PRACTICE EXAM QUESTIONS –
STRATEGY
SECTION A: SHORT QUESTIONS (2–
10 marks)
1. Define strategy in your own words.
2. What is meant by strategy-as-practice (SAP)?
3. Differentiate between intended strategy and emergent strategy.
4. List the components of PESTLE analysis.
5. Name the five forces in Porter’s model.
6. What is a core competency?
7. State FOUR characteristics of a good vision statement.
8. What is the purpose of SWOT analysis?
9. Define organisational culture.
10. List THREE types of organisational structures.
11. What is meant by strategy implementation?
12. State TWO reasons why strategies fail.
13. Define competitive advantage.
14. What is a stakeholder?
15. Explain the term strategic control.
SECTION B: MEDIUM QUESTIONS
(10–20 marks)
16. Explain the strategic management process in detail.
17. Discuss the difference between internal and external environmental analysis.
18. Explain Porter’s generic strategies with examples.
19. Discuss the importance of strategy implementation in organisations.
20. Explain the concept of strategy-as-practice and its three elements.
21. Discuss the role of leadership in strategy implementation.
22. Explain how PESTLE analysis helps organisations.
23. Discuss the importance of organisational structure in strategy execution.
24. Explain the difference between corporate and business-level strategy.
25. Discuss the role of culture in strategic success.
26. Explain the concept of emergent strategy and why it occurs.
27. Discuss the importance of strategic control systems.
, 28. Explain how SWOT analysis supports decision-making.
SECTION C: ESSAY QUESTIONS
(25–50 marks)
29. Critically discuss the view that “strategy is more about implementation than planning.”
30. Explain the strategic management process and apply it to a South African organisation of
your choice.
31. Discuss the concept of strategy-as-practice and explain how it changes traditional views
of strategy.
32. Evaluate the importance of external environmental analysis in strategy formulation.
33. “In uncertain environments, strategy is often emergent rather than planned.”
Discuss this statement with reference to Southern Africa.
34. Discuss the role of leadership, structure, and culture in successful strategy
implementation.
35. Critically evaluate Porter’s Five Forces model in a modern business environment.
36. Explain how organisations achieve sustainable competitive advantage.
37. Discuss the challenges organisations face when implementing strategy in Southern
Africa.
38. Explain the role of strategic control systems in organisational performance.
SECTION D: CASE-STYLE
QUESTIONS
39. A South African company is struggling due to economic instability and competition.
• Apply PESTLE analysis to this situation.
• Suggest strategic responses.
40. A retail company has a strong strategy but poor results.
• Identify possible reasons using implementation concepts.
• Recommend solutions.
41. A mining company wants to expand into Africa.
• Recommend a business-level strategy.
• Explain risks and environmental factors.
42. A company has a strong culture but outdated structure.
• Analyse how this affects strategy execution.
• Suggest improvements.
STRATEGY
SECTION A: SHORT QUESTIONS (2–
10 marks)
1. Define strategy in your own words.
2. What is meant by strategy-as-practice (SAP)?
3. Differentiate between intended strategy and emergent strategy.
4. List the components of PESTLE analysis.
5. Name the five forces in Porter’s model.
6. What is a core competency?
7. State FOUR characteristics of a good vision statement.
8. What is the purpose of SWOT analysis?
9. Define organisational culture.
10. List THREE types of organisational structures.
11. What is meant by strategy implementation?
12. State TWO reasons why strategies fail.
13. Define competitive advantage.
14. What is a stakeholder?
15. Explain the term strategic control.
SECTION B: MEDIUM QUESTIONS
(10–20 marks)
16. Explain the strategic management process in detail.
17. Discuss the difference between internal and external environmental analysis.
18. Explain Porter’s generic strategies with examples.
19. Discuss the importance of strategy implementation in organisations.
20. Explain the concept of strategy-as-practice and its three elements.
21. Discuss the role of leadership in strategy implementation.
22. Explain how PESTLE analysis helps organisations.
23. Discuss the importance of organisational structure in strategy execution.
24. Explain the difference between corporate and business-level strategy.
25. Discuss the role of culture in strategic success.
26. Explain the concept of emergent strategy and why it occurs.
27. Discuss the importance of strategic control systems.
, 28. Explain how SWOT analysis supports decision-making.
SECTION C: ESSAY QUESTIONS
(25–50 marks)
29. Critically discuss the view that “strategy is more about implementation than planning.”
30. Explain the strategic management process and apply it to a South African organisation of
your choice.
31. Discuss the concept of strategy-as-practice and explain how it changes traditional views
of strategy.
32. Evaluate the importance of external environmental analysis in strategy formulation.
33. “In uncertain environments, strategy is often emergent rather than planned.”
Discuss this statement with reference to Southern Africa.
34. Discuss the role of leadership, structure, and culture in successful strategy
implementation.
35. Critically evaluate Porter’s Five Forces model in a modern business environment.
36. Explain how organisations achieve sustainable competitive advantage.
37. Discuss the challenges organisations face when implementing strategy in Southern
Africa.
38. Explain the role of strategic control systems in organisational performance.
SECTION D: CASE-STYLE
QUESTIONS
39. A South African company is struggling due to economic instability and competition.
• Apply PESTLE analysis to this situation.
• Suggest strategic responses.
40. A retail company has a strong strategy but poor results.
• Identify possible reasons using implementation concepts.
• Recommend solutions.
41. A mining company wants to expand into Africa.
• Recommend a business-level strategy.
• Explain risks and environmental factors.
42. A company has a strong culture but outdated structure.
• Analyse how this affects strategy execution.
• Suggest improvements.
