Robbins Mgmt11 Tb09

Management, 11e (Robbins/Coulter)
Chapter 9 Strategic Management
1) A business model describes how a company is going to make money.

Answer: TRUE
Page Ref: 225
Topic: Corporate Strategies
Objective: 1
Difficulty: Easy
Classification: Conceptual
2) The first step in the strategic management process is analyzing the external environment.
Answer: FALSE
Page Ref: 227
Objective: 2
Difficulty: Easy
3) Evaluating an organization's intangible assets is part of conducting an internal analysis in the

strategic management process.
Answer: TRUE
Page Ref: 228
Objective: 2
Difficulty: Easy
4) Activities that an organization does well or resources that it has available are called
capabilities.
Answer: FALSE
Page Ref: 228
Objective: 2
Difficulty: Easy
5) When conducting a SWOT analysis, threats are activities the organization doesn't do well or
resources it needs but doesn't possess.
Answer: FALSE
Page Ref: 228
Topic: Strategic Management Process
Objective: 2
Difficulty: Easy
1
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
6) Exceptional or unique organizational resources are known as core capabilities.
Answer: FALSE
Page Ref: 228
Objective: 2
Difficulty: Easy
7) A SWOT analysis includes an analysis of an organization's environmental opportunities and

threats.
Answer: TRUE
Page Ref: 228
Objective: 2
Difficulty: Easy
8) The final step in the strategic management process is implementing the objectives.
Answer: FALSE
Page Ref: 228
Objective: 2
Difficulty: Easy
9) Corporate strategies determine what business a company is in or wants to be in, and what it
wants to do with those businesses.
Answer: TRUE
Page Ref: 228
Objective: 3
Difficulty: Easy
10) Diversification is an example of a corporate retrenchment strategy.

Answer: FALSE
Page Ref: 229
Objective: 3
Difficulty: Easy
2
11) If Burger King were to buy out Mom and Pop's Burgers, Burger King would be growing by
vertical integration.
Answer: FALSE
Page Ref: 229
Objective: 3
Difficulty: Easy
12) A trucking company that grows by purchasing a chain of gasoline stations is engaged in
horizontal integration.
Answer: FALSE
Page Ref: 229
Objective: 3
Difficulty: Easy
13) A stability strategy is an organizational strategy in which an organization maintains the status
quo.
Answer: TRUE
Page Ref: 230
Objective: 3
Difficulty: Easy
14) A retrenchment strategy is a short-run renewal strategy that helps an organization stabilize
operations, revitalize organizational resources and capabilities, and prepare to compete once
again.
Answer: TRUE
Page Ref: 230
Objective: 3
Difficulty: Easy
15) A turnaround strategy is a type of renewal strategy used when an organization is in serious
trouble.
Answer: TRUE
Page Ref: 230
Objective: 3
Difficulty: Easy
3
16) The BCG matrix evaluates an organization's various businesses to identify which ones offer
high potential and which ones drain organizational resources.
Answer: TRUE
Page Ref: 230-231
Objective: 3
Difficulty: Easy
17) Stars, one of the four business groups in the BCG matrix, are characterized by low growth
and low market share.
Answer: FALSE
Page Ref: 231
Objective: 3
Difficulty: Easy
18) Within an organization, the single independent businesses that formulate their own
competitive strategies are known as strategic business units.
Answer: TRUE
Page Ref: 231
Objective: 4
Difficulty: Easy
19) A company that competes by offering unique products that are widely valued by customers is
following a differentiation strategy.
Answer: TRUE
Page Ref: 234
Objective: 4
Difficulty: Easy
20) Managers using the strategic management process always achieve positive outcomes.
Answer: FALSE
Page Ref: 236
Topic: Competitive Strategies
Objective: 5
Difficulty: Easy
4
21) A ________ describes the rationale of how a company is going to make money.
A) functional strategy
B) business model
C) SWOT analysis
D) core competency
Answer: B
Page Ref: 225
Topic: Strategic Management
Objective: 1
Difficulty: Easy
22) The first four steps of the strategic management process describe the strategic ________ that
must take place in an organization.
A) evaluation
B) controlling
C) planning
D) implementation
Answer: C
Page Ref: 226
Objective: 2
Difficulty: Easy
23) Defining the organizational mission forces managers to identify ________.

A) what the labor supply is like in the locations where the organization operates
B) what the organization is in business to do
C) what the competitor is doing
D) what pending legislation will affect the organization
Answer: B
Page Ref: 227
Objective: 2
Difficulty: Moderate
24) Managers do an external analysis so that they know about ________.

A) the firm's basic beliefs and ethical priorities
B) what the competition is doing
C) resources the firm does not possess
D) their organization's core competencies
Answer: B
Page Ref: 227
Objective: 2
Difficulty: Easy
5
25) When an organization is analyzing its labor supply, it is studying its ________.
A) organizational culture
B) internal environment
C) external environment
D) organizational mission
Answer: C
Page Ref: 227
Objective: 2
Difficulty: Easy
26) ________ are positive trends in the external environment.

A) Strengths
B) Threats
C) Weaknesses
D) Opportunities
Answer: D
Page Ref: 227
Objective: 2
Difficulty: Easy
27) Computer peripherals provider Ascent plans to enter a new market in another country. Which
of the following represents a threat for Ascent?
A) Ascent's profit margin in the previous year was its lowest on record and it will require long-
term planning to improve margins.
B) Ascent lacks the resources to enter the market on its own and has to find a partner in the new
market.
C) Ascent will have to plan its entry carefully as the laws in the country do not favor foreign
businesses.
D) Ascent needs to improve its service capabilities in the new country as this is an important
source of revenue.
Answer: C
Page Ref: 227
AACSB: Analytic Skills
Objective: 2
Classification: Application
6
28) A study of the external environment allows a manager to understand the ________ and
________ for the organization.
A) threats; weaknesses
B) strengths; weaknesses
C) strengths; opportunities
D) opportunities; threats
Answer: D
Page Ref: 227
Objective: 2
Difficulty: Easy
29) Helen, the owner of Crazy Cupcakes, is conducting a SWOT analysis of her company to find
out where she can improve her business and to identify possibilities for expansion. Which of the
following represents an opportunity for expansion?
A) There has been a trend toward personalized cupcakes for a variety of occasions.
B) The production process was found to be highly efficient and wastage was kept to a minimum.
C) In a taste test, Crazy Cupcakes products ranked higher than competitors in the taste and
texture segments.
D) Crazy Cupcakes decorators are among the best in their field and design plays a major role in
the popularity of the products.
Answer: A
Page Ref: 227
Objective: 2
30) The third step in strategic management process is related to the analysis of the ________.
A) external environment
B) internal environment
C) threats and opportunities
D) competitive strategy
Answer: B
Page Ref: 228
Objective: 2
Difficulty: Easy
7
31) Bella Vista Clothing targets teenage girls with a range of affordable ready-to-wear clothing.
The company is opening two new outlets, as sales have been excellent. Which of the following
represents a strength for the company?
A) The company's in-house designers have a knack for identifying and popularizing fashion
trends.
B) Disposable income is rising and consumers willl have more money to spend on clothes.
C) Overseas customers have shown an interest in buying Bella Vista clothes through the
company's online store.
D) A long-time competitor recently went out of business and Bella Vista can cut down on its
advertising budget.
Answer: A
Page Ref: 228
Objective: 2
32) If a bank estimates the capabilities of its employees who provide customer service prior to
implementing a new training program designed to change their method of providing customer
service, it is ________.
A) conducting an external analysis
B) formulating its competitive strategies
C) doing an internal analysis
D) formulating its corporate strategies
Answer: C
Page Ref: 228
Objective: 2
Difficulty: Easy
33) An organization's financial, physical, human, and intangible assets are known as its
________.
A) resources
B) capabilities
C) opportunities
D) core competencies
Answer: A
Page Ref: 228
Objective: 2
Difficulty: Easy
8
34) The major value-creating capabilities of the organization are known as its ________.
A) strengths
B) opportunities
C) core competencies
D) resources
Answer: C
Page Ref: 228
Objective: 2
Difficulty: Easy
35) The combined external and internal analyses are called ________.
A) competitor analysis
B) industry analysis
C) market analysis
D) SWOT analysis
Answer: D
Page Ref: 228
Objective: 3
Difficulty: Easy
36) The final step in the strategic management process allows an organization to understand the
________.
A) effectiveness of the strategies used
B) implementation of the strategies
C) formulation of the strategies
D) resources and capabilities it possesses
Answer: A
Page Ref: 228
Objective: 2
Difficulty: Easy
37) Top-level managers are responsible for ________ strategies.

A) differentiation
B) corporate
C) competitive
D) functional
Answer: B
Page Ref: 228
Objective: 3
Difficulty: Easy
9
38) Lower-level managers are responsible for ________ strategies.
A) functional
B) stability
C) corporate
D) growth
Answer: A
Page Ref: 228
Objective: 3
Difficulty: Easy
39) A ________ strategy determines what businesses a company is in or wants to be in, and what
it wants to do with those businesses.
A) competitive
B) functional
C) focus
D) corporate
Answer: D
Page Ref: 228
Objective: 3
Difficulty: Easy
40) What are the three main types of corporate strategies?

A) stability, focus, and turnaround
B) growth, stability, and renewal
C) growth, cost leadership, and differentiation
D) stability, differentiation, and focus
Answer: B
Page Ref: 229
Objective: 3
Difficulty: Easy
10
41) A ________ strategy is when an organization expands the number of markets served or the
products offered.
A) growth
B) renewal
C) stability
D) retrenchment
Answer: A
Page Ref: 229
Objective: 3
42) Organizations grow by using strategies of ________.

A) concentration, integration, or diversification
B) concentration, integration, or stabilization
C) integration, diversification, or differentiation
D) integration, diversification, or functionalization
Answer: A
Page Ref: 229
Objective: 3
Difficulty: Easy
43) An organization that grows using ________ focuses on its primary line of business and
increases the number of products offered or markets served in this primary business.
A) concentration
B) horizontal integration
C) vertical integration
D) diversification
Answer: A
Page Ref: 229
Objective: 3
Difficulty: Easy
44) In ________, the organization becomes its own supplier so it can control its inputs.
A) concentrated integration
B) backward vertical integration
C) forward vertical integration
D) horizontal integration
Answer: B
Page Ref: 229
Objective: 3
Difficulty: Easy
11
45) Florance is a chain of flower shops in the Chicago area. The company recently acquired
Knick-knacks, which owns three gift shops. Which of the following is most similar to this
acquisition?
A) Construction firm Donaldson acquired Fabrica Textiles as it seemed like a good investment.
B) Faced with mounting raw material costs, I&A Products took over its supplier, BR
Corporation.
C) Dallas Shoes buys out RunTime Shoes and expands its distribution channels through
RunTime outlets.
D) Toy World acquired Unicorn Children's Books and now retails both toys and books from co-
branded outlets.
Answer: D
Page Ref: 229
Objective: 3
46) In ________, the organization gains control of its outputs by becoming its own distributor.
A) diversified integration
B) concentrated integration
C) backward vertical integration
D) forward vertical integration
Answer: D
Page Ref: 229
Objective: 3
Difficulty: Easy
47) In ________, a company grows by combining with competitors.

