firms means of differentiation may eventually not provide value to the customer.选择题(B)1.which of the following is TRUE?A. As customer loyalty increase, customers are more sensitive to price increase.B. Customer loyalty has a positive rel

6、ationship with firm profitability.C. Customer loyalty is fragile and cannot reliably be considered a factor in firm success.D. Customer loyalty is of importance only to firms using a differentiation strategy.(B)2.The growth-share matrix of the Boston Consulting Group suggests. That the excess cash b

7、eing generated by “cash cows” should be used to fund. A. ”dogs”B.” question marks”C. ”stars”D. ”white knights”E. ”buckets”(C)3.Which value creating strategies best satisfy customer needs?a. Firm resources.b. Capabilities.c. Core petencies.d. None of the above.(D)4.If southwest Airlines employees los

8、t their high enthusiasm and mitment to the pany.a. the airline could continue without problems because its cost-leadership strategy is dependent on its efficient internal procedures.b. replacement employees could be hired from rival airlines that are laying off employees easily merged into the south

9、west culture.c. there would be no impact on Southwests profitability because southwests customers value the low fares rather than being “entertained” by the employees.d. southwest would have lost one of its petitive advantages and its performance would be threatened.(A)5. All of the following are co

10、nsidered generic business-level strategies EXCEPT a. product diversificationb. cost leadership c. focused differentiationd. integrated cost leadership /differentiation(E)6. which of the following is defined by GE as one of the variables forming business strength petitive position?a. industry profita

11、bilityb. petitive diversityc. market growth rate.d. market size.e. market share.(B)7.The effectiveness of any of the generic business-level strategies is contingent upona. customer needs and petitors strategies.b. the match between the opportunities and threats in its external market and the strengt

12、hs of its internal environment.c. the trends in the general consumer base and the robustness of the global and industry economy.d. the firms petitive scope and its petitive advantage.(A)8.A cost leadership strategy provides goods or services with features that area. acceptableb. uniquec. substandard

13、d. mediocre(C)9. A pany pursuing the differentiation or focused differentiation strategy would tend to a. have highly efficient systems linking suppliers products with the firms production processes.b. use economies of scalec. have strong capabilities in basic research.d. make investments in easy-to

14、-use manufacturing technologies.(E)10. Which is the opposite of a vertical growth strategy?a. horizontal growthb. concentrationc. diversificationd. acquisitione. outsourcing.(A)11. Ever improving levels of efficiency enhance profit margins for a cost leader. This effects which of the five forces of

15、industry structure most directly?a. Potential entrantsb. Substitutesc. Buyer powerd. Supplier power（C）12. Adding a related or plementary product to a corporations business units is called.a. concentrationb. horizontal growthc. concentric diversificationd. vertical growthe. conglomerate diversificati

16、on.二(F)1.In 2005, Gillette was acquired by Proctor & Gamble(P&G), this is an example of business level strategic action initiated by P&G.(F)2. Revenues for United Parcel Service (UPS) are derived from the following business segments.74 percent from U.S package delivery operations.17 percent from int

17、ernational package delivery and 9 percent from non-packaging operations. The best description of the corporate level strategy of UPS is unrelated diversification.(T)3. Economies of scope are cost saving resulting from a firm successfully leveraging, either through sharing or transferring. Some of it

18、s capabilities and petencies developed in one business to another business.(T)4.When selecting a business level strategy, the firm determines who will be served, what customer needs will be satisfied, and how those needs will be satisfied.(F)5. An effective vision statement will specify the market t

19、o be served should pete. (F)6. a major advantage of diversification is that overall monitoring costs are reduced, since each separate business es under the control of corporate headquarters.(F)7.GDP trend is a variable in task environment.选择题(a)1.petitive rivalry has the most effect on the firms_ st

20、rategies than the firm strategies.a. business-levelb. corporate-levelc. acquisitiond. international(c)2. Intensified rivalry within an industry results inA. increased hiring across the industryB. increased total revenues across the industryC. Decreased average profitability across the industryD. Inc

21、reased entries into the industry.(C)3.Firms with few petitive resource are more likely toa. Not respond to petitive actions.b. Respond quickly to petitive actionsc. Delay responding to petitive actionsd. Respond to strategic actions, but not to tactical action(B)4. On the whole there are more petiti

22、ve responses toa. Strategic actions than to tactical actions.b. Tactical actions than to strategic actions.c. Buyer pressures than to supplier pressures.d. The demands of the top management team than to industry structural pressures.(c)5. Which of the following statements is FALSE?a. First movers te

23、nd to take higher risks than second and later movers.b. First movers tend to have significantly higher revenues than second movers.c. First movers have lower survival rates than second and late movers.d. First movers tend to have more organizational slack than later movers.(c)6. In 2005, P&G, whose

24、products include Crest toothpaste and Tide laundry detergent, purchased Gillette. Gillette itself had multiple businesses, including a range of products including electric toothbrushes, razors and batteries. Which of the following reflects the acquisition?a. It is unrelated diversification for P&G b

25、ecause Gillette consists of more than one business unit.b. It is unrelated diversification for Gillette because P&G consists of more than one business unit.c. It is related diversification for P&G because the product lines for both firms are consumer products sold through similar channels.d. It is r

26、elated diversification for Gillette because the product lines for both firms are consumer products sold through similar channels.(B)7. on the most basic level, corporate-level strategy is concerned with _ and how to manage these businesses.a. whether the firm should invest in global or domestic busi

27、nessesb. what product markets and businesses the firm should be in c. whether the portfolio of business should generate immediate above-average returns or should be troubled businesses which will create above-average returns only after restructuring.d. whether to integrate backward or forward.(A)8.

28、Wm. Wrigley Jr. pany once made only chewing gum. When Wrigley bought Life Savers (a line of candy mints) and Altoids (a line of breadth mints) from Kraft, chewing gum then constituted less than 95 percent of revenues. Thus, Wrigleya. Was moving away from its traditional single-business strategy towa

29、rd a dominant strategy.b. Was moving away from its traditional dominant strategy toward a related-linked strategy.c. Became a conglomerate since Life Savers and Altodis are unrelated businesses.d. Probably planned to restructure these panies and sell them off (D)9. Which acquisition would be conside

30、red the LEAST related?A . a candy manufacturer purchases a chemical laboratory specializing in food flavorings.B. a chain of garden centers acquires a landscape architecture firm.C. a hospital acquires a long-term care nursing home.D. an upscale ”white-tablecloth” restaurant chain acquires a travel

31、agency.(b)10. Firms that have selected a related diversification corporate-level strategy seek to exploita. Control shared among business-unit managers.b. Economies of scope between business units.c. The favorable demand of buyersd. Market power.论述题：1. What is a learning organization? Is this approa

32、ch to strategic management better than the more traditional top-down approach in which strategic planning is primarily done by top management.答：a learning organization is an organization skilled at creating, acquiring, and transferring knowledge and at modifying its behavior to reflect new knowledge

33、 and insights.Yes. Traditional top-down approach may be appropriate , when the organization is in a strategy fairly simple environment, but now when the situation is plex and quickly changing. Increasing environmental uncertainty means that corporations must develop flexibility. It demands that the

34、pany bee a learning organization. 2. When is the planning mode of strategic decision making superior to the entrepreneurial(企业家模式) and adaptive（适应性模式） modes?答：In most situations the planning mode(规划模式), which includes the basic elements of the strategic management process, is a more rational and thu

35、s better way of making strategic decisions. The planning mode is not only more analytical and less political than the other modes are, but also more appropriate for dealing with plex, changing environments.3. Discuss how a development in a corporations societal environment can affect the corporation

36、 through its task environment.答：developments or trends in a corporations societal environment typically do not affect the corporation directly but indirectly through their impact on one or more stakeholder groups in the corporations task environment. this development in the societal environment affe

37、cted panies through its impact on employee/union groups, customer, and special interest groups and even governments.4. According to Porter, what determines the level of petitive intensity（强烈） in an industry?答：The corporation must assess (评估)the following six forces: threat of new entrants; rivalry a

38、mong existing firms; threat of substitute products; bargaining power of buyers, bargaining power of suppliers; relative power of other stakeholders 4. entry barrier 意义，含义，作用，常见的有哪些答：（1）An entry barrier is an obstruction (阻碍)that makes it difficult for a pany to enter an industry.(2) to the extent th

39、at entry barriers are low, it will be not easy for a new pany to enter the industry and raise the level of petitive(3) economies of scale; 规模经济Product differentiation; 产品差异化Capital requirements; 资本要求Switching costs; 转换成本Access to distribution channels; 进入销售渠道Cost disadvantages independent of size; 与

40、成本无关的劣势Government policy 政府政策5. How can value-chain analysis help identify a panys strengths and weaknesses?答：through identifying any core or distinctive petencies.Corporate value-chain analysis involves the following steps:Examine each product lines value chain in terms of the various activities in

41、volved in producing that product or service.(根据生产产品或服务所涉及的各种活动检查每条产品线的价值链)Examine the “linkages” within each product lines value chain.(检验每条产品线的价值链的内在联系)Examine the potential synergies among the value chains of different product lines or business units.(检验不同产品线或业务单位价值链之间的潜在协同作用)6. Is it possible for

42、 a pany or business unit to follow a cost leadership strategy and a differentiation strategy simultaneously(同时)? Why or why not?答：No. to be successful, a pany or business unit must achieve one of the generic petitive strategies. Otherwise , the pany or business unit is stuck in the middle of the pet

43、itive marketplace with no petitive advantage and is doomed to below-average performance.7. Is it possible for a pany to have a sustainable petitive advantage when its industry bees hyperpetitive?答：No. It is being increasingly difficult to sustain a petitive advantage for very long.Because market sta

44、bility is threatened byShort product life cycles; 产品生命周期变短Short product design cycles; 设计周期变短New technologies; Frequent entry by unexpected outsiders; 未预期的外部企业的频繁进入Repositioning by incumbents; 现有企业重新定位Tactical redefinitions of market boundaries as diverse industries merge. 不同行业合并导致市场边界进行战术性重新定义So fi

45、rms must constantly work to improve its petitive advantage.8. Does every firm have its business strategy ,why?答：9. BCG矩阵和GE矩阵的优缺点答：BCG: advantage：it is quantifiable and easy to use. the BCG matrix provides a framework for allocating resources among different business units and allows one to pare man

46、y business units at a glance.disadvantage: it is too simplistic and it put too much emphasis on market share and on being the market leader, but the link between market share and profitability is not necessarily strong.GE: advantage: First, the attractiveness of an industry can be assessed in many d

47、ifferent ways. Second, it allows users to select whatever criteria(情况) they feel are most appropriate to their situation.Disadvantage: it can get quite plicated and cumbersome(繁琐).And it cannot effectively depict(描述) the positions of new products or business units in developing industries.10. How is corporate parenting different from portfolio analysis and how is it similar to it?答： 9 / 9