1. |
The difference between strategy and operational efficiency can be best explained in terms of
(a) | Choice that the manager has to make |
(b) | Choices in relation to the trade-offs that the manager has to make |
(c) | As a necessary and sufficient condition for profitability |
(d) | As a necessary but not sufficient condition for profitability |
(e) | As neither necessary nor sufficient condition for profitability. |
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2. |
State Bank of India's slogan of "reaching out" would be in your mind, best described as a
(a) | Mission statement | (b) | Vision statement |
(c) | A strategic intent statement | (d) | A competency statement |
(e) | None of the above. |
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3. |
When Philips says, "Philips Invests", it is making a statement
(a) | For all stakeholders | (b) | For its employees |
(c) | For its shareholders | (d) | For its customers |
(e) | As a warning to its competitors. |
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4. |
The difference between strategic alliances and joint ventures can best be explained by
(a) | All strategic alliances are joint ventures |
(b) | All joint ventures are strategic alliances |
(c) | All strategic alliances are temporary phenomema |
(d) | All joint ventures involve equity participation |
(e) | There is no connection between SAs and JVs. |
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5. |
Which would best describe the SBU format?
(a) | General Insurance Corporation of India | (b) | Hindustan Lever limited |
(c) | ITC | (d) | Steel Authority of India Limited | (e) | HDFC. |
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6. |
Which of the following could be a core competences?
(a) | A brand name | (b) | Land |
(c) | Plant and machinery | (d) | Enlightened leadership |
(e) | None of the above. |
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7. |
The difference between forward integration and concentric diversification can be explained in terms of
(a) | Organization structure | (b) | Relative importance |
(c) | Systems dynamics | (d) | Core products |
(e) | None of the above. |
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8. |
The role of leadership can be best evaluated by looking at
(a) | Vision | (b) | Strategy |
(c) | Communication | (d) | Succession planning |
(e) | All of the above. |
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9. |
Strategy is a scientific response to
(a) | External threats | (b) | Internal factors |
(c) | Face competition | (d) | Uncertainty |
(e) | Planned growth. |
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10. |
Most Indian firms did not have a mission statement till recently because
(a) | It was not a statutory requirement | (b) | Companies were not professionally managed |
(c) | Growth options were controlled by Government policy | (d) | There was lack of specialists |
(e) | All of the above. |
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