A) concentrated integration
D) diversified integration
Answer: B
Page Ref: 229
Objective: 3
Difficulty: Easy
12
48) When L'Oreal acquired The Body Shop, it carried out ________.
A) horizontal integration
B) forward horizontal integration
C) backward horizontal integration
D) diversified integration
Answer: A
Page Ref: 229
Objective: 3
Difficulty: Easy
49) Ronald's has been in the fast food business for five years. After struggling for two years, it
finally broke even, and the french fries it offers are its most popular product. However, during
the past year, its business has suffered because the farm that used to supply it with potatoes has
increased its prices drastically. What should Ronald's do to control its production costs?
A) Ronald's should reorganize its organizational hierarchy to increase efficiency.
B) Ronald's should buy out the farm and become its own supplier.
C) Ronald's should open more distribution outlets.
D) Ronald's should broaden its product range by introducing potato nuggets on its menu.
Answer: B
Page Ref: 229
Objective: 3
50) An organization that is diversifying its product line is exhibiting what type of corporate
strategy?
A) turnaround strategy
B) retrenchment strategy
C) growth strategy
D) stability strategy
Answer: C
Page Ref: 230
Objective: 3
Difficulty: Easy
13
51) ________ takes place when a company combines with other companies in different, but
associated, industries.
A) Stabilized diversification
B) Horizontal integration
C) Vertical integration
D) Related diversification
Answer: D
Page Ref: 230
Objective: 3
Difficulty: Easy
52) When a company combines with firms in different and dissimilar industries, it indulges in
________.
A) unrelated diversification
D) stabilized diversification
Answer: A
Page Ref: 230
Objective: 3
Difficulty: Easy
53) When an organization continues serving the same clients by offering the same product or
service, maintaining market share, and sustaining the organization's current business operations,
it is following a ________ strategy.
A) renewal
B) stability
C) retrenchment
D) turnaround
Answer: B
Page Ref: 230
Objective: 3
Difficulty: Easy
14
54) ________ strategies address declining performance through retrenchment and turnaround
strategies.
A) Renewal
B) Stability
C) Growth
D) Functional
Answer: A
Page Ref: 230
Objective: 3
Difficulty: Easy
55) A ________ strategy is used to deal with minor performance problems. It helps an
organization stabilize operations, revitalize organizational resources and capabilities, and prepare
to compete once again.
A) turnaround
B) stability
C) growth
D) retrenchment
Answer: D
Page Ref: 230
Objective: 3
Difficulty: Easy
56) Which of the following provides a framework for understanding diverse businesses and helps
managers establish priorities for allocating resources?
A) a differentiation strategy
B) vertical integration
C) a corporate portfolio matrix
D) a strategic business unit
Answer: C
Page Ref: 230
Objective: 3
Difficulty: Easy
15
57) In the Boston Consulting Group (BCG) matrix, a business unit that has a low anticipated
growth rate but a high market share is known as a ________.
A) cash cow
B) star
C) dog
D) question mark
Answer: A
Page Ref: 231
Objective: 3
Difficulty: Easy
58) In the BCG matrix, a business unit that has a high anticipated growth rate but a low market
share is known as a ________.
A) star
B) dog
C) cash cow
D) question mark
Answer: D
Page Ref: 231
Objective: 3
Difficulty: Easy
59) In the BCG matrix, a ________ has a low anticipated growth rate and a low market share.
A) question mark
B) cash cow
C) dog
D) star
Answer: C
Page Ref: 231
Objective: 3
Difficulty: Easy
16
60) In the BCG matrix, a ________ enjoys a high anticipated growth rate and a high market
share.
A) question mark
B) star
C) cash cow
D) dog
Answer: B
Page Ref: 231
Objective: 3
Difficulty: Easy
61) ________ should be sold off or liquidated as they have low market share and low growth
potential.
A) Cash cows
B) Stars
C) Question marks
D) Dogs
Answer: D
Page Ref: 231
Objective: 3
Difficulty: Easy
62) Managers should "milk" cash cows for as much as they can, limit any new investment in
them, and use the large amounts of cash generated to invest in ________ and ________.
A) dogs; stars
B) cash cows; dogs
C) stars; question marks
D) question marks; dogs
Answer: C
Page Ref: 231
Objective: 3
Difficulty: Easy
17
63) Heavy investment in ________ will help take advantage of the market's growth and help
maintain high market share.
A) cash cows
B) stars
C) question marks
D) dogs
Answer: B
Page Ref: 231
Objective: 3
Difficulty: Easy
64) In an organization, the single independent businesses which formulate their own competitive
strategies are known as ________.
A) strategic growth units
B) strategic business units
C) focus units
D) service units
Answer: B
Page Ref: 231
Objective: 4
Difficulty: Easy
65) Which of the following is a competitive force under the five forces model?
A) past rivalry with competitors
B) predictable changes in the market
D) threat of substitutes
Answer: D
Page Ref: 233
Objective: 4
Difficulty: Easy
18
66) A cost leadership strategy requires a firm to ________.
A) maintain the lowest cost structure
B) be unique in its product offering
C) aim at a cost advantage in a niche market
D) match its competition in terms of costs
Answer: A
Page Ref: 233
Objective: 4
Difficulty: Easy
67) A company that competes by offering unique products that are widely valued by customers is
following a ________.
A) leadership strategy
B) differentiation strategy
C) focus strategy
D) functional strategy
Answer: B
Page Ref: 234
Objective: 4
Difficulty: Easy
68) Which of the following strategies involves a cost advantage or a differentiation advantage in
a narrow segment?
A) flexibility strategy
B) focus strategy
C) functional strategy
D) leadership strategy
Answer: B
Page Ref: 234
Objective: 4
Difficulty: Easy
19
69) A firm that is "stuck in the middle" cannot develop ________.
A) a cost or differentiation advantage
B) a functional strategy
C) a leadership strategy
D) a flexible strategy
Answer: A
Page Ref: 234
Objective: 4
Difficulty: Easy
70) Functional-level strategy directly supports the ________.

