班香宋艳华南理工大学企业战略管理(双语)考试题

2021年1月22日发(作者：aoao)
华南理工大学企业战略管理（双语）期
末考试试题
A
答案

《企业战略管理（双语）》
A
卷

一、

选择题（每题
2
分，共
50
分）

1. In formulating a strategy, management is, in effect saying


A)
B)
particular line of business.
C)
D)
focus on these markets and customer needs, compete in this
fashion,
allocate
our
resources
and
energies
in
these
ways,
and
use these particular approaches to doing business.
E)
years to come.
Answer: D Difficulty: Medium
2. In
a
single-business company,
the
strategy-making
hierarchy
consists
of


A) business strategy and functional strategies.
B) business strategy, functional strategies, and operating
strategies.
C) business strategy and operating strategy.
D) managerial
strategy,
business
strategy,
functional
strategies,
and operating strategies.
E) corporate strategy, functional strategies, and operating
strategies.
Answer: B Difficulty: Medium






analysis is

A) a
helpful
tool
for
predicting
whether
the
company's
value
chain
is cost competitive.
B) simple
tool
for
sizing
up
a
company's
resource
capabilities
and
deficiencies, its market opportunities, and the external
threats to its future well-being.
C) a
helpful
tool
for
evaluating
whether
a
company
is
competitively
stronger than its closest rivals.
D) a helpful tool for benchmarking whether a firm's strategy is
closely matched to industry key success factors.
E) a helpful tool for identifying the reasons why a company is or
is not profitable.
Answer: B Difficulty: Easy
4. A company's actual strategy is

A) mostly hidden to outside view and is known only to top-level
managers.
B) 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) best delegated to the company's board of directors because of
their fiduciary responsibility, their ultimate responsibility
for the company's well-being, and their strong business
expertise.
D) partly
proactive
and
partly
reactive
to
changing
circumstances.
E) partly a function of the strategic vision, partly a function
of the target strategic and financial objectives, partly a
function of market opportunities, and partly a function of the
strategies being used by rival companies (particularly those
companies that are industry leaders).
Answer: D Difficulty: Medium
5. Factors that cause the rivalry among competing sellers to be weak
include










A) low buyer switching costs.
B) rapid growth in buyer demand and high buyer costs to switch
brands.
C) high costs of exiting the market as compared to the costs of
entering the market.
D) a set of competitors that are quite diverse in terms of their
strategies, objectives, and countries of origin.
E) conditions where it is customary for rivals to collaborate
closely with both their suppliers and their customers.
Answer: B Difficulty: Medium



competitive force of substitute products tends to be stronger in
a given market when

A) buyers are relatively comfortable with using substitutes and
the costs to buyers of switching over to the substitutes are
low.
B) buyers view substitutes as likely to be in short supply from
time to time.
C) the quality and performance of the substitutes is well above
what buyers need to meet their requirements.
D) buyers have high psychic costs in severing existing brand
relationships and establishing new ones.
E) when demand for the industry's product is not very price
sensitive.
Answer: A Difficulty: Medium
7. Achieving a cost advantage over rivals entails

A) concentrating on a narrow portion of the value chain and
abandoning all other activities that create costs.
B) being a first-mover in pursuing backward and forward
integration and controlling as much of the value chain as
possible.






C) outmanaging
rivals
in
controlling
the
cost
drivers
and
finding
creative
ways
to
cut
cost-producing
activities
out
of
the
value
chain.
D) being a heavy user of offensive strategies and a light user of
defensive strategies.
E) producing a standard product, redesigning the product
infrequently, and having minimal advertising.


Answer: C Difficulty: Medium
8. A company's strategic vision is best conceived as

A) a road map of a company's future
—
a picture of its destination
and management's rationale for going there.
B) what
business
the
company
is
presently
in
and
why
it
does
certain
things in trying to please its customers.
C) management's storyline of how it intends to make a profit with
the chosen strategy.
D)
E) the general strategic outline of what the enterprise will need
to
do
to
outmaneuver
rivals
and
achieve
a
competitive
advantage.
Answer: A Difficulty: Easy
9. Business strategy concerns

A) the actions and approaches crafted by management to produce
successful performance in one specific line of business.
B) what business to be in and why
C) which of several business models to use in pursuing company
objectives.
D) which
of
several
competitive
advantages
to
put
of
the
company's
resources behind.
E) All of these.
Answer: A Difficulty: Easy








10.
A
company
attempting
to
be
successful
with
a
differentiation
strategy
has to

A) study buyer needs and behavior carefully to learn what buyers
consider important, what they think has value, and what they
are willing to pay for.
B) incorporate more differentiating features into its
product/service than rivals.
C) strive to raise buyer switching costs.
D) have a well- known and respected brand name image.
E) provide a top-of-the-line product to consumers.
Answer: A Difficulty: Medium
11. Buyer bargaining power tends to be stronger when

A) buyers are large and can demand concessions when purchasing
large quantities.
B) buyers
purchase
the
item
frequently
and
are
well-informed
about
sellers' products, prices, and costs.
C) the costs incurred by buyers in switching to competing brands
or to substitute products are relatively low.
D) the products of rival sellers are weakly differentiated and
buyers
have
considerable
discretion
over whether
and
when
they
purchase the product.
E) All of the above
Answer: E Difficulty: Easy
12. Crafting and executing strategy are top-priority managerial tasks
because

A) every company needs to be alert to the winds of change, new
opportunities, and threatening developments.
B) all company personnel, and especially senior executives, need
to know the answer to










C) there is a compelling need for managers to proactively shape
how the company's business will be conducted and because a
strategy-focused organization is more likely to be a stronger
bottom-line
performer
than
an
organization
that
views
the
tasks
of managing strategy as secondary.
D) without clear guidance as to what the company's business model
and
strategic
intent
are,
managerial
decision-making
is
likely
to be rudderless.
E) they
help
communicate
to
shareholders
and
the
entire
investment
community
Answer: C Difficulty: Easy


best strategic alliances

A) are highly selective, focusing on particular value chain
activities and on obtaining a particular competitive benefit.
B) are
those
whose
objective
is
to
speed
next-generation
products
to market more quickly.
C) aim at achieving greater supply chain efficiency.
D) strive to reduce the number of industry key success factors.
E) aim
at
raising
the
barriers
to
entry
and
insulating
the
partners
against the impacts of the five competitive forces.
Answer: A Difficulty: Medium
14. Which one of the following is not part of a company's
macroenvironment?



A) Conditions in the economy at large
B) Population demographics and societal values and lifestyles
C) Technological factors and governmental regulations and
legislation
D) Factors
relating
to
competitive
rivalry,
a
company's
suppliers
and customers, and competition from substitute products