Performance of ________ activities would not be possible without ________ activities.

 
A. core; support 
 
B. primary; support 
 
C. support; primary 
 
D. strategic; support 

Question 2 of 40 
An internal analysis involves an examination of the organization’s:

 
A. mission and vision. 
 
B. resources and capabilities. 
 
C. strategic objectives. 
 
D. functional and business strategies. 

Question 3 of 40 
Internal analysis is important for identifying and evaluating an organization’s:

 
A. strengths and weaknesses. 
 
B. goals and objectives. 
 
C. distinctive offerings. 
 
D. mission and vision. 

Question 4 of 40 
________ are the regular, predictable, and sequential patterns of work activities performed by organizational members.

 
A. Organizational capabilities 
 
B. Accumulated knowledge 
 
C. Actual work activities 
 
D. Organizational routines and processes 

Question 5 of 40 
After a current product-market profile has been assessed, the next step is to

 
A. identify sources of competitive advantage and the disadvantage in the main product-market segments. 
 
B. emphasize the interactions between the organization and customers. 
 
C. conduct an external assessment of competitors. 
 
D. All of the answer choices are correct. 

Question 6 of 40 
A capabilities assessment _______ is an in-depth evaluation of an organization’s capabilities.

 
A. analysis 
 
B. profile 
 
C. formulation 
 
D. review 

Question 7 of 40 
All of the following constitute primary activities except:

 
A. procurement. 
 
B. marketing and sales. 
 
C. outbound logistics. 
 
D. operations. 

Question 8 of 40 
The most important part of an internal analysis involves:

 
A. setting organizational goals. 
 
B. identifying distinctive and dynamic capabilities. 
 
C. creating a competitive advantage. 
 
D. evaluating resources, capabilities, and core competencies. 

Question 9 of 40 
Resources that are lacking or deficient and that prevent the organization from developing a sustainable competitive advantage, are known as:

 
A. weaknesses. 
 
B. strengths. 
 
C. opportunities. 
 
D. threats. 

Question 10 of 40 
The question, “Does the capability provide tangible customer benefits?” occurs under what step of the capabilities assessment profile which identifies distinctive organizational capabilities?

 
A. Sort the core capabilities and competencies according to strategic importance. 
 
B. Identify and agree on the key capabilities and competencies. 
 
C. Describe all the organizational capabilities and competencies. 
 
D. Prepare current product-market profile. 

Question 11 of 40 
The ability of Honda to use its fuel-efficient and reliable engines in automobiles, motorcycles, and power generators is an example of:

 
A. contributing to superior customer value. 
 
B. creating a product that is difficult for competitors to imitate. 
 
C. developing an innovation that can be used in a number of ways. 
 
D. simulating an effective system developed by a competitor. 

Question 12 of 40 
The key to using a(n) ________ audit is to determine how well or poorly organizational functions are being performed.

 
A. internal 
 
B. capabilities 
 
C. strategic 
 
D. functional 

Question 13 of 40 
Customer value is determined by:

 
A. a unique and different product. 
 
B. a low-priced product. 
 
C. the ability to respond to specific or distinct customer needs. 
 
D. All of the answer choices are correct. 

Question 14 of 40 
Core competencies cannot be a source of ________, but can contribute to the development of ________.

 
A. organizational goals; competitive advantage 
 
B. dynamic capabilities; internal analysis. 
 
C. competitive advantage; distinctive capabilities. 
 
D. distinctive capabilities; organizational goals 

Question 15 of 40 
Statements of desired outcomes are known as:

 
A. directed action. 
 
B. organizational goals. 
 
C. distinctive competencies. 
 
D. management vision. 

Question 16 of 40 
Resources that the organization possesses and capabilities that the organization has developed, both of which can be developed into a sustainable competitive advantage, are known as:

 
A. weaknesses. 
 
B. strengths. 
 
C. opportunities. 
 
D. threats. 

Question 17 of 40 
Southwest’s capability of quick gate turnaround time and exceptional employee-customer interactions is known as:

 
A. a distinctive organizational capability. 
 
B. an exceptional opportunity. 
 
C. a superior customer value. 
 
D. a distinguished service. 

Question 18 of 40 
The internal audit concentrates on the availability or lack of critical ________ and the level of ________.

 
A. capital; skills 
 
B. resources; capabilities 
 
C. financial resources; management 
 
D. skills; resources 

Question 19 of 40 
Special and unique capabilities that distinguish the organization from its competitors are called _______ organizational capabilities.

