华南理工大学企业战略管理双语考试题

1、华南理工大学企业战略管理(双语)期末考试试题A 答案企业战略管理(双语)A卷一、 选择题(每题2 分，共 50 分)1. In formulating a strategy, management is, in effect sayingA) "this is who we are and where we are headed.''B) "this is the strategic plan we have for making money in our particular line of business."C) "we inten

2、d to make these moves to outmaneuver our rivals."D) "among all the paths we could have chosen, we have decided to focus on these markets and customer needs, compete in this fashion, allocate our resources and energies in these ways, and use these particular approaches to doing business.&qu

3、ot;E) "this is our vision of what our business will be like in the years to come."Answer: D Difficulty: Medium2. In a single-business company, the strategy-making hierarchy consists ofA) business strategy and functional strategies.B) business strategy, functional strategies, and operating

4、strategies.C) business strategy and operating strategy.D) managerial strategy, business strategy, functional strategies, and operating strategies.E) corporate strategy, functional strategies, and operating strategies.Answer: B Difficulty: Medium3.SWOT analysis isA) a helpful tool for predicting whet

5、her the company's value chain is cost competitive.B) simple tool for sizing up a company's resource capabilities and deficiencies, its market opportunities, and the external threats to its future well-being.C) a helpful tool for evaluating whether a companyis competitively stronger than its

6、closest rivals.D) a helpful tool for benchmarking whether a firm's strategy is closely matched to industry key success factors.E) a helpful tool for identifying the reasons why a company is or is not profitable.Answer: B Difficulty: Easy4. A company's actual strategy isA) mostly hidden to ou

7、tside view and is known only to top-level managers.B) typically planned well in advance and usually deviates little from the planned set of actions and business approaches because of the risks of making on-the-spot changes.C) best delegated to the company's board of directors because of their fi

8、duciary responsibility, their ultimate responsibility for the company's well-being, and their strong business expertise.D) partly proactive and partly reactive to changing circumstances.E) partly a function of the strategic vision, partly a function of the target strategic and financial objectiv

9、es, partly a function of market opportunities, and partly a function of the strategies being used by rival companies (particularly those companies that are industry leaders).Answer: D Difficulty: Medium5. Factors that cause the rivalry among competing sellers to be weak includeA) low buyer switching

10、 costs.B) rapid growth in buyer demand and high buyer costs to switch brands.C) high costs of exiting the market as compared to the costs of entering the market.D) a set of competitors that are quite diverse in terms of their strategies, objectives, and countries of origin.E) conditions where it is

11、customary for rivals to collaborate closely with both their suppliers and their customers.Answer: B Difficulty: Medium6. The competitive force of substitute products tends to be stronger in a given market whenA) buyers are relatively comfortable with using substitutes and the costs to buyers of swit

12、ching over to the substitutes are low.B) buyers view substitutes as likely to be in short supply from time to time.C) the quality and performance of the substitutes is well above what buyers need to meet their requirements.D) buyers have high psychic costs in severing existing brand relationships an

13、d establishing new ones.E) when demand for the industry's product is not very price sensitive.Answer: A Difficulty: Medium7. Achieving a cost advantage over rivals entailsA) concentrating on a narrow portion of the value chain and abandoning all other activities that create costs.B) being a firs

14、t-mover in pursuing backward and forward integration and controlling as much of the value chain as possible.3 / 13C) outmanaging rivals in controlling the cost drivers and finding creative ways to cut cost-producing activities out of the value chain.D) being a heavy user of offensive strategies and

15、a light user of defensive strategies.E) producing a standard product, redesigning the product infrequently, and having minimal advertising.Answer: C Difficulty: Medium8. A company's strategic vision is best conceived asA) a road map of a company's future a picture of its destination and mana

16、gement's rationale for going there.B) what business the companyis presently in and whyit does certain things in trying to please its customers.C) management's storyline of how it intends to make a profit with the chosen strategy.D) "who we are and what we do."E) the general strateg

