BSG Midterm Exam 1 (Answered) Verified Solution 100%
A company's strategy
represents managerial commitment to undertake one set of actions rather than another in an effort to compete successfully and achieve good performance outcomes.
There are many routes to competitive advantage, but they all ...
bsg midterm exam 1 answered verified solution 100 a companys strategy represents managerial commitment to undertake one set of actions rather than another in an effort to compete successfully a
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BSG Midterm Exam 1 (Answered) Verified
Solution 100%
A company's strategy
represents managerial commitment to undertake one set of actions rather than another
in an effort to compete successfully and achieve good performance outcomes.
There are many routes to competitive advantage, but they all involve
providing buyers with what they perceive as superior value compared to the offerings of
rival sellers.
Which one of the following statements about whether a company's strategy can
be considered ethical is true?
just keeping a company's strategic actions within the bounds of what is legal does not
mean the strategy is ethical.
Among all the things managers do, nothing affects a company's ultimate success
or failure more fundamentally than
how well its management team charts the company's direction, develops competitively
effective strategic moves and business approaches, and pursues what needs to be
done internally to produce good day-in/day-out strategy execution and operating
excellence.
The difference between a company's strategy and a company's business model is
that
its strategy is defined by the specific market positioning, competitive moves, and
business approaches management employs to try to produce good business results
while its business model relates to management's blueprint for delivering a valuable
product or service to customers in a manner that will generate revenue sufficient to
cover costs and yield an attractive profit.
Which of the following is NOT one of the reasons that a company's strategy
evolves over time?
the need on the part of company managers to make regular strategy adjustments so as
to keep rivals off balance and always guessing about what moves it will make next.
A company achieves competitive advantage when
it has some type of edge over rivals in attracting buyers and coping with competitive
forces.
Which one of the following does NOT account for why a company's strategy
evolves over time, as shown in Figure 1.2 and explained in the accompanying text
discussion?
managerial preferences for keeping the life-cycle of any given strategy short.
In choosing among strategy alternatives, company managers
are well-advised to embrace strategic actions that can pass the test of moral scrutiny --
it is not enough to just stay within the bounds of what is legal and is in compliance with
prevailing government regulations.
A company's strategy evolves from one version to the next
as managers abandon obsolete or ineffective strategy elements, settle upon a set of
proactive strategy elements, and then -- as new circumstances unfold -- make adaptive
strategic adjustments, which gives rise to reactive strategy elements.
, According to Figure 1.1, which of the following is NOT something to look for in
identifying a company's strategy?
actions to strengthen the company's competitive position by hiring one or more new top
executives or laying off a portion of its work force or paying down its long-term debt.
The two crucial elements of a company's business model are
its profit proposition or "profit formula" and its customer value proposition.
Which one of the following questions can be used to distinguish a winning
strategy from a mediocre or losing strategy?
how well does the strategy fit the company's situation?
A company's business model
sets forth how its strategy and operating approaches will create value for customers
while at the same time generating revenues sufficient to cover costs and realize a profit.
A company's strategy is most accurately defined as
management's commitment to pursue a particular set of actions in attracting and
pleasing customers, competing successfully, capitalizing on opportunities to grow the
business, responding to changing market conditions, conducting operations, and
achieving the targeted financial and market performance.
A company's strategic plan
lays out its future direction, business purposes, performance targets, and strategy -- in
other words, a strategic vision + mission + a set of objectives + a strategy = a strategic
plan.
Which one of the following is NOT one of the external or internal considerations
in deciding on a company's future direction?
what actions should the company take to become a global leader and the first choice of
customers in every market the company competes in?
Which of the following are part of the strategy-making, strategy-executing
process shown in Figure 2.1?
setting objectives and using them as yardsticks for measuring the company's
performance and tracking its progress in achieving the intended strategic vision and
mission.
Setting and achieving strategic objectives is critically important because
a stronger market standing with buyers and improved competitive strength to combat
rivals' vitality -- especially when these result in a bigger competitive advantage -- is what
enables and empowers a company to improve its financial performance in upcoming
periods.
A company's values relate to such things as
fair treatment, honor and integrity, ethical behavior, innovativeness, teamwork,
accountability, a passion for top-notch quality or superior customer service, social
responsibility, and community citizenship.
A company with strategic intent is one that
concentrates the full force of its resources and competitive actions on achieving an
ambitious strategic outcome.
Which of the following statements about managing the task of implementing and
executing strategy is false?
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