2023 A firm has achieved when it successfully formulates and implements a value creating | Assignments Online

2023 A firm has achieved when it successfully formulates and implements a value creating | Assignments Online

Assignments Online 2023 Business & Finance

.    A firm has achieved ____ when it successfully formulates and implements a value-creating strategy.



.   

.     

.    strategic competitiveness

.   

.     

.    a permanently sustainable competitive advantage

.   

.     

.    substantial returns

.   

.     

.    legal and ethical core values

.   

10 points  

Question 2

.     Above-average returns are:



. 

.     

.    higher profits than the firm earned last year.

. 

.     

.    higher profits than the industry average over the last 10 years.

. 

.     

.    profits in excess of what an investor expects to earn from a historical pattern of performance of the firm.

. 

.     

.    profits in excess of what an investor expects to earn from other investments with a similar level of risk.

.   

10 points  

Question 3

.     The strategic management process is



. 

.     

.                a set of activities that will assure a sustainable competitive advantage and above-average returns for the firm.

. 

.     

.    a decision-making activity concerned with a firm’s internal resources, capabilities, and competencies, independent of the conditions in its external environment.

. 

.     

.    a process directed by top-management with input from other stakeholders that seeks to achieve above-average returns for investors through effective use of the organization’s resources.

. 

.     

.    the full set of commitments, decisions, and actions required for the firm to achieve above-average returns and strategic competitiveness.

.   

10 points  

Question 4

.     The economic interdependence among countries as reflected in the free movement of goods, services, financial capital and knowledge across geographic borders is defined as



.   

.     

.    hypercompetition.

.   

.     

.    boundaryless retailing.

.   

.     

.    strategic intensity.

.   

.     

.    globalization.

.   

10 points  

Question 5

.     All of the following are assumptions of the industrial organization (I/O) model EXCEPT,



. 

.     

.    Organizational decision makers are rational and committed to acting in the firm’s best interests.

. 

.     

.    Resources to implement strategies are firm-specific and attached to firms over the long-term.

. 

.     

.    The external environment is assumed to impose pressures and constraints that determine the strategies that result in above-average returns.

. 

.     

.    Firms in given industries, or given industry segments, are assumed to control similar strategically relevant resources.

.   

10 points  

Question 6

.     To have the potential to become sources of competitive advantage, resources and capabilities must be non-substitutable, valuable, ____, and ____.



.   

.     

.    unique, easy to imitate.

.   

.     

.    easy to imitate, difficult to implement.

.   

.     

.    rare, costly to imitate.

.   

.     

.    easy to implement, unique.

.   

10 points  

Question 7

.     The goal of the organization’s ____ is to capture the hearts and minds of employees, challenge them, and evoke their emotions and dreams.



.   

.     

.    Vision

.   

.     

.    Mission

.   

.     

.    Culture

.   

.     

.    Strategy

.   

10 points  

Question 8

.     Capital market stakeholders include



.   

.     

.    industry competitors.

.   

.     

.    shareholders.

.   

.     

.    employees.

.   

.     

.    government regulators.

.   

10 points  

Question 9

.     Organizational stakeholders include



.   

.     

.    Unions.

.   

.     

.    host communities.

.   

.     

.    employees.

.   

.     

.    suppliers of capital.

.   

10 points  

Question 10

.     Product market stakeholders include



.   

.     

.    Suppliers

.   

.     

.    Shareholders

.   

.     

.    Employees

.   

.     

.    the firm’s chief executive officer

 

 

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