 
A. distinguished 
 
B. distinctive 
 
C. demonstrated 
 
D. delineated 

Question 20 of 40 
The organization’s major value-creating skills and capabilities that are shared across multiple product lines or multiple businesses are called:

 
A. distinctive organizational capabilities. 
 
B. competitive intelligence. 
 
C. core opportunities. 
 
D. core competencies. 

Part 2 of 2 –

Question 21 of 40 
The role of top-level decision makers in the strategic management process is to:

 
A. establish the overall operational goals. 
 
B. develop the overall goal that the organization hopes to achieve. 
 
C. establish functional strategies. 
 
D. supervise line managers. 

Question 22 of 40 
Product design strategies typically involve an organization’s ________ functional area.

 
A. finance 
 
B. R&D 
 
C. accounting 
 
D. HR 

Question 23 of 40 
Which are the two biggest factors in marketing?

 
A. Competitors and pricing 
 
B. Product and competitors 
 
C. Customers and competitors 
 
D. Pricing and customers 

Question 24 of 40 
In Porter’s cost leadership strategy, the main goal of the cost leader is to have the lowest ________ in the industry.

 
A. profits 
 
B. prices 
 
C. costs 
 
D. products 

Question 25 of 40 
Which of the following is not a recommended competitive strategy for developing a competitive advantage?

 
A. Reactor 
 
B. Defender 
 
C. Analyzer 
 
D. Prospector 

Question 26 of 40 
The two main support processes in an organization are:

 
A. production systems and marketing systems. 
 
B. procurement systems and HR systems. 
 
C. financial accounting systems and HR systems. 
 
D. information systems and financial accounting systems. 

Question 27 of 40 
Designing which of the following systems involves making sure we have the information we need, when the information is needed, and in the form needed?

 
A. Marketing 
 
B. Human resources 
 
C. Information 
 
D. Financial-accounting 

Question 28 of 40 
The marketing mix is commonly known as the

 
A. 4Ps 
 
B. 5Ps 
 
C. 7Ss 
 
D. 4Ss 

Question 29 of 40 
________ refer(s) to the process of creating and providing goods and services.

 
A. Marketing 
 
B. Production-operations 
 
C. High-performance work practices 
 
D. Information system 

Question 30 of 40 
________ is when organizations battle or vie for some desired object or outcome.

 
A. Competition 
 
B. Strategy 
 
C. Goal 
 
D. Objective 

Question 31 of 40 
The ________ strategy is one in which an organization continually innovates by finding and exploiting new product and market opportunities.

 
A. prospector 
 
B. defender 
 
C. analyzer 
 
D. reactor 

Question 32 of 40 
When a company builds a profitable business by “stealing” ideas from other successful peers, it is following a(n) ________ strategy.

 
A. prospector 
 
B. defender 
 
C. analyzer 
 
D. reactor 

Question 33 of 40 
If Mr. Carol wanted to introduce high-performance work practices in his organization, which of the following practices would he adopt?

 
A. Centralized decision making 
 
B. Fixed job assignments 
 
C. Limited communication 
 
D. Self-managed work teams 

Question 34 of 40 
Which of the following is NOT a way to segment specialized market niches?

 
A. Price consciousness 
 
B. Geographical 
 
C. Type of customer 
 
D. Product line segment 

Question 35 of 40 
An organization’s ________ strategies reflect its commitment to and treatment of its employees.

 
A. procurement 
 
B. corporate 
 
C. HR 
 
D. competitive 

Question 36 of 40 
Which of the following is NOT one of Miles and Snow’s adaptive strategies?

 
A. Defender 
 
B. Prospector 
 
C. Cost leader 
 
D. Analyzer 

Question 37 of 40 
Francesca has had a higher than desirable level of server turnover in her restaurant. She decided that she needs to pay better attention to which strategies?

 
A. Marketing 
 
B. Human resources 
 
C. Information 
 
D. Financial-accounting 

Question 38 of 40 
The ________ point(s) to the strategic issues organizational decision makers need to address in their pursuit of sustainable competitive advantage and high levels of performance.

 
A. portfolio analysis 
 
B. distinctive capabilities 
 
C. strengths 
 
D. SWOT analysis 

Question 39 of 40 
Determining the optimum mix of equity or debt is a decision made by which organizational support process?

 
A. Financial-accounting systems 
 
B. Corporate governance systems 
 
C. Procurement systems 
 
D. Product development systems 

Question 40 of 40 
Which of the following is included under the product functional strategies?

 
A. Supervision 
 
B. Management 
 
C. Marketing 
 
D. Leadership