A) corporate strategy
B) competitive strategy
C) growth strategy
D) concentration strategy
Answer: B
Page Ref: 234
Objective: 4
Difficulty: Easy
71) ________ is the ability to anticipate, envision, maintain flexibility, think strategically, and
work with others in the organization to initiate changes that will create a viable and valuable
future for the organization.
A) Strategic leadership
B) Scientific management
C) Strategic competence
D) Strategic flexibility
Answer: A
Page Ref: 235
Topic: Current Strategic Management Issues
Objective: 5
Difficulty: Easy
20
72) ________ is the ability to recognize major external changes, to quickly commit resources,
and to recognize when a strategic decision is not working.
A) Strategic apprenticeship
B) Strategic flexibility
C) Strategic leadership
D) Strategic acceptability
Answer: B
Page Ref: 9-236
Objective: 5
Difficulty: Easy
73) How can an organization develop strategic flexibility?

A) It should commit resources only after thorough planning.
B) It should monitor and evaluate its past strategies.
C) It should depend on tried and tested perspectives from senior employees.
D) It should have multiple alternatives when making strategic decisions.
Answer: D
Page Ref: 236
Objective: 5
Difficulty: Easy
74) How can a cost leader use e-business to reduce costs?

A) It could automate purchasing and payment systems so that customers have detailed status
reports.
B) It could provide rapid online responses to service requests.
C) It could use Internet-based knowledge systems to shorten customer response times.
D) It could use Web-based inventory control systems that reduce storage costs.
Answer: D
Page Ref: 237
Objective: 5
Difficulty: Easy
21
75) An Internet-based knowledge management system that shortens customer response times
would be an e-business technique that contributes to the competitive advantage of a ________.
A) cost leader
B) differentiator
C) focuser
D) brick
Answer: B
Page Ref: 237
Objective: 5
Difficulty: Easy
76) Who targets a narrow market segment with customized products?

A) a differentiator
B) an integrator
C) a focuser
D) a first mover
Answer: C
Page Ref: 237
Objective: 5
Difficulty: Easy
77) A ________ firm uses both online and traditional stand-alone locations.
A) first mover
B) clicks-and-bricks
C) focuser
D) brick-and-mortar
Answer: B
Page Ref: 237
Objective: 5
Difficulty: Easy
78) An organization that initially brings a product innovation to the market is known as the
________.
A) first mover
B) free rider
C) cash cow
D) question mark
Answer: A
Page Ref: 238
Objective: 5
Difficulty: Easy
22
79) Which of the following is an advantage of being a first mover?
A) certainty over the direction of technology and market
B) low development costs
C) no financial or strategic risks
D) opportunity to begin building customer relationships
Answer: D
Page Ref: 239
Objective: 5
Difficulty: Easy
80) What is a strategic disadvantage of being a first mover?

A) least opportunity to build customer loyalty
B) risk of competitors imitating innovations
C) no cost and learning benefit
D) no control over resources
Answer: B
Page Ref: 239
Objective: 5
Difficulty: Easy
A New Business (Scenario)
Patrick majored in entrepreneurship and computer science in college. After graduation, he

