Test Bank for Crafting and Executing Strategy 19th Edition by Thompson

Test Bank for Crafting and Executing Strategy 19th Edition by Thompson

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  • Title: Test Bank for Crafting and Executing Strategy 19th Edition by Thompson
  • Edition: 19th Edition
  • ISBN-10: 9780078112720
  • ISBN-13: 978-0078112720

The distinguishing mark of the 19th edition is its enriched and enlivened presentation of the material in each of the 12 chapters, providing an as up-to-date and engrossing discussion of the core concepts and analytical tools as you will find anywhere. There is an accompanying line-up of exciting new cases that bring the content to life and are sure to provoke interesting classroom discussions, deepening students’ understanding of the material in the process. While this 19th edition retains the 12-chapter structure of the prior edition, every chapter  indeed every paragraph and every line  has been re – examined, refined, and refreshed. New content has been added to keep the material in line with the latest developments in the theory and practice of strategic management. In other areas, coverage has been trimmed to keep the book at a more manageable size. Scores of new examples have been added, along with 16 new Illustration Capsules, to enrich understanding of the content and to provide students with a ringside view of strategy in action. The result is a text that cuts straight to the chase in terms of what students really need to know and gives instructors a leg up on teaching that material effectively. It remains, as always, solidly mainstream and balanced, mirroring both the penetrating insight of academic thought and the pragmatism of real-world strategic management.

Thompson 19e, your best case scenario!

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chapter 01
Student: ___________________________________________________________________________
1. Which of the following is NOT one of the managerial considerations in determining how to compete
successfully?

A. How can a company attract, keep, and please customers?
B. How can the company modify its entire product line to emphasize their internal service attributes?
C. How should the company respond to changing economic and market conditions?
D. How should the company be competitive against rivals?
E. How should the company position itself in the marketplace?
2. A company’s strategy concerns:

A. the market focus and plans for offering a more appealing product than rivals.
B. how it plans to make money in its chosen business.
C. management’s action plan for outperforming competitors and achieving superior profitability.
D. the long-term direction that management believes the company should pursue.
E. whether it is employing an aggressive offense to gain market share or a conservative defense to protect
its market position.
3. A company’s strategy consists of the action plan management is taking to:

A
.
grow the business, stake out a market position, attract and please customers, compete successfully,
conduct operations, and achieve performance objectives.
B. compete against rivals and establish a sustainable competitive advantage.
C. make its product offering more distinctive and appealing to buyers.
D. develop a more appealing business model than rivals.
E. identify its strategic vision, its strategic objectives, and its strategic intent.
4. The competitive moves and business approaches a company’s management is using to grow the business,
stake out a market position, attract and please customers, compete successfully, conduct operations, and
achieve organizational objectives is referred to as its:

A. strategy.
B. mission statement.
C. strategic intent.
D. business model.
E. strategic vision.
5. The objectives of a well-crafted strategy require management to strive to:

A. match rival businesses products and quality dimensions in the marketplace.
B. build profits for short-term success.
C. realign the market to provoke change in rival companies.
D. develop lasting success that can support growth and secure the company’s future over the long term.
E. re-create their business models regularly.
6. To improve performance, there are many different avenues for outcompeting rivals such as:

A. realizing a higher cost structure and lower operating profit margins than rivals in order to drive sales
growth.
B. achieving products analogous with competitors so as to be competitive in the same markets.
C. pursing similar personalized customer service or quality dimensions as rivals.
D
.
confining their operations to local or regional markets or developing product superiority or even
concentrating on a narrow product lineup.
E. None of these.
7. A company’s strategy is most accurately defined as:

A. management’s approaches to building revenues, controlling costs and generating an attractive profit.
B. the choices management has made regarding what financial plan to pursue.
C. management’s concept of “who we are, what we do, and where we are headed.”
D.the business model that a company’s board of directors has approved for outcompeting rivals and
making the company profitable.
E
.
management’s commitment to provide direction and guidance, in terms of not only what the company
should do but also what it should not do.
8. Every strategy needs:

A. a distinctive element that attracts customers and produces a competitive edge.
B. to include similar characteristics to rival company strategies.
C. to pursue conservative growth built on historical strengths.
D. to employ diverse and sundry operating practices for producing greater control over sales growth
targets.
E. to mimic the plans of the industry’s most successful companies.
9. Which of the following is NOT something a company’s strategy is concerned with?

A. Management’s choices about how to attract and please customers.
B. Management’s choices about how quickly and closely to copy the strategies being used by successful
rival companies.
C. Management’s choices about how to grow the business.
D. Management’s choices about how to compete successfully.
E. Management’s action plan for conducting operations and improving the company’s financial and
market performance.
10. Which of the following is NOT a primary focus of a company’s strategy?

A. How to attract and please customers.
B. How best to respond to changing economic and market conditions.
C. How to achieve above-average gains in the company’s stock price and thereby meet or beat shareholder
expectations.
D. How to compete successfully.
E. How to grow the business.
11. A company’s strategies stand a better chance of succeeding when:

A. it is developed through a collaborative process involving all managers and staff from all levels of the
organization.
B. managers employ conservative strategic moves based on past experience and form an underlying basis
of control.
C. it is predicated on competitive moves aimed at appealing to buyers in ways that set the company apart
from rivals.
D. managers copy the strategic moves of successful companies in its industry.
E. managers focus on meeting or beating shareholder expectations.
12. In crafting a company’s strategy:

A. management’s biggest challenge is how closely to mimic the strategies of successful companies in the
industry.
B. managers have comparatively little freedom in choosing the “hows” of strategy.
C. managers are wise not to decide on concrete courses of action in order to preserve maximum strategic
flexibility.
D
.
managers need to come up with a sustainable competitive advantage that draws in customers and
produces a competitive edge over rivals.
E
.
managers are well-advised to be risk-averse and develop a “conservative” strategy—”dare-to-bedifferent” strategies rarely are successful.
13. The heart and soul of a company’s strategy-making effort:

A. is figuring out how to become the industry’s low-cost provider.
B. is figuring out how to maximize the profits and shareholder value.
C. concerns how to improve the efficiency of its business model.
D
.
deals with how management plans to maximize profits while simultaneously operating in a socially
responsible manner that keeps the company’s prices as low as possible.
E. involves coming up with moves and actions that produce a durable competitive edge over rivals.
14. The pattern of actions and business approaches that would NOT define a company’s strategy include:

A. actions to strengthen market standing and competitiveness by acquiring or merging. with other
companies.
B. actions to strengthen competitiveness via strategic coalitions and partnerships.
C. actions to upgrade competitively important resources and capabilities.
D. actions to gain sales and market share with lower prices despite increased costs.
E. actions to strengthen the bargaining position of suppliers and distributors with rivals.
15. A company’s strategy and its quest for competitive advantage are tightly connected because:

A. without a competitive advantage a company cannot become the industry leader.
B. without a competitive advantage a company cannot have a profitable business model.
C
.
crafting a strategy that yields a competitive advantage over rivals is a company’s most reliable means of
achieving above-average profitability and financial performance.
D. a competitive advantage is what enables a company to achieve its strategic objectives.
E
.
how a company goes about trying to please customers and outcompete rivals is what enables senior
managers to choose an appropriate strategic vision for the company.
16. A company achieves a competitive advantage when:

A. it provides buyers with superior value compared to rival sellers or offers the same value at a lower
cost.
B. it has a profitable business model.
C. it is able to maximize shareholder wealth.
D. it is consistently able to achieve both its strategic and financial objectives.
E. its strategy and its business model are well-matched and in sync.
17. A creative distinctive strategy that sets a company apart from rivals and that gives it a sustainable
competitive advantage:

