战略管理:思维与要径(第2版) 教学课件 ppt 作者 黄旭 Text 2Word文档格式.docx
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战略管理:思维与要径(第2版) 教学课件 ppt 作者 黄旭 Text 2Word文档格式.docx
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E.Noneofthese.
2.Managersdevisecompanystrategiesbecause()
A.awell-conceivedstrategyisapowerfulindicatorofwhethermanagementhasatimelystrategicvision.
B.ofacompellingneedtoproactivelyshapehowacompany'
sbusinesswillbeconducted.
C.ofacompellingneedtomoldtheindependentdecisionsandactionsinitiatedbydepartments,managers,andemployeesacrossthecompanyintoacoordinated,company-widegameplan.
D.itissomethingthatisexpectedbyemployees,shareholders,andcreditors.
E.Bothbandc.
3.Strategicvisionsandcompanymissionstatements()
A.arebeststatedingenerictermsthatcouldapplytoanycompanyintheindustry.
B.shouldbeahighlypersonalizedthatsetsanorganizationapartfromothersinitsindustryinthesenseofspecifyingitsownidentity,businessemphasis,andpathfordevelopment.
C.arebestcraftedbytheCEO.
D.shouldbereviewedandupdatedevery6to12months.
E.shouldbespecificenoughtoindicatewhatindustrythecompanyisin,butnotsospecificastopindownexactlywhatthecompany'
sboundariesaretobe.
4.Whichoneofthefollowingrepresentsthebest-statedstrategicobjective?
()
A.Ourobjectiveisworld-classqualityandcustomerservice.
B.Ourobjectiveistobetheindustry'
stechnologicalleaderbytheyear2005.
C.Ourobjectiveistotalcustomersatisfaction.
D.Ourobjectiveistohaveabetterqualityproductthananyofourcompetitorsbytheyear2000.
E.Ourobjectiveistobecometheindustry'
sthirdlargest-volumeproducerbyincreasingourannualsalesvolumefromthecurrent1milliontonsto5milliontonsby2005.
5.Thecompetitivethreatthatoutsiderswillenteramarketisstrongerwhen( )
A.theproductsofrivalfirmsareweaklydifferentiated,buyershavenostrongpreferencesforthebrandsofexistingproducers,andbuyersexhibitlowbrandloyalties.
B.incumbentsarenotinclinedtofightvigorouslytopreventanewcomerfromgainingamarketfoothold.
C.anewcomercanexpecttoearnattractiveprofits.
D.thereareinterestedentrycandidateswithsufficientexpertiseandresourcestohurdleprevailingentrybarriers.
E.Allofthese.
6.Thecompetitivethreatofentryofnewfirmsisweakerwhen( )
A.buyersoftheindustry'
sproductsliketoexperimentwithbuyingdifferentbrandsoftheindustry'
sproduct.
B.theproductsofrivalfirmsareweaklydifferentiated,buyershavenostrongpreferencesforthebrandsofexistingproducers,andbuyersexhibitlowbrandloyalties.
C.incumbentfirmshavelittleabilitytoleveragedistributors,dealers,and/orretailerstoretaintheirbusiness.
D.incumbentfirmsarelikelytobeveryaggressiveindefendingtheirmarketpositions.
E.therearemorethantenfirmsalreadyintheindustry.
7.Apotentialentrantislikelytohavesecondthoughtsaboutactuallyattemptingentrywhen( )
A.incumbentfirmsarewillingandabletocutpricestopreservetheirmarketshares.B.retailersareskepticalaboutgivinganewcomer'
sproductsampledisplayandshelfspace.
C.marketdemandfortheindustry'
sproduct(s)isexpandingslowly.
D.itishardfornewcomerstogainaccesstoneededtechnologyandspecializedknow-how.
8.Acorecompetence( )
A.addstoacompany'
sarsenalofcompetitiveassetsandisagenuineresourcestrength.B.typicallyresidesinacompany'
speople(skillsandknowledge)andinitscapabilities,notinitsassetsonthebalancesheet.
C.issometimestheproductofeffectivecollaborationamongdifferentorganizationalunitsand/orofindividualresourcesteamingtogether.
D.Allofthese.
E.Noneoftheaboveiscorrect;
theyapplytoadistinctivecompetence,notacorecompetence.
9.Tobesuccessfulwithadifferentiationstrategy,acompanyhasto( )A.studybuyerneedsandbehaviorverycarefullytolearnwhatbuyersconsiderasimportant,whattheythinkhasvalue,andwhattheyarewillingtopayfor.
B.incorporateagreaternumberofdifferentiatingfeaturesintoitsproduct/servicethanrivals.
C.strivetoachievestrongdifferentiationratherthanweakdifferentiation.
D.outspendrivalsonadvertisingandpromotioninordertoinformandconvincebuyersofthevalueofitsdifferentiatingattributes.
E.concentrateonprovidingatop-of-the-lineproducttoconsumers.
10.Usingdomesticplantsasaproductionbaseforexportinggoodstoselectedforeigncountrymarkets( )
A.canbeanexcellentinitialstrategytotesttheinternationalwatersandlearnif
marketpositionscanb
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