decided to start his own business as an e-business entrepreneur, founding an online B2B reverse
auction company called CompuSave.
81) After hiring several employees, Patrick requires that each person in this company be
involved in studying trends involving new technology, competitors, and customers. These
employees are involved in ________.
A) external analysis
B) internal analysis
C) formulating strategies
D) implementing strategies
Answer: A
Page Ref: 227
Topic: The Strategic Management Process
Objective: 2
Difficulty: Easy
23
82) After completing an external analysis, Patrick will become aware of the ________ of the
company.
A) threats and weaknesses
B) strengths and weaknesses
C) opportunities and threats
D) strengths and opportunities
Answer: C
Page Ref: 227
Objective: 2
Difficulty: Easy
83) An internal analysis will help Patrick identify the ________ of the company.
A) strengths and weaknesses
B) opportunities and threats
C) strengths and opportunities
D) threats and weaknesses
Answer: A
Page Ref: 228
Objective: 2
Difficulty: Easy
SWOT Analysis (Scenario)
As a process of self-examination during her senior year of college, Casey decides to develop a
SWOT analysis of her prospects relative to getting a job.
84) Casey realizes that she has a personal characteristic that suggests she is not comfortable
interacting with strangers. She interprets this as a(n) ________ if she is to get a job as a
salesperson.
A) threat
B) strength
C) weakness
D) opportunity
Answer: C
Page Ref: 227
Objective: 2
24
85) Casey majored in marketing and really enjoyed studying market research as a subject.
Through research on the Internet and in the university library, she discovers that this industry
appears to have significant positive external trends. She interprets this as a(n) ________.
A) weakness
B) threat
C) strength
D) opportunity
Answer: D
Page Ref: 227
Objective: 2
Un Taco Pequeno (Scenario)
Imagine that you are the president of Taco Rocket, a new and successful chain of 100 Mexican
fast-food restaurants in the U.S. The success you have experienced in the last five years has you
thinking of what to do with the business next. Should you expand the business at the current rate
or open new and different restaurants?
86) You decide to concentrate on Taco Rocket's primary business by only increasing the menu to
include new items such as enchiladas and rice bowls. This is an example of what type of growth
strategy?
A) vertical integration
C) concentration
D) diversification
Answer: C
Page Ref: 229
Objective: 3
Difficulty: Easy
25
87) Your oldest supplier, Zorro Distributors, is a family-owned firm. Recently, the firm's
president, Diego De La Vega, made the decision to retire. To his disappointment, none of his five
children stepped forward to take his place at the helm of the firm. Sr. De La Vega is concerned
that if he sells his company to a larger distributor, many of his employees will lose their jobs.
You approach your old friend with a generous offer to buy Zorro and continue its current
operations. Should your offer be accepted, Taco Rocket would be undertaking ________.
A) horizontal integration
B) unrelated diversification
C) forward vertical integration
D) backward vertical integration
Answer: D
Page Ref: 229
Objective: 2
Difficulty: Easy
88) You decide to purchase a local five-store hardware chain because it was a good investment.
This is an example of ________.
A) concentration growth strategy
B) stabilization strategy
C) related diversification
D) unrelated diversification
Answer: D
Page Ref: 230
Objective: 2
Difficulty: Easy
89) Because of the good profits and a fear of growing too fast, you decide to keep Taco Rocket in
the same business and do not change the menu. You hope to retain the same market share and
return-on-investment record. This is considered a ________ strategy.
A) stability
B) renewal
C) retrenchment
D) turnaround
Answer: A
Page Ref: 230
Objective: 2
Difficulty: Easy
26
90) You decide to keep Taco Rocket in the same business and do not change the menu. Which of
the following, if true, would strengthen the argument for this course of action?
A) A competitor, Tacos & Tamales, has begun selling similar products at much lower prices than
Taco Rocket.
B) Taco Rocket's performance has declined significantly over the past four months.
C) Though new competitors have entered, Taco Rocket's market share has not been affected.
D) Demand for Mexican food has been increasing steadily in the U.S.
Answer: C
Page Ref: 230
Objective: 2
91) Noting the growing popularity of South-East Asian food, you decide to open a new outlet
called Rice Rocket. Which of the following, if true, could prove to be a threat to this plan?
A) You don't have the necessary expertise; you will have to recruit chefs and staff familiar with
Asian food preparation.
B) A competitor, Pan Asia, has a similar product lineup and first mover advantage in the market.
C) Rice Rocket will necessitate a complete overhaul of your existing supply process.
D) A survey indicates that the Taco Rocket brand name evokes trust and consumer loyalty.
Answer: B
Page Ref: 227
Objective: 2
Powerball (Scenario)
Colleen invested a dollar in the Powerball Lottery and won $60 million. Subsequently, she
decides to start her own business selling lawn mowers.
92) Colleen is successful after the first 3 years, and she is approached by a competitor who is
nearing retirement age. The competitor is interested in selling his business to Colleen. For
Colleen, this would be a(n) ________ strategy.
D) retrenchment
Answer: B
Page Ref: 229
Objective: 3
Difficulty: Easy
27
93) A business broker hears that Colleen is interested in purchasing a business and approaches
her with an offer to sell her a company that owns a patent on a new roofing product and who
installs this new roofing in the southwestern United States. If she buys this firm, she will be
using a(n) ________ strategy.
D) related diversification
Answer: A
Page Ref: 230
Objective: 3
Difficulty: Easy
