Stategic Management
Stategic Management
Stategic Management
2. The subject ‘Strategy’ derives its origin from the world of _________ - Warfare
Week 2
1. The ________ is the theoretical lens through which internal analysis can be
conducted. - Resource Based View (RBV).
3. Extreme (X) Games, a valuable & rare capability, helped __________ to achieve
a temporary competitive advantage. - Entertainment and Sports Programming
Network (ESPN)
4. The term VRIO comes from the words _________. - value, rarity, imitability &
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organization
Week 3
1. IKEA targets young furniture buyers who want’s _________ at a very low cost. -
style
2. The three types of strategic fit are __________. - first order fit, second order fit
and third order fit
4. According to ________ model, the market environment has a direct short term
impact on the market structure. - SCP
5. Select one out of the four undermentioned, which is not considered for industry
analysis. - Inbound Logistics (Other options are - Bargaining Power of Buyers,
Threat of New Entrants & Bargaining Power of Suppliers)
6. Along with Michael Porter’s five forces model, the sixth force which is used
nowadays to carry out industry competitive analysis is __________. - the
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power of complements
8. Fragmented, emerging, mature and __________ are the four generic industry
structures. - declining
10. NAFTA is a trade agreement signed by __________. - USA, Canada & Mexico
Week 4
1. The three levels of strategy are ________. - corporate, business and functional
2. Tesla has entered into lithium mining for battery production for their electric
vehicles. This is an example of __________ strategy. - backward integration
6. The ability of a firm to create more economic value than its competitors can be
defined as __________. - cost leadership
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strategy are _________. - simple, functional and multi-divisional
Week 5
1. _________ plays a critical role in an effective product differentiation strategy. -
Advertising
9. The value net identifies four types of players that every company faces. They are
________. - suppliers, competitors, complementors and customers
10. The four broad categories of tactics used by firms are _________. - offensive,
defensive, anticipatory and engagement
Week 6
1. ________ is about creating & capturing uncontested market space thereby
making the competition irrelevant. - Blue Ocean Strategy
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2. One company’s gain is achieved at another company’s loss. This is known as
_________. - zero-sum game
4. Blue ocean strategy formulation risks are __________. - search risks, planning
risks, scale risks and business model risks
Week 7
1. Portfolio strategy is a component of _________. - corporate level strategy
3. Generally, the small or mid-size firms catering to the needs of a niche market,
which are limited in scope, rely on a _________ strategy. - no change
4. _______ are three types of stability strategies. - No change, profit and pause
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6. A firm selling their current product in an unexplored market is __________
strategy. - market development
10. ________ defines its divisions with reference to the geographic scope of each
business. - Nestle
Week 8
1. ________ is one of the broad integration strategies. - Vertical integration
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9. A firm must have the appropriate infrastructure – organizational structure,