A. is a reliable indicator that the company has a profitable business model.
B. is every company’s strategic vision.
C
.
is a company’s most reliable ticket to above-average profitability and a competitive advantage, despite
the best efforts of competitors to match or surpass this advantage.
D
.
signals that the company has a bold, ambitious strategic intent that places the achievement of strategic
objectives ahead of the achievement of financial objectives.
E. is the best indicator that the company’s strategy and business model are well-matched and properly
synchronized.
18. What separates a powerful strategy from a run-of-the-mill or ineffective one is:

A. the ability of the strategy to keep the company profitable.
B. the proven ability of the strategy to generate maximum profits.
C. the speed with which it helps the company achieve its strategic vision.
D
.
management’s ability to forge a series of moves, both in the marketplace and internally, that sets the
company apart from rivals, and produces sustainable competitive advantage.
E. whether it allows the company to maximize shareholder value in the shortest possible time.
19. Which of the following is a frequently used strategic approach to setting a company apart from rivals and
achieving a sustainable competitive advantage?

A. Striving to be the industry’s low-cost provider, thereby aiming for a product-based competitive
advantage.
B
.
Outcompeting rivals on the basis of such differentiating features as same quality, narrower product
selection, or same value for the money.
C
.
Developing a best-cost provider strategy that gives the company competitive capabilities so that rivals
can easily imitate with capabilities of their own to even the playing field.
D
.
Focusing on a narrow market niche and winning a competitive edge by doing a better job than rivals of
serving the special needs and tastes of buyers comprising the niche.
E. All of these.
20. Which of the following is NOT a frequently used strategic approach to setting a company apart from
rivals and achieving a sustainable competitive advantage?

A. Striving to be the industry’s low-cost provider, thereby aiming for a cost-based competitive advantage.
B
.
Outcompeting rivals on the basis of such differentiating features as higher quality, wider product
selection, added performance, better service, more attractive styling, technological superiority, or
unusually good value for the money.
C. Striving to be more profitable than rivals and aiming for a competitive edge based on bigger profit
margins.
D
.
Focusing on a narrow market niche and winning a competitive edge by doing a better job than rivals of
satisfying the needs and tastes of buyers comprising the niche.
E. Developing an advantage based on offering more value for the money.
21. One of the frequently used successful and dependable strategic approaches is:

A. to come up with a distinctive element that builds strong customer loyalty and yields a winning
competitive edge.
B. to aggressively pursue all of the growth opportunities the company can identify.
C
.
to develop a product/service with more innovative performance features than what rivals are offering
and to provide customers with better after-the-sale service.
D. to come up with a business model that enables a company to earn bigger profits per unit sold than
rivals.
E. to charge a lower price than rivals and thereby win sales and market share away from rivals.
22. Winning a sustainable competitive edge over competitors generally hinges on which of the following?
A. Having a distinctive competitive product offering.
B. Building competitively valuable expertise and capabilities not readily matched, and offering a
distinctive product offering.
C. Building experience, know-how, and specialized capabilities that have been perfected over a long
period of time.
D. Having “hard to beat” capabilities and impressive product innovation.
E. All of these.
23. A company’s strategy evolves over time as a consequence of:

A.the need to keep strategy in step with changing circumstances, market conditions, and changing
customer needs and expectations.
B. the proactive efforts of company managers to fine-tune and improve one or more pieces of the
strategy.
C. the need to abandon some strategy features that are no longer working well.
D. the need to respond to the newly initiated actions and competitive moves of rival firms.
E. All of these.
24. Which of the following is NOT one of the basic reasons that a company’s strategy evolves over time?