94) No matter which business Colleen decides to buy, she intends that each company be a
strategic business unit. This means that ________.
A) each company will continue to do what it is currently doing
B) each business will be independent and will have its own competitive strategies
C) the companies will use concentration strategies that focus on their primary business lines
D) the companies will merge by means of vertical integration
Answer: B
Page Ref: 231
Objective: 4
Difficulty: Easy
El Taco Grande (Scenario)
As the original owner of Taco Rocket, you have seen your business holdings grow substantially
over the last 10 years. The number of stores you own and franchise has grown by 200 percent
and you own a number of companies in related and unrelated areas.
95) Your oldest holding, Taco Rocket, has not grown much in recent years, but due to low debt, it
generates a huge amount of cash. According to BCG, Taco Rocket would be considered a
________.
A) cash cow
B) star
C) question mark
D) dog
Answer: A
Page Ref: 231
Objective: 3
Difficulty: Easy
28
96) Recently, you also purchased a company that manufactures a new satellite dish, allowing you
to enter into the cable television market. The business is profitable and growing, but the
technological unknowns make it risky. BCG considers it a ________.
A) cash cow
B) star
C) question mark
D) dog
Answer: C
Page Ref: 231
Objective: 3
Difficulty: Easy
Megabyte Center, S.A. (Scenario)
Your old friend, Ariel Eskenazi, is the owner and general manager of Megabyte Center, a
computer reseller and systems integrator located in Panama City, Panama. Since leaving IBM to
start a business in his home country, Ariel's company has steadily grown, due in large part to the
business partnerships he has established over the years with large foreign computer and software
firms, such as Goldstar and Microsoft. These relationships have helped his company win
considerable market share in Panama, as well as in other parts of Latin America. However, since
the 1999 turnover of the Panama Canal to the Panamanian government, there has been a huge
influx of foreign capital into Panama. For example, several large Asian firms have made Panama
a beachhead for their American operations. Tourism is on the rise, with over a score of new
hotels built in the metropolitan area alone over the past three years. As a result, demand for
Megabyte's products and services has increased markedly, but so has the level and diversity of its
competition. While Megabyte's customer base has remained fairly loyal, many longtime
customers are beginning to demand price concessions and enhanced service levels in return for
their continued business. Additionally, Ariel has learned recently that several of his former
suppliers and business partners are considering establishing local sales offices of their own in
Panama City. Ariel knows you are very knowledgeable about competitive strategy and calls you
asking for advice.
97) With all the changes occurring in the computer reseller market, you advise him to stay with
his present course until the market calms down. You are recommending that Ariel use a
________ strategy.
A) renewal
B) stability
C) growth
D) retrenchment
Answer: B
Page Ref: 230
Objective: 3
Difficulty: Easy
29
98) Because his customers are demanding price concessions and enhanced service levels in
return for their continued business, Ariel decides that he wants to compete by offering unique
products that are widely valued by customers. What strategy is Ariel following?
A) focus
B) cost leadership
C) differentiation
D) stability
Answer: C
Page Ref: 234
Objective: 4
Difficulty: Easy
99) Ariel is considering forgoing the retail side of his business entirely. Instead, he will redirect
his resources toward reselling hardware and software and providing systems integration services
to the Latin American governmental and industrial sectors. Such a move would be most
representative of which one of the following strategies?
A) cost leadership
B) leadership
C) focus
D) functional
Answer: C
Page Ref: 234
Objective: 4
Difficulty: Easy
100) Altrex Apparels is a manufacturer of textile products in the United States. The company has
been incurring losses for a long time now and it hasn't been able to capture much market share.
The board of directors meets to decide on future courses of action. Some were of the opinion that
the company has the potential to grow and that they can make the company profitable by
investing more. Others were of the view that the company should be either sold off or liquidated.
Which of the following is most likely to strengthen the idea to sell off the company?
A) The textile industry in the U.S. is a mature market.
B) The company's products are characterized by high demands and low returns.
C) The company needs external support for product promotion and placement.
D) The textile industry is characterized as having high entry barriers.
Answer: A
Page Ref: 230-231
AACSB: Reflective Thinking Skills
Objective: 3
Classification: Critical Thinking
30
Cosmetic Manufacturer (Scenario)
LookYoung is a cosmetic manufacturer and a market leader in its industry. It has sustained its
competitive advantage through continuous innovation and extensive market research. It is
however, experiencing a steady decline in market performance and, more recently, in its market
share.
101) Which of the following statements supports the view that LookYoung's decreased market
performance is a result of increased threat of new entrants in the market?
A) The industry is witnessing increased capacity and intense competition in price.
B) The firm's production costs have increased drastically resulting in the reduction in quality.
C) The firm's production costs have increased along with the customers' demand for quality.
D) The industry is witnessing a steady decrease in innovative products and services.
Answer: A
Page Ref: 233
AACSB: Reflective Thinking Skills
Objective: 4
Classification: Critical Thinking
102) In a short essay, explain strategic management and why it is important.

