Management 490 Chapter 6 Part 1
Study for management test
- 1.A company that has chosen to manufacture products that make use of its core competencies, often through common markets or similar technologies
- A.
Concentration Strategy
- B.
Development of Corporate Level Strategy
- C.
Related Diversification
- 2.Leads to higher financial performance
- A.
Related Diversification
- B.
Management and Resources
- C.
Development of Corporate Level Strategy
- 3.Organizations that begin with a single or small group of products and services within a single market
- A.
Direction Setting
- B.
Concentration Strategy
- C.
Related Diversification
- 4.Found to be the most profitable of business strategies
- A.
Concentration Strategy
- B.
Selection of Business and Portfolio Management
- C.
Development of Corporate Level Strategy
- 5.Allows an organization to master one business and industry environment
- A.
Related Diversification
- B.
Direction Setting
- C.
Concentration Strategy
- 6.Can prevent oversized management
- A.
Selection of Business and Portfolio Management
- B.
Selection of Tactics for Diversification and Growth
- C.
Concentration Strategy
- 7.Product maturity and obsolescence can be a risk in this strategy
- A.
Concentration Strategy
- B.
Related Diversification
- C.
Vertical Integration
- 8.Can lead to uneven cash flow and profitability
- A.
Management and Resources
- B.
Concentration Strategy
- C.
Vertical Integration
- 9.Establishment and communication of organizational mission, vision, enterprise strategy, and long-term goals
- A.
Direction Setting
- B.
Management and Resources
- C.
Primary Manufacturing
- 10.Selection of a brand approach to corporate-level strategy concentration, vertical integration, diversification, and international expansion
- A.
Related Diversification
- B.
Vertical Integration
- C.
Development of Corporate Level Strategy
- 11.Selection of resources and capabilities in which to build corporate-wide distinctive competencies
- A.
Direction Setting
- B.
Development of Corporate Level Strategy
- C.
Concentration Strategy
- 12.Management of the corporate portfolio
- A.
Selection of Tactics for Diversification and Growth
- B.
Management and Resources
- C.
Selection of Business and Portfolio Management
- 13.Emphasis given to each business unit which can also be called resources for capital, equipment, and R & D
- A.
Direction Setting
- B.
Selection of Business and Portfolio Management
- C.
Selection of Tactics for Diversification and Growth
- 14.Choice among methods of diversification. Examples include internal venturing, acquisitions, and joint ventures
- A.
Selection of Tactics for Diversification and Growth
- B.
Selection of Business and Portfolio Management
- C.
Concentration Strategy
- 15.Acquisition of resources or development of competencies leading to a sustainable competitive advantage
- A.
Management and Resources
- B.
Selection of Business and Portfolio Management
- C.
Direction Setting
- 16.Development of business-level strategies and an appropriate management structure for the corporation
- A.
Wholesaling
- B.
Related Diversification
- C.
Management and Resources
- 17.Development of an appropriate corporation structure
- A.
Direction Setting
- B.
Management and Resources
- C.
Selection of Tactics for Diversification and Growth
- 18.The extent to which a firm is involved in several stages of the industry supply chain
- A.
Transaction Cost Economics
- B.
Vertical Integration
- C.
Concentration Strategy
- 19.Raw materials (timber and crude oil) are converted into commodities (wood pulp and iron).
- A.
Final Product Manufacturing
- B.
Tangible Relatedness
- C.
Primary Manufacturing
- 20.The creation of a product that is in its final form prior to consumption
- A.
Final Product Manufacturing
- B.
Primary Manufacturing
- C.
Intangible Relatedness
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