A
.
The need on the part of company managers to initiate fresh strategic actions that boost employee
commitment and create a results-oriented culture.
B. The proactive efforts of company managers to fine-tune and improve one or more pieces of the
strategy.
C. An ongoing need to abandon those strategy features that are no longer working well.
D. The need to respond to the actions and competitive moves of rival firms.
E. The need to keep strategy in step with changing market conditions and changing customer needs and
expectations.
25. Changing circumstances and ongoing managerial efforts to improve the strategy:

A. account for why a company’s strategy evolves over time.
B. explain why a company’s strategic vision undergoes almost constant change.
C. make it very difficult for a company to have concrete strategic objectives.
D. make it very hard to know what a company’s strategy really is.
E. All of these.
26. Adapting to new conditions and constantly evaluating what is working and what needs to be improved are
normal parts of the strategy-making process which result in:

A. a profitability-driven strategy.
B. a broad market entry strategy.
C. an evolving strategy.
D. unlimited revenue generation.
E. None of these.
27. Managers must be prepared to modify their strategy in response to:

A. changing circumstances that affect performance and their desire to improve the current strategy.
B. competitor moves in the market and shifting needs of buyers.
C. stagnating market and restrictive industrial opportunities.
D. mounting evidence that the strategy is less effective.
E. All of these.
28. A company’s strategy is a “work in progress” and evolves over time because of:

A
.
the importance of developing a fresh strategic plan every year (which also has the benefit of keeping
employees from becoming bored with executing the same strategy year after year).
B. the ongoing need to imitate the new strategic moves of the industry leaders.
C. the need to make regular adjustments in the company’s strategic vision.
D. the ongoing need of company managers to react and respond to changing market and competitive
conditions.
E. the frequent need to modify key elements of the company’s business model.
29. It is normal for a company’s strategy to end up being:

A
.
a blend of offensive actions on the part of managers to improve the company’s profitability and
defensive moves to counteract changing market conditions.
B
.
a combination of conservative moves to protect the company’s market share and somewhat more risky
initiatives to set the company’s product offering apart from rivals.
C. a close imitation of the strategy employed by the recognized industry leader.
D
.
a blend of proactive actions to improve the company’s competitiveness and financial performance, and
adaptive reactions to unanticipated developments and fresh market conditions.
E
.
more a product of clever entrepreneurship than of efforts to clearly set a company’s product/service
offering apart from the offerings of rivals.
30. Crafting a deliberate strategy involves developing strategy elements that:

A. imitate as much of the market leader’s strategy as possible so as not to end up at a competitive
disadvantage.
B
.
comprise a five-year strategic plan and then fine-tuning it during the remainder of the plan period; big
changes in strategy are thus made only once every five years.
C. consist of a blend of proactive new planned initiatives plus ongoing strategy elements continued from
prior periods.
D
.
doing everything possible (in the way of price, quality, service, warranties, advertising, and so on)
to make sure the company’s product/service is very clearly differentiated from the product/service
offerings of rivals.
E. All of these accurately characterize the managerial process of crafting a company’s strategy.
31. Which of the following statements about a company’s strategy is true?

A
.
A company’s strategy is mostly hidden to outside view and is deliberately kept under wraps by top-level
managers (so as to catch rival companies by surprise when the strategy is launched).
B
.
A company’s strategy is typically planned well in advance and usually deviates little from the planned
set of actions and business approaches because of the risks of making on-the-spot changes.
C
.
A company’s strategy generally changes very little over time unless a newly appointed CEO decides to
take the company in a new direction with a new strategy.
D. A company’s strategy is typically a blend of proactive and reactive strategy elements.
E
.
A company’s strategy is developed mostly on the fly because of the constant efforts of managers to come
up with fresh moves to keep the company’s product offering clearly different and set apart from the
product offerings of rival companies.
32. A company’s realized strategy evolves from one version to the next due to:

A. changing management direction because of understanding several appealing strategy alternatives.
B
.
the proactive efforts of company managers to improve the current strategy, a need to respond to
changing customer requirements and expectations, and a need to react to fresh strategic maneuvers on
the part of rival firms.
C. ongoing turnover in the managerial and executive ranks (new managers often decide to shift to a
different strategy).
D. pressures from shareholders to boost profit margins and pay higher dividends.
E. the importance of keeping the company’s business model fresh and up-to-date.
33. Which one of the following does NOT account for WHY a company’s strategy evolves from one version
to another?