17、ic outline of what the enterprise will need to do to outmaneuver rivals and achieve a competitive advantage.Answer: A Difficulty: Easy9. Business strategy concernsA) the actions and approaches crafted by management to produce successful performance in one specific line of business.B) what business t

18、o be in and whyC) which of several business models to use in pursuing company objectives.D) which of several competitive advantages to put of the company's resources behind.E) All of these.10. A companyattempting to be successful with a differentiation strategy has toA) study buyer needs and beh

19、avior carefully to learn what buyers consider important, what they think has value, and what they are willing to pay for.B) incorporate more differentiating features into its product/service than rivals.C) strive to raise buyer switching costs.D) have a well-known and respected brand name image.E) p

20、rovide a top-of-the-line product to consumers.Answer: A Difficulty: Medium11. Buyer bargaining power tends to be stronger whenA) buyers are large and can demand concessions when purchasing large quantities.B) buyers purchase the item frequently and are well-informed about sellers' products, pric

21、es, and costs.C) the costs incurred by buyers in switching to competing brands or to substitute products are relatively low.D) the products of rival sellers are weakly differentiated and buyers have considerable discretion over whether and when they purchase the product.E) All of the aboveAnswer: E

22、Difficulty: Easy12. Crafting and executing strategy are top-priority managerial tasks becauseA) every company needs to be alert to the winds of change, new opportunities, and threatening developments.B) all company personnel, and especially senior executives, need to know the answer to "who are

23、 we and where are we headed?"C) there is a compelling need for managers to proactively shape how the company's business will be conducted and because a strategy-focused organization is more likely to be a stronger bottom-line performer than an organization that views the tasks of managing s

24、trategy as secondary.D) without clear guidance as to what the company's business model and strategic intent are, managerial decision-making is likely to be rudderless.E) they help communicate to shareholders and the entire investment community "what it is we are trying to do and to achieve.

25、"Answer: C Difficulty: Easy13. The best strategic alliancesA) are highly selective, focusing on particular value chain activities and on obtaining a particular competitive benefit.B) are those whose objective is to speed next-generation products to market more quickly.C) aim at achieving greate

26、r supply chain efficiency.D) strive to reduce the number of industry key success factors.E) aim at raising the barriers to entry and insulating the partners against the impacts of the five competitive forces.Answer: A Difficulty: Medium14. Which one of the following is not part of a company's ma

27、croenvironment?A) Conditions in the economy at largeB) Population demographics and societal values and lifestylesC) Technological factors and governmental regulations and legislationD) Factors relating to competitive rivalry, a company's suppliers and customers, and competition from substitute p

28、roducts6 / 13E) A company's resource strengths and weaknesses, competencies, and competitive capabilitiesAnswer: E Difficulty: Easy15. The competitive approach of a firm pursuing a global strategyA) entails little or no strategy coordination across countries.B) usually involves cross-subsidizing

29、 the prices in those markets where there are significant country-to-country differences in the product attributes that customers are most interested in.C) is essentially the samein all country markets where it competes but it may nonetheless allow for minor country-by-country variations where necess

30、ary to satisfy buyers.D) involves selling direct to buyers (usually via the company's own sales force) to avoid having to establish networks of wholesale/retail dealers in each country market.E) involves having a wide and diverse lineup of products (models and styles), with the basic product att

31、ributes varying according to buyer preferences in each country market.Answer: C Difficulty: Easy16. The tests for evaluating the merits of one strategy over another and gauging how good a strategy is include:A) the strategic fit test, the social responsibility test, and the profitability test.B) the

32、 integrated business model test, the competitive strength test, and the profitability testC) the goodness of fit test, the competitive advantage test, and the performance test.D) the social responsibility test, the strategic intent test, and the competitive strength test.E) the opportunity-threat te

33、st, the ethical standards test, and the best strategy test.17. The difference between a company's mission statement and the concept of a strategic vision is thatA) the mission explains why it is essential to make a profit, whereas the strategic vision addresses what businesses to be in to try to

34、 make a profit.B) a mission statement typically concerns " what we do, why we are here, and where are we now" whereas the focus of a strategic vision is "where we are going and why."C) a mission deals with what to accomplish in terms of financial performance whereas a strategic v

35、ision concerns what to accomplish in terms of strategic performance.D) a mission statement deals with "where we are headed " whereas a strategic vision provides the critical answer to "how will we get there?"E) a mission is about what a companyis already doing and a vision concer

36、ns what a company ought to do.Answer: B Difficulty: Medium18. The competitive threat that outsiders will enter a market is stronger whenA) the products of rival firms are weakly differentiated, buyers have no strong preferences for the brands of existing producers, and buyers exhibit low brand loyal

37、ties.B) incumbents are unable or unwilling to fight vigorously to prevent a newcomer from gaining a market foothold.C) a newcomer can expect to earn attractive profits.D) there are interested entry candidates with sufficient expertise and resources to hurdle prevailing entry barriers.E) All of these

38、.Answer: E Difficulty: Easy19. A company's strategy evolves over time as a consequence ofA) the need to keep strategy matched to changing market conditions and changing customer needs and expectations.B) the proactive efforts of company managers to fine-tune and improve one or more pieces of the

39、 strategy.C) new managerial priorities and changing managerial judgments about what the best future course for the company is.D) the need to respond to the actions and competitive movesof rival firms.E) All of these.Answer: E Difficulty: Easy20. A company strength can relate toA) a skill or importan

40、t expertise.B) its human assets and intellectual capital.C) an achievement or attribute that puts the companyin a position of market advantage.D) organization assets such as proprietary technology, patents, quality control systems, a strong balance sheet,its partnerships or alliances with other orga

41、nizations having expertise or capabilities that enhance its owncompetitiveness.E) All of these.Answer: E Difficulty: Easy21. The chief role of functional strategies is toA) integrate the various operating-level strategies across the whole company into a unified whole.B) define the mission and strate

42、gic intent of each functional area.C) help specify the needed kinds of distinctive competencies and resource strengths.D) add relevant detail to the hows of the overall business strategy and competitive approach and provide a game plan for managing a particular activity in ways that support the over

43、all business.E) create compatible degrees of strategic intent amonga company's business functions.Answer: D Difficulty: Easy22. Whether supplier-seller relationships in an industry represent a strong or weak source of competitive pressure is a function ofA) whether the profits of suppliers are r

44、elatively high or low.B) the number of suppliers and the number of sellers.C) how aggressively rival sellers are maneuvering to form strategic alliances with each of the industry's major suppliers.D) whether suppliers can exercise sufficient bargaining power to influence the terms and conditions

45、 of supply in their favor and the extent of seller-supplier collaboration in the industry.E) whether the prices of the items being furnished by the suppliers are rising or falling.Answer: D Difficulty: Medium23. A company's value chain consistsA) the steps it goes through to convert its net inco

46、me into value for shareholders.B) the primary activities it performs in creating value for its customers and the related support activities.C) the series of steps it takes to get a product from the raw materials stage into the hands of end-users.D) the activities it performs in transforming its comp

47、etencies into distinctive competencies.E) the company's efforts and actions to build sustainable competitive advantage.Answer: B Difficulty: Medium24. Generally, internal entry into a new business is more attractive than acquiring an existing firm in the targeted industry whenA) the costs associ

48、ated with internal startup are less than the costs of buying an existing company and there is ample time to launch the new business from the ground up.B) there will be positive effects on the entrant's other existing businesses.C) the target industry is young, fragmented, and growing rapidly.D)

49、all of the potential acquisition candidates are losing money.E) the target industry is comprised of several relatively large and well-established firms.Answer: A Difficulty: Medium25. Strategy-making isA) primarily an individual responsibility rather than a group task.B) more of a collaborative group effort (that involves, to some degree, all managers and sometimes key employees) as opposed to being a function of a few high-level executives.C) first and foremost the function of a company's strategic planning staff.D) first and foremost the function and responsibility