Answer: Strategic management is what managers do to develop the organization's strategies. It
is an important task involving all the basic management functions—planning, organizing,
leading, and controlling.
There are three reasons as to why strategic management is important.
The most significant one is that it can make a difference in how well an organization performs.
Generally, there is a positive relationship between strategic planning and performance. Generally,
organizations that use strategic management have higher levels of performance.
Another reason it is important has to do with the fact that managers in organizations of all types
and sizes face continually changing situations. They cope with this uncertainty by using the
strategic management process to examine relevant factors and decide what actions to take.
Finally, strategic management is important because organizations are complex and diverse. Each
part needs to work together toward achieving the organization's goals; strategic management
helps do this.
Today, strategic management has become so important that both business organizations and not-
for-profit organizations use it.
Page Ref: 225-226
Objective: 1
31
103) Describe the strategic management process and identify the six stages in the process.
Answer: The strategic management process is a six-step process that encompasses strategy
planning, implementation, and evaluation. The first four steps describe the planning that must
take place. Step 1: Identifying the Organization's Current Mission, Goals, and Strategies - Every
organization needs a mission—a statement of its purpose. Defining the mission forces managers
to identify what it's in business to do. These statements provide clues to what these organizations
see as their purpose.
Step 2: Doing an External Analysis: Managers do an external analysis so they know, for instance,
what the competition is doing, what pending legislation might affect the organization, or what
the labor supply is like in locations where it operates. In an external analysis, managers should
examine the economic, demographic, political/legal, sociocultural, technological, and global
components to see the trends and changes. Once they have analyzed the environment, managers
need to pinpoint opportunities that the organization can exploit and threats that it must counteract
or buffer against. Opportunities are positive trends in the external environment; threats are
negative trends.
Step 3: Doing an Internal Analysis - This provides important information about an organization's
specific resources and capabilities. After completing an internal analysis, managers should be
able to identify organizational strengths and weaknesses. Any activities the organization does
well or any unique resources that it has are called strengths. Weaknesses are activities the
organization does not do well or resources it needs but does not possess. The combined external
and internal analyses are called the SWOT analysis, which is an analysis of the organization's
strengths, weaknesses, opportunities, and threats. After completing the SWOT analysis, managers
are ready to formulate appropriate strategies—that is, strategies that (1) exploit an organization's
strengths and external opportunities, (2) buffer or protect the organization from external threats,
or (3) correct critical weaknesses.
Step 4: Formulating Strategies - As managers formulate strategies, they should consider the
realities of the external environment and their available resources and capabilities in order to
design strategies that will help an organization achieve its goals. The three main types of
strategies managers will formulate include corporate, competitive, and functional.
Step 5: Implementing Strategies: Once strategies are formulated, they must be implemented. No
matter how effectively an organization has planned its strategies, performance will suffer if the
strategies are not implemented properly.
Step 6: Evaluating Results - The final step in the strategic management process is evaluating
results.
Page Ref: 227-228
Objective: 2
32
104) List and discuss the three levels of strategy that a large organization must develop.
Answer: a. Corporate Strategy - This strategy determines what businesses a company is in or
wants to be in, and what it wants to do with those business. It is based on the mission and goals
of the organization and the roles each business unit of the organization will play. It also helps top
managers decide what to do with the businesses: grow them, keep them the same, or renew them.
b. Competitive Strategy - This is a strategy for how an organization will compete in its
businesses. For a small organization in only one line of business or the large organization that
has not diversified into different products or markets, its competitive strategy describes how it
will compete in its primary or main market. For organizations in multiple businesses, however,
each business will have its own competitive strategy that defines its competitive advantage, the
products or services it will offer, and the customers it wants to reach.
c. Functional Strategy - This is the strategy used by an organization's various functional
departments to support the competitive strategy.
Page Ref: 228-234
Topic: Corporate and Competitive Strategies
Objective: 3, 4
105) List and discuss the different types of corporate strategies.