A. A need to promote stability and retain the status quo.
B. The need to abandon some strategy elements that are no longer working well.
C. A need to respond to changing customer requirements and expectations.
D. A need to react to fresh strategic maneuvers on the part of rival firms.
E. The proactive efforts of company managers to improve this or that aspect of the strategy.
34. In the course of crafting a strategy, it is common for management to:

A. abandon certain strategy elements that have grown stale or become obsolete.
B
.
modify the current strategy when market and competitive conditions take an unexpected turn or some
aspects of the company’s strategy hit a stone wall.
C. modify the current strategy in response to the fresh strategic maneuvers of rival firms.
D. take proactive actions to improve this or that piece of the strategy.
E. All of these.
35. Strategy is about competing differently than rivals, thus strategy success is about:

A. the sources of sustained advantages and superior profitability.
B
.
those emergent, unplanned, reactive, and adaptive strategies that are more appropriate than deliberate or
intended ones that drive the realized strategy.
C. matching internal resources and capabilities to the industry environment.
D. keeping the firm current with the rapid pace of change in the industry.
E. All of these.
36. A company’s business model:

A
.
concerns the actions and business approaches that will be used to grow the business, conduct
operations, please customers, and compete successfully.
B. is management’s blueprint for how it will generate revenues sufficient to cover costs and yield an
attractive profit.
C. concerns what combination of moves in the marketplace it plans to make to outcompete rivals.
D
.
deals with how it can simultaneously maximize profits and operate in a socially responsible manner
that keeps its prices as low as possible.
E
.
concerns how management plans to pursue strategic objectives, given the larger imperative of meeting
or beating its financial performance targets.
37. A company’s business model:

A. zeros in on the customer value proposition and its related profit formula.
B. is management’s storyline for how the strategy will result in achieving the targeted strategic objectives.
C. details the ethical and socially responsible nature of the company’s strategy.
D. explains how it intends to achieve high profit margins.
E. sets forth the actions and approaches that it will employ to achieve market leadership.
38. A company’s business model:

A. sets forth management’s game plan for maximizing profits for shareholders.
B. details exactly how management’s strategy will result in the achievement of the company’s strategic
intent.
C. explains how it will achieve high profit margins while at the same time charging relatively low prices
to customers.
D
.
sets forth the key components of the enterprise’s business approach, indicates how revenues will be
generated, and makes a case for why the strategy can deliver value to customers in a profitable manner.
E. sets forth management’s long-term action plan for achieving market leadership.
39. Management’s blueprint for how and why the company’s business approaches will generate revenues
sufficient to cover costs and produce attractive profits and returns on investment:

A. best describes what is meant by a company’s strategy.
B. best describes what is meant by a company’s business model.
C. accounts for why a company’s financial objectives are at the stated level.
D. portrays the essence of a company’s business purpose or mission.
E. is what is meant by the term strategic intent.
40. The difference between a company’s strategy and a company’s business model is that:

A
.
a company’s strategy is management’s game plan for achieving strategic objectives while its business
model is management’s game plan for achieving financial objectives.
B. the strategy concerns how to compete successfully and the business model concerns how to operate
efficiently.
C
.
a company’s strategy is management’s game plan for realizing the strategic vision, whereas a company’s
business model is the game plan for accomplishing the business purpose or mission.
D
.
strategy relates broadly to a company’s competitive moves and business approaches while its business
model relates to whether the revenues and costs flowing from the strategy demonstrate that the business
is viable from the standpoint of being able to generate revenues sufficient to cover costs and realize a
profit.
E
.
a company’s strategy is concerned with how to please customers while its business model is concerned
with how to please shareholders.
41. The customer value proposition lays out the company’s approach to:

A. meeting profitability guidelines without the risk of losing customers.
B. operating efficiently given the current level of customers.
C. embracing rival company approaches to gaining customers.
D. satisfying buyer wants and needs at a price customers will consider a good value.
E. None of these.
42. A winning strategy is one that:

A. builds strategic fit, is socially responsible, and maximizes shareholder wealth.
B. is highly profitable and boosts the company’s market share.
C.fits the company’s internal and external situation, builds sustainable competitive advantage, and
improves company performance.
D. results in a company becoming the dominant industry leader.
E. can pass the ethical standards test, the strategic intent test, and the profitability test.
43. A winning strategy must pass which three tests?