management controls, and _________ to successfully implement a vertical
integration strategy. - compensation policies
Week 9
1. When a company agrees with the competitor brand to perform business
operations together and compete with each other simultaneously, it is then
called expansion through ____________. - cooperation
2. The business deal between Tata Motors and Marcopolo of Brazil is an example
of _________. - joint venture
3. In 2016, Dow bought out Corning, making Dow Corning a 100% Dow subsidiary.
Prior to 2016, Dow Corning was a ________ between The Dow Chemical
Company and Corning Incorporated. - joint venture
4. In a nonequity alliance, where firms allow each other to use its brand name to
sell products is called ________. - licensing agreements
8. One of the reasons for the abandoned strategic alliance between Disney and
Pixar is _________. - moral hazard
9. What makes a strategic alliance rare is the __________ to form the alliance and
the type of resources that partners pool to form the alliance. - motivation
10. The strategic alliance between Johnson & Johnson and Merck is an __________
alliance. - inimitable and rare
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Week 10
1. A _______ agreement can be defined as “an agreement where two or more
firms hold equity capital in a venture over which has some degree or control.” -
joint venture
2. Most of the strategic alliances created in mining bauxite takes the form of
________. - joint ventures
5. In market extension merger & acquisition (related M&A), firms go looking for
complementary ________. - markets
6. Research has shown that no value is created for ________ firms in a merger and
acquisition. - acquiring
8. In a merger & acquisition, ________ include any of the variety of actions that a
target firm’s managers can take to make the acquisition prohibitively
expensive. - poison pills
10. The Federal Trade Commission of _________ is charged with the responsibility
of evaluating competitive implications of proposed strategic mergers &
acquisitions. - United States of America
Week 11
1. In a merger & acquisition, the target firm managerial responses that have the effect of
reducing the value of target firms include ______. - greenmail, standstill agreements
and poison pills
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2. In a merger & acquisition, the saying “the hunted becomes the hunter” stands for
_______. - pac man defense
4. The _______ is a very good example of “Firm Structure, Strategy & Rivalry” component
of Porter Diamond model. - Japanese automobile industry
7. In order to have a basis for international strategy, and to attract new customers,
product or services must address the ______ , wants and preferences of customers in
foreign markets as well. - needs
8. Gaining access to low cost __________ is perhaps one of the most traditional reasons
why firms began international operations. - raw materials
10. In expansion through internationalization, ________ can turn a loosing investment into
a profitable investment and vice-versa. - currency fluctuation
Week 12
1. A firm that has operations in more than one country is known as a ________. -
multinational corporation
2. Global, multi-domestic, international and _______ are strategies for expansion through
internationalization. - transnational
3. _______ strategy is a process through which you cut down all those products and
services that aren’t profiting your business to achieve financial stability. - Retrenchment
4. ________ is one of the indicators that mandate a firm to adopt divestment strategy. -
Legal pressures
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liquidation
7. The three types of liquidation strategy are creditors voluntary liquidation, members
voluntary liquidation and ________. - Compulsory liquidation
8. The _______ strategy means making the use of other grand strategies simultaneously. -
combination
9. _________ may be said to consist of securing resources, organizing these resources and
directing the use of these resources within and outside the organization. - Strategy
implementation
10. _________ to change can be considered the single greatest threat to successful strategy
implementation. - Resistance
Week 13
1. ________ is a strategic decision-making tool to analyze the different options for
expansion available to a business. - Ansoff Matrix
2. ________ is one of the possible growth strategies as per Ansoff matrix. - Market
Development
3. As per Ansoff Matrix, selling existing products in new markets is __________ strategy. -
market development
9. _________ is a strategy tool that offers a systematic approach for the multi business
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enterprises to prioritize their investments among the various business units. - GE 9 Cell
Matrix
10. In using GE 9 Cell Matrix, each business is appraised in terms of dimensions, market
attractiveness and __________. business strength
Week 14
1. _________ is a tool that analyzes firm’s organizational design by looking at 7 key
internal elements. - McKinsey 7 S Model
2. McKinsey 7 S Model comprises of Structure, Strategy, Systems, Skills, Style, Staff and
_______. - shared values
3. As per McKinsey 7 S Model, _______ are the processes and procedures of the company
which reveals businesses daily activities and how decisions are made. - systems
4. ________ are the core of McKinsey’s 7 S Model. They are norms and standards that
guide employee behavior and company actions and thus are the foundation of every
organization. - Shared values
9. Balanced Scorecard was introduced by _________. - Robert Kaplan and David Norton
10. _______ map gives directions, shows pathways and helps to achieve objectives. -
Strategy
Week 15
1. ________ is also known as product market expansion grid. - Ansoff Matrix
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development
4. The more profitable the industry is the more _________ it becomes. - attractive
5. ________ indicates how hard or easy it will be for a company to compete in the market
and earn profits. - Industry attractiveness
9. Over the years, Balanced Scorecard has evolved from ‘performance measurement
system’ to ‘performance management system’ to ___________. - strategy
management system
10. One of the most powerful elements in the Balanced Scorecard methodology is
_________. - strategy map
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