Answer: The three main types of corporate strategies are growth, stability, and renewal.
a. Growth - A growth strategy is when an organization expands the number of markets served or
products offered, either through its current business(es) or through new business(es). Because of
its growth strategy, an organization may increase revenues, number of employees, or market
share. Organizations grow by using concentration, vertical integration, horizontal integration, or
diversification.
b. Stability - A stability strategy is a corporate strategy in which an organization continues to do
what it is currently doing. Examples of this strategy include continuing to serve the same clients
by offering the same product or service, maintaining market share, and sustaining the
organization's current business operations. The organization does not grow, but does not fall
behind, either.
c. Renewal - When an organization is in trouble, something needs to be done. Managers need to
develop strategies, called renewal strategies, that address declining performance. The two main
types of renewal strategies are retrenchment and turnaround strategies.
Page Ref: 229-230
Objective: 3
33
106) Discuss the methods by which an organization grows. Give relevant examples.
Answer: Organizations grow by using concentration, vertical integration, horizontal integration,
or diversification.
An organization that grows using concentration focuses on its primary line of business and
increases the number of products offered or markets served in this primary business. For
instance,
Bose Corporation of Framingham, Massachusetts, which focuses on developing innovative audio
products has become one of the world's leading manufacturers of speakers for home
entertainment, automotive, and pro audio markets with sales of more than $2 billion by using this
strategy.
A company also might choose to grow by vertical integration, either backward, forward, or both.
In backward vertical integration, the organization becomes its own supplier so it can control its
inputs. For instance, eBay owns an online payment business that helps it provide more secure
transactions and control one of its most critical processes. In forward vertical integration, the
organization becomes its own distributor and is able to control its outputs. For example, Apple
has more than 287 retail stores worldwide to distribute its product.
In horizontal integration, a company grows by combining with competitors. For instance, French
cosmetics giant L'Oreal acquired The Body Shop.
Finally, an organization can grow through diversification, either related or unrelated. Related
diversification happens when a company combines with other companies in different, but related,
industries. For example, American Standard Cos., based in Piscataway, New Jersey, is in a
variety of businesses including bathroom fixtures, air conditioning and heating units, plumbing
parts, and pneumatic brakes for trucks. Although this mix of businesses seems odd, the
company's "strategic fit" is the efficiency-oriented manufacturing techniques developed in its
primary business of bathroom fixtures, which it has transferred to all its other businesses.
Unrelated diversification is when a company combines with firms in different and unrelated
industries. For instance, the Tata Group of India has businesses in chemicals, communications
and IT, consumer products, energy, engineering, materials, and services. In this case, there is no
strategic fit among the businesses.
Page Ref: 229-230
Objective: 3
34
107) Discuss the corporate portfolio matrix and the Boston Consulting Group (BCG) matrix.
Answer: When an organization's corporate strategy encompasses a number of businesses,
managers can manage this collection, or portfolio, of businesses using a tool called a corporate
portfolio matrix. This matrix provides a framework for understanding diverse businesses and
helps managers establish priorities for allocating resources.
The first portfolio matrix—the BCG matrix—was developed by the Boston Consulting Group
and introduced the idea that an organization's various businesses could be evaluated and plotted
using a 2 × 2 matrix to identify which ones offered high potential and which were a drain on
organizational resources. The horizontal axis represents market share (low or high) and the
vertical axis indicates anticipated market growth (low or high). A business unit is evaluated using
a SWOT analysis and placed in one of the four categories: dogs, cash cows, stars, and question
marks.
a. Dogs - They should be sold off or liquidated as they have low market share in markets with
low growth potential.
b. Cash Cows - These have low anticipated growth rate but high market share. Managers
should"milk" them for as much as they can, limit any new investment in them, and use the large
amounts of cash generated to invest in stars and question marks with strong potential to improve
market share.
c. Stars - These have high anticipated growth rate and high market share. Heavy investment in
stars will help take advantage of the market's growth and help maintain high market share. The
stars eventually develop into cash cows as their markets mature and sales growth slows.
d. Question Marks - These have high anticipated growth rate but low market share. The hardest
decision for managers relates to the question marks. After careful analysis, some will be sold off
and others strategically nurtured into stars.
Page Ref: 230-231
Objective: 3
35
108) Discuss the concept of competitive advantage and explain how quality is a competitive
advantage.
Answer: In order to develop an effective competitive strategy, managers should understand their
competitive advantage, which is what sets their organization apart—that is, the organization's
distinctive edge. The distinctive edge can come from the organization's core competencies by
doing something that others cannot do or by doing it better than others. For example, Southwest
Airlines has a competitive advantage because of its skills at giving passengers what they want-
convenient and inexpensive air passenger service. Or competitive advantage can come from the
company's resources because the organization has something that its competitors do not have.
For instance, Walmart's state-of-the-art information system allows it to monitor and control
inventories and supplier relations more efficiently than its competitors, which Walmart has
turned into a cost advantage.
Quality as a competitive advantage: If implemented properly, quality can be a way for an
organization to create a sustainable competitive advantage. That is why many organizations
apply quality management concepts in an attempt to set themselves apart from competitors. If a
business is able to continuously improve the quality and reliability of its products, it may have a
competitive advantage that cannot be taken away.
Page Ref: 232
Objective: 4
36
109) Discuss the five forces model and the various competitive strategies that an organization
may use.
Answer: In any industry, five competitive forces dictate the rules of competition. Together, these
five forces determine industry attractiveness and profitability, which managers assess using these
five factors:
1. Threat of new entrants. How likely is it that new competitors will come into the industry?
2. Threat of substitutes. How likely is it that other industries' products can be substituted for our
industry's products?
3. Bargaining power of buyers. How much bargaining power do buyers (customers) have?
4. Bargaining power of suppliers. How much bargaining power do suppliers have?
5. Current rivalry. How intense is the rivalry among current industry competitors?
Once managers have assessed the five forces and done a SWOT analysis, they are ready to select
an appropriate competitive strategy—that is, one that fits the competitive strengths (resources
and capabilities) of the organization and the industry it's in. According to Porter, no firm can be
successful by trying to be all things to all people. He proposed that managers select a strategy
that will give the organization a competitive advantage, either from having lower costs than all
other industry competitors or by being significantly different from competitors.
a. Cost Leadership Strategy - When an organization competes on the basis of having the lowest
costs (costs or expenses, not prices) in its industry, it's following a cost leadership strategy. A
low-cost leader is highly efficient. Overhead is kept to a minimum, and the firm does everything
it can to cut costs.
b. Differentiation Strategy - A company that competes by offering unique products that are
widely valued by customers is following a differentiation strategy. Product differences might
come from exceptionally high quality, extraordinary service, innovative design, technological
capability, or an unusually positive brand image.
c. Focus Strategy - This involves a cost advantage (cost focus) or a differentiation advantage
(differentiation focus) in a narrow segment or niche. Segments can be based on product variety,
customer type, distribution channel, or geographical location.
Page Ref: 233-234
Objective: 4
37
110) Discuss how managers can formulate e-business strategies that contribute to the
development of a sustainable competitive advantage in today's environment.
Answer: Managers use e-business strategies to develop a sustainable competitive advantage.
A cost leader can use e-business to reduce costs in a variety of ways. It might use online bidding
and order processing to eliminate the need for sales calls and to decrease sales force expenses; it
could use Web-based inventory control systems that reduce storage costs; or it might use online
testing and evaluation of job applicants.
A differentiator needs to offer products or services that customers perceive and value as unique.
For instance, a business might use Internet-based knowledge systems to shorten customer
response times, provide rapid online responses to service requests, or automate purchasing and
payment systems so that customers have detailed status reports and purchasing histories.
Finally, because the focuser targets a narrow market segment with customized products, it might
provide chat rooms or discussion boards for customers to interact with others who have common
interests; design niche Web sites that target specific groups with specific interests, or use Web
sites to perform standardized office functions such as payroll or budgeting.
Page Ref: 237
Objective: 5
111) Explain the term "first mover" and then list some of the advantages and disadvantages of
being a first mover in the market.
Answer: An organization that is first to bring a product innovation to the market or to use a new
process innovation is called a first mover.
Some of the advantages of being a first mover are:
a. Reputation for being innovative and industry leader
b. Cost and learning benefits
c. Control over scarce resources and keeping competitors from having access to them
d. Opportunity to begin building customer relationships and customer loyalty
Some of the disadvantages of being a first mover are:
a. Uncertainty over exact direction technology and market will go
b. Risk of competitors imitating innovations
c. Financial and strategic risks
d. High development costs
Page Ref: 238-239
Objective: 5
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Management, 11e (Robbins/Coulter)

Chapter 9 Strategic Management

1) A business model describes how a company is going to make money.

3) Evaluating an organization's intangible assets is part of conducting an internal analysis in the

7) A SWOT analysis includes an analysis of an organization's environmental opportunities and

10) Diversification is an example of a corporate retrenchment strategy.

23) Defining the organizational mission forces managers to identify ________.

24) Managers do an external analysis so that they know about ________.

26) ________ are positive trends in the external environment.

37) Top-level managers are responsible for ________ strategies.

40) What are the three main types of corporate strategies?

42) Organizations grow by using strategies of ________.

47) In ________, a company grows by combining with competitors.

70) Functional-level strategy directly supports the ________.

73) How can an organization develop strategic flexibility?

74) How can a cost leader use e-business to reduce costs?

76) Who targets a narrow market segment with customized products?

80) What is a strategic disadvantage of being a first mover?

A New Business (Scenario)

Patrick majored in entrepreneurship and computer science in college. After graduation, he

SWOT Analysis (Scenario)

Un Taco Pequeno (Scenario)

El Taco Grande (Scenario)

Megabyte Center, S.A. (Scenario)

102) In a short essay, explain strategic management and why it is important.

105) List and discuss the different types of corporate strategies.

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