A. The Dominant Market Test, the Sustainable Advantage Test, and the Profit Test.
B. The Fit Test, the Competitive Advantage Test, and the Performance Test.
C. The Sustainable Advantage Test, the Fit Test, and the Profit Test.
D. The Performance Test, the Dominant Market Test, and the Fit Test.
E. The Fit Test, the Sustainable Advantage Test, and the Dominant Market Test.
44. Which one of the following questions can be used to distinguish a winning strategy from a mediocre or
losing strategy?

A. How good is the company’s business model?
B. Is the company a technology leader?
C. Does the company have low prices in comparison to rivals?
D. Is the company putting too little emphasis on behaving in an ethical and socially responsible manner?
E. How well does the strategy fit the company’s situation?
45. Which of the following questions tests the merits of the firm’s strategy and distinguishes it as a winning
strategy?

A
.
Is the company’s strategy ethical and socially responsible and does it put enough emphasis on good
product quality and good customer service?
B
.
Is the company putting too little emphasis on growth and profitability and too much emphasis on
behaving in an ethical and socially responsible manner?
C. Is the strategy resulting in the development of additional competitive capabilities?
D
.
Is the strategy helping the company achieve a sustainable competitive advantage and is it resulting in
better company performance?
E. Does the strategy strike a good balance between maximizing shareholder wealth and maximizing
customer satisfaction?
46. Crafting and executing strategy are top-priority managerial tasks because:

A. it helps management create tight fits between a company’s strategic vision and business model.
B
.
it allows all company personnel, and especially senior executives, to know the answer to “who are we,
what do we do, and where are we headed?”
C
.
it is management’s prescription for doing business, its roadmap to competitive advantage, a game plan
for pleasing customers, and its formula for improving performance.
D
.
it provides clear guidance as to what the company’s business model and strategic intent are, and helps
keep managerial decision-making from being rudderless.
E. it establishes how well executives perform these tasks and are the key determinants of executive
compensation.
47. Crafting and executing strategy are top-priority managerial tasks because:

A. they are necessary ingredients of a sound business model.
B
.
good strategy coupled with good strategy execution are the most telling signs of good management and
greatly raises the chances that a company will be a standout performer in the marketplace.
C
.
the management skills of top executives are sharpened as they work their way through the strategymaking, strategy-executing process.
D. doing these tasks helps executives develop an appropriate strategic vision, strategic intent, and a set of
strategic objectives.
E. of the contribution they make to maximizing value for shareholders.
48. Good strategy combined with good strategy execution:

A. offers a surefire guarantee for avoiding periods of weak financial performance.
B. are the two best signs that a company is a true industry leader.
C. are more important management functions than forming a strategic vision and setting objectives.
D. are the most telling signs of good management.
E. signal that a company has a superior business model.
49. The most telling signs of a well-managed company are:

A. the eagerness with which executives set stretch financial and strategic objectives and develop an
ambitious strategic vision.
B
.
aggressive pursuit of new opportunities and a willingness to change the company’s business model
whenever circumstances warrant.
C. good strategy-making combined with good strategy execution.
D. a visionary mission statement and a willingness to pursue offensive strategies rather than defensive
strategies.
E. a profitable business model and a balanced scorecard approach to measuring the company’s
performance.
50. Excellent execution of an excellent strategy is:

A. the best test of managerial excellence and the best recipe for making a company a standout performer.
B. a solid indication that managers are maximizing profits and looking out for the best interests of
shareholders.
C. the best test of whether a company is a “true” industry leader.
D. the best evidence that managers have a winning business model.
E. the best test of whether a company enjoys sustainable competitive advantage.
51. What is the foremost question in running a business enterprise?

