Test Bank for Crafting and Executing Strategy: The Quest for Competitive Advantage: Concepts, 22th Edition by Thompson, Peteraf, Gamble, Strickland

Crafting and Executing Strategy, 22e (Thompson) Chapter 2 Charting a Company's Direction 1) The five basic tasks of the strategy-making, strategy-executing process DO NOT include A) developing a strategic vision of where the company needs to head and what its future business makeup will be. B) strategic management to convert the strategic vision into specific strategic and financial performance outcomes for the company to achieve. C) crafting a strategy to achieve the objectives and get the company where it wants to go. D) developing a profitable business model. E) executing the chosen strategy efficiently and effectively. Answer: D Explanation: The process of crafting and executing a company's strategy is an ongoing, continuous process consisting of five interrelated stages: developing a strategic vision that charts the company's long-term direction; strategic management for measuring the company's performance and tracking its progress in moving in the intended long-term direction; crafting a strategy for advancing the company along the path management has charted and achieving its performance objectives; executing the chosen strategy efficiently and effectively; and monitoring developments, evaluating performance, and initiating corrective adjustments in the company's vision and mission statement, objectives, strategy, or approach to strategy execution in light of actual experience, changing conditions, new ideas, and new opportunities. Difficulty: 1 Easy Topic: The Roles of Vision, Mission, and Values in the Strategic Management Process Learning Objective: 02-01 Why it is critical for managers to have a clear strategic vision of where the company needs to head. Bloom's: Remember AACSB: Knowledge Application Accessibility: Keyboard Navigation   2) A company's strategic plan A) maps out the company's history. B) links the company's financial targets to control mechanisms. C) outlines the competitive moves and approaches to be used in achieving the desired business results. D) focuses on offering a more appealing product than rivals. E) lists methods of making money in its chosen business. Answer: C Explanation: A strategic plan maps out where a company is headed, establishes strategic and financial targets, and outlines the competitive moves and approaches to be used in achieving the desired business results. Difficulty: 1 Easy Topic: Strategy and the Strategic Management Process Learning Objective: 02-01 Why it is critical for managers to have a clear strategic vision of where the company needs to head. Bloom's: Remember AACSB: Knowledge Application Accessibility: Keyboard Navigation 3) An integral part of the managerial process of crafting and executing strategy includes A) developing a proven business model. B) deciding how much of the company's resources to employ in the pursuit of sustainable competitive advantage. C) developing a strategic vision. D) communicating the company's values and code of conduct to all employees. E) deciding on the company's strategic intent. Answer: C Explanation: The process of crafting and executing a company's strategy is an ongoing, continuous process consisting of five interrelated stages: developing a strategic vision that charts the company's long-term direction; utilizing strategic management for measuring the company's performance and tracking its progress in moving in the intended long-term direction; crafting a strategy for advancing the company along the path management has charted and achieving its performance objectives; executing the chosen strategy efficiently and effectively; and monitoring developments, evaluating performance, and initiating corrective adjustments in the company's vision and mission statement, objectives, strategy, or approach to strategy execution in light of actual experience, changing conditions, new ideas, and new opportunities. Difficulty: 1 Easy Topic: Strategy and the Strategic Management Process Learning Objective: 02-01 Why it is critical for managers to have a clear strategic vision of where the company needs to head. Bloom's: Remember AACSB: Knowledge Application Accessibility: Keyboard Navigation   4) Integral parts of the managerial process of crafting and executing strategy include A) developing a strategic vision, strategic management, and crafting a strategy. B) developing a proven business model, deciding on the company's strategic intent, and crafting a strategy. C) strategic management, crafting a strategy, implementing and executing the chosen strategy, and deciding how much of the company's resources to employ in the pursuit of sustainable competitive advantage. D) coming up with a statement of the company's mission and purpose, strategic management, choosing what business approaches to employ, selecting a business model, and monitoring developments. E) deciding on the company's strategic intent, setting financial objectives, crafting a strategy, and choosing what business approaches and operating practices to employ. Answer: A Explanation: The process of crafting and executing a company's strategy is an ongoing, continuous process consisting of five interrelated stages: developing a strategic vision that charts the company's long-term direction; utilizing strategic management for measuring the company's performance and tracking its progress in moving in the intended long-term direction; crafting a strategy for advancing the company along the path management has charted and achieving its performance objectives; executing the chosen strategy efficiently and effectively; and monitoring developments, evaluating performance, and initiating corrective adjustments in the company's vision and mission statement, objectives, strategy, or approach to strategy execution in light of actual experience, changing conditions, new ideas, and new opportunities. Difficulty: 1 Easy Topic: The Roles of Vision, Mission, and Values in the Strategic Management Process Learning Objective: 02-01 Why it is critical for managers to have a clear strategic vision of where the company needs to head. Bloom's: Remember AACSB: Knowledge Application Accessibility: Keyboard Navigation   5) The strategy-making, strategy-executing process is shaped by A) management's strategic vision, strategic and financial objectives, and strategy. B) the decisions made by the compensation and audit committees of the board of directors. C) external factors such as the industry's economic and competitive conditions and internal factors such as the company's collection of resources and capabilities. D) the challenges of developing a sound business model. E) top executives and the board of directors; very few managers below this level are involved in the process. Answer: C Explanation: Management's decisions that are made in the strategic management process are shaped by the prevailing economic conditions and competitive environment and the company's own internal resources and competitive capabilities, as shown in Figure 2.1 and described in detail in Table 2.1. