Câu 1Nhận biết
Question 1: Strategic management is the art and science of:
- AThe analysis of financial statements to maximize profits in the short term.
- BThe basic management functions like planning, organizing, and controlling resources.
- CThe formulation, implementation, and evaluation of only marketing choices.
- DThe formulation, implementation, and evaluation of key cross-functional decisions.
Câu 2Nhận biết
Question 2: The three main stages of the strategic management process are:
- AThe simple process of analysis, followed by action and then adjustment.
- BThe traditional management stages of planning, organizing, and controlling tasks.
- CStrategy formulation, followed by implementation, and finally strategy evaluation.
- DMission development, setting objectives, and then allocating company resources.
Câu 3Nhận biết
Question 3: A SWOT analysis is used to analyze:
- ABoth internal strengths/weaknesses and external opportunities/threats.
- BOnly the external opportunities and threats facing the organization.
- COnly the internal strengths and weaknesses found within the organization.
- DAn organization’s various business units using the specific BCG matrix tool.
Câu 4Nhận biết
Question 4: An organization’s “Vision” statement should answer which fundamental question?
- AThe question, “What are our financial goals?” which defines objectives.
- BThe question, “What do we want to become?” which defines the long-term vision.
- CThe question, “What is our current business?” which defines the mission.
- DThe question, “What are our core values?” which defines company principles.
Câu 5Nhận biết
Question 5: A PESTEL analysis is a framework used to analyze which environment?
- AThe broad macro-environment, including political and economic forces.
- BThe specific industry or micro-environment where the firm competes.
- CThe internal environment, consisting of the firm’s resources and capabilities.
- DThe competitive environment, focusing solely on the actions of direct rivals.
Câu 6Nhận biết
Question 6: Which of the following is NOT one of Porter’s Five Forces?
- AThe bargaining power held by the suppliers of raw materials.
- BThe intensity of rivalry among the existing industry competitors.
- CThe specific role of government regulations and policies in the industry.
- DThe potential threat posed by new companies entering the industry.
Câu 7Nhận biết
Question 7: In the VRIO framework for analyzing internal resources, the “I” stands for:
- AWhether the resource is “Integrated” with other company processes.
- BWhether the resource is considered “Important” to the firm’s success.
- CWhether the resource is “Intangible” rather than a physical asset.
- DWhether the resource is “Inimitable” or costly for rivals to imitate.
Câu 8Nhận biết
Question 8: In Porter’s Value Chain model, which of the following is considered a “support” activity, not a “primary” activity?
- AThe primary activity of Inbound Logistics, such as receiving materials.
- BThe support activity of Human Resource Management, such as hiring.
- CThe primary activity of Operations, such as the manufacturing process.
- DThe primary activity of Marketing and Sales, such as advertising.
Câu 9Nhận biết
Question 9: A “cost leadership” strategy focuses on:
- AOffering a unique product or service valued by many customers.
- BFocusing on the specific needs of a narrow market segment.
- CAcquiring direct competitors in order to increase total market share.
- DProducing standardized products at a very low per-unit cost.
Câu 10Nhận biết
Question 10: A “differentiation” strategy is aimed at:
- ACreating products or services that are seen as unique and valuable.
- BReducing overall production costs to offer the market’s lowest price.
- CTargeting the unique needs of a very specific or niche market segment.
- DIntegrating operations forward with distributors or backward with suppliers.
Câu 11Nhận biết
Question 11: A company that fails to establish a competitive advantage through either cost leadership, differentiation, or focus is said to be:
- AConsidered a market leader due to its dominant position in the industry.
- BOperating “in a blue ocean” of uncontested and new market space.
- CDescribed as being “stuck in the middle” with no clear competitive advantage.
- DBeing “horizontally integrated” by acquiring its direct industry rivals.
Câu 12Nhận biết
Question 12: Business-level strategy answers the question:
- AThe corporate-level question of “What businesses should we be in?”.
- BThe question of “How should we compete in our chosen business?”.
- CThe functional-level question of supporting the business strategy.
- DThe visionary question of “What is our long-term aspiration?”.
Câu 13Nhận biết
Question 13: The primary goal of a “related diversification” strategy is to:
- ALeveraging core competencies to achieve synergy between business units.
- BEntering a completely new and unrelated industry to spread overall risk.
- CFocusing all company resources on a single product or a single market.
- DDefending the company against the immediate threat of a hostile takeover.
Câu 14Nhận biết
Question 14: Backward integration is a strategy of:
- AGaining ownership or increased control over its distributors or retailers.
- BGaining ownership or increased control over the firm’s primary suppliers.
- CGaining increased control over the firm’s direct industry competitors.
- DDeveloping new products to be sold in the firm’s existing markets.
Câu 15Nhận biết
Question 15: In the BCG Matrix, a business unit with a high market share in a high-growth industry is called a:
- AA “Cash Cow,” with high market share in a low-growth industry.
- BA “Dog,” with low market share in a low-growth industry.
- CA “Question Mark,” with low market share in a high-growth industry.
- DA “Star,” with high market share in a high-growth industry.
Câu 16Nhận biết
Question 16: For a “Cash Cow” business unit, the most appropriate strategy is generally to:
- A“Milking” the unit for cash to fund other, more promising business ventures.
- BInvesting heavily in the unit to further increase its market share and growth.
- CDivesting or liquidating the business unit because of its weak position.
- DPursuing a horizontal integration strategy by buying its main competitors.
Câu 17Nhận biết
Question 17: Which stage of the strategic management process is often considered the most difficult?
- AThe strategy formulation stage, which is primarily an intellectual process.
- BThe environmental scanning stage, which involves gathering external data.
- CThe strategy implementation stage, which requires action and discipline.
- DThe strategy evaluation stage, which involves reviewing various outcomes.
Câu 18Nhận biết
Question 18: The principle “Structure follows strategy” suggests that:
- AA company should always choose a strategy that perfectly fits its current structure.
- BThe firm’s structure and its strategy are completely independent of each other.
- CThe firm’s organizational structure is always more important than its strategy.
- DOrganizational structure must be adapted to effectively support the chosen strategy.
Câu 19Nhận biết
Question 19: An organization’s culture is:
- AThe shared values and beliefs that can be a major strength or weakness.
- BThe formal set of rules and regulations that govern employee behavior.
- CThe hierarchical structure of the company’s top management team.
- DThe company’s officially written and published code of ethics document.
Câu 20Nhận biết
Question 20: The Balanced Scorecard (BSC) is a strategic evaluation tool that measures performance from which four perspectives?
- AThe perspectives of Finance, Marketing, Operations, and Human Resources.
- BThe perspectives of Financial, Customer, Internal Processes, and Learning.
- CThe perspectives of Shareholders, Managers, Employees, and Customers.
- DThe perspectives of Strengths, Weaknesses, Opportunities, and Threats.
Câu 21Nhận biết
Question 21: A “joint venture” is a popular strategy that occurs when:
- AWhen one company completely acquires another company in a transaction.
- BWhen a company sells off a division or a part of its business.
- CWhen two or more firms form a separate legal entity for a specific goal.
- DWhen a company decides to enter a new market entirely on its own.
Câu 22Nhận biết
Question 22: Which of the following is a defensive strategy?
- AMarket Penetration, an intensive strategy to increase market share.
- BDivestiture, a defensive strategy involving selling a division.
- CProduct Development, an intensive strategy involving new products.
- DForward Integration, an integration strategy involving distributors.
Câu 23Nhận biết
Question 23: The “agency problem” in corporate governance refers to the potential conflict of interest between:
- AConflicts between different functional departments within the same company.
- BThe potential conflict of interest between the company and its suppliers.
- CThe potential conflict of interest between the company and its customers.
- DThe potential conflict between shareholders (principals) and managers (agents).
Câu 24Nhận biết
Question 24: What is the primary role of a company’s Board of Directors?
- ADeveloping and implementing the firm’s various marketing campaigns.
- BManaging the firm’s various day-to-day operational activities.
- CNegotiating contracts and agreements with the firm’s labor unions.
- DMonitoring and overseeing top management on behalf of shareholders.
Câu 25Nhận biết
Question 25: A “blue ocean strategy” involves:
- ACreating a new, uncontested market space to make competition irrelevant.
- BCompeting head-to-head with rivals in a crowded, existing market space.
- CAcquiring direct competitors in order to dominate an existing market.
- DFocusing on a low-cost strategy in a highly competitive, crowded market.
Câu 26Nhận biết
Question 26: The main purpose of establishing annual objectives is to:
- ATo fulfill the company’s various legal and regulatory reporting requirements.
- BTo define the company’s broad and inspiring vision for the next decade.
- CTo complete the analysis of the company’s external business environment.
- DTo serve as a basis for resource allocation and for monitoring progress.
Câu 27Nhận biết
Question 27: A transnational strategy is most appropriate when:
- AWhen pressures for cost reduction are low but local responsiveness is high.
- BWhen pressures for both cost reduction and local responsiveness are high.
- CWhen pressures for cost reduction are high but local responsiveness is low.
- DWhen pressures for both cost reduction and local responsiveness are low.
Câu 28Nhận biết
Question 28: A company’s “core competencies” are its:
- APrimary tangible assets, such as its plants, property, and equipment.
- BFormal organizational structure and official reporting relationships.
- CUnique resources and capabilities that act as a source of competitive advantage.
- DMost profitable products and services that are currently on the market.
Câu 29Nhận biết
Question 29: When a company buys one of its direct competitors, it is an example of:
- AHorizontal Integration, which involves gaining control over competitors.
- BBackward Integration, which involves gaining control over suppliers.
- CForward Integration, which involves gaining control over distributors.
- DUnrelated Diversification, which involves entering a completely new industry.
Câu 30Nhận biết
Question 30: The ultimate goal of strategic management is to:
- ATo maximize the company’s profits in the immediate short term.
- BTo achieve and then maintain a sustainable competitive advantage.
- CTo continually increase the overall size and scale of the company.
- DTo simply write a comprehensive and detailed strategic plan document.