A. What must managers do, and do well, to make a company a winner in the marketplace?
B. What can employees do, and do well, to ensure customer satisfaction?
C. What can shareholders do, and do well, to ensure a profitable company?
D. None of these.
E. All of these.
52. What is strategy and why is it important?
53. Briefly define each of the following terms.
a. Sustainable competitive advantage
b. Deliberate strategy
c. Emergent strategy
d. Realized strategy
e. Abandoned strategy
54. What are the three tests of a winning strategy?
55. Identify and briefly describe the four most frequently used strategic approaches to achieving a sustainable
competitive advantage. Provide examples.
56. What is the connection between a company’s strategy and its quest for sustainable competitive advantage?
57. Should a company’s strategy be tightly connected to its quest for competitive advantage? Why or why
not? What difference does it make whether a company has a sustainable competitive advantage or not?
58. List six things to look for in identifying the components of an organization’s strategy.
59. Why does a company’s strategy tend to evolve over time?
60. Why is a company’s strategy partly proactive and partly reactive?
61. Is it more accurate to think of strategy as being “proactive” or as being “reactive”? Why?
62. Explain why a company’s strategy cannot be completely planned out in advance and why crafting a
company’s strategy cannot be a one-time, once-and-for-all managerial exercise. Identify at least three
factors that account for why company strategies evolve.
63. Explain in detail what a company’s business model entails?
64. What are the three criteria for determining whether a company has a winning strategy?
65. How can one tell a winning strategy from a strategy that is mediocre or a loser?
66. Why is sustainable competitive advantage so important to a winning business strategy?
67. Why is it appropriate to argue that good strategy-making combined with good strategy execution are valid
signs of good management?
68. Powerful execution of a powerful strategy is a proven recipe for winning in the marketplace. True or
false? Explain your answer.
69. Good strategy + good strategy execution = good management. True or false? Justify and explain your
answer.
70. A company’s strategy represents a managerial commitment to an integrated array of considered choices
about how to compete. This includes the choice about how to capitalize on attractive opportunities to
grow the business. Why is opportunity recognition a vital component of the company’s strategy?
ch01 Key

1. B
2. C
3. A
4. A
5. D
6. D
7. E
8. A
9. B
10. C
11. C
12. D
13. E
14. D
15. C
16. A
17. C
18. D
19. D
20. C
21. A
22. E
23. E
24. A
25. A
26. C
27. E
28. D
29. D
30. C
31. D
32. B
33. A
34. E
35. A
36. B
37. A
38. D
39. B
40. D
41. D
42. C
43. B
44. E
45. D
46. C
47. B
48. D
49. C
50. A
51. A
52.
53.
54.
55.
56.
57.
58.
59.
60.
61.
62.
63.
64.
65.
66.
67.
68.
69.
70.
ch01 Summary

Category # of Questions
AACSB: Analytic 67
AACSB: Reflective Thinking 3
Blooms: Apply 2
Blooms: Remember 21
Blooms: Understand 47
Difficulty: 1 Easy 24
Difficulty: 2 Medium 42
Difficulty: 3 Hard 4
Learning Objective: 01-01 Learn what we mean by a companys strategy. 16
Learning Objective: 01-02 Grasp the concept of a sustainable competitive advantage. 6
Learning Objective: 01-03 Develop an awareness of the four most basic strategic approaches for winning a sustainable competitive advantage.
9
Learning Objective: 01-04 Understand that a companys strategy tends to evolve over time because of changing circumstances and ongoing management ef
forts to improve the companys strategy.
18
Learning Objective: 01-05 Learn why it is important for a company to have a viable business model that outlines the companys customer value proposition
and its profit formula.
6
Learning Objective: 01-06 Learn the three tests of a winning strategy. 17
Thompson – Chapter 01 70
Topic: A Companys Strategy and Its Business Model 7
Topic: The Road Ahead 1
Topic: What Do We Mean by Strategy? 46
Topic: What Makes a Strategy a Winner? 10
Topic: Why Crafting and Executing Strategy Are Important Tasks 6

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