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Name: _____________________________ X Id.No:_________________________ Birla Institute of Technology and Science, Pilani Comprehensive !

amination Part " #Closed Boo$% &B" C'() I Semester (*+(,+) -ate: +'.+(.(*+( &a! &ar$: +* Business Policy / Strategic &anagement Suggested Time: )* &ins 01IT "22 correct alternatives in C"PIT"2S in the ta3le. Some 4uestions have more than one correct alternative. &ar$ing: ach 4uestion fully correctly ans5ered 6*.7. Partly or completely incorrect ans5ers ,*.(7.













+% " decision regarding 5hether to ac4uire a 3usiness in an unrelated industry 5ould 3e the concern of: a. Corporate level strategy 3. Business level strategy c. <unctional level strategy d. Parent level strategy (% Consumers are less tolerant of poor 4uality than they used to 3e. This is an e!ample of: a. " macro,environmental issue 3. " value chain issue c. "n economic issue d. " $no5ledge management issue )% The competitive environment can 3e seen as 3eing influenced 3y five ma=or forces, potential entrants, po5er of 3uyers, po5er of suppliers, competitive rivalry and: a. Strategic groups 3. Su3stitutes c. Competing firms d. Competing 3rands '% Porter>s <ive <orces is used to analyse: a. The industry environment 3. The competitive environment d. The general environment 7% In Porter>s <ive <orces, 3uyer po5er is high if: a. There are fe5 su3stitutes 3. S5itching costs are lo5 c. There is ade4uate access to information a3out the product 8% In Porter>s <ive <orces, competitive rivalry 5ill 3e high if: a. There is little differentiation 3. There are high e!it 3arriers d. It is a fragmented industry

c. The macro,environment

d. There are fe5 suppliers to choose from

c. It is a mature mar$et

9% The value chain consists of: a. The primary and secondary activities that are lin$ed together in the ma$ing and delivery of a product or service 3. The primary and support activities that are lin$ed together in the ma$ing and delivery of a product or service c. The primary and peripheral activities that are lin$ed together in the ma$ing and delivery of a product or service d. In3ound logistics, operation, out3ound logistics, mar$eting and after sales service :% There are a num3er of strategic decisions to ma$e concerning the value chain. These might include: a. 0hether to ma$e or 3uy a particular product or service 3. ?o5 $no5ledge is shared throughout the organi@ation c. ?o5 each activity is lin$ed together d. ?o5 to achieve competitive advantage

;% ?amel and Prahalad are associated 5ith 5hich school of thought. a. The outside,in school 3. The positioning school d. The emergent vie5 of strategy

c. The resource,3ased vie5 of strategy

+*% The resource,3ased vie5 of the firm has 5hich of the follo5ing points of vie5A a. That competitive advantage derives from 3eing in the right industry 5ith the right generic strategy 3. The outside,in c. That competitive advantage derives from 5ithin the organi@ation d. That structure determines performance ++% The most difficult type of $no5ledge to transfer is: a. Codified $no5ledge 3. !plicit $no5ledge

c. Tacit $no5ledge

d. Technical $no5ledge

+(% Shareholders of a 3usiness can 3e 5hich of the follo5ingA a. mployees 3. Internal sta$eholders c. !ternal sta$eholders +)% Bverall cost leadership can 3e achieved 3y: a. "voidance of marginal customer accounts c. Pursuit of scale efficiencies

d. B5ners

3. Pursuit of marginal customer accounts d. Pursuit of large mar$et share

+'% C-ura3ility> of resources refers to: a. The e!tent to 5hich a competitor can access the same resources 3. The e!tent to 5hich a competitor understands the reason for competitive advantage c. The rate at 5hich they depreciate or 3ecome o3solete d. The e!tent to 5hich capa3ilities can 3e imitated +7% Dsing "nsoff>s matri!, if a firm enters ne5 mar$ets using e!isting products it is using the gro5th strategy of: a. &ar$et penetration 3. &ar$et development c. Product development d. -iversification +8% In 5hat 5ays is the E &cFinsey &atri! different from the BCE matri!A a. It includes an assessment of strengths and 5ea$nesses 3. It has eight cells rather than four c. It does not include mar$et share d. It should 3e done for one 3usiness at a time +9% Bartlett and Ehoshal identified three distinct processes in firms that considered processes to 3e more important than structures. These processes are entrepreneurial process, competence,3uilding process and: a. 1ene5al process 3. Improvement process c. 1is$ ta$ing process d. Support process +:% Senge, in his 5riting a3out Cthe learning organi@ation>, sees learning as involving adaptive learning and integrative learning. Integrative learning can 3e seen as 3eing similar to: a. 1ote learning 3. Single,loop learning c. Surface learning d. -ou3le,loop learning +;% " country that is characteri@ed 3y an acceptance of une4ually distri3uted authority and influence 5ould measure high on: a. Dncertainty avoidance 3. Po5er -istance c. &asculinity d. Dniversalism (*% B&0 has outsourced its logistics to a third party logistics provider. This is li$ely to have the effect of: a. 1educing ris$ 3. Increasing control c. Increasing ris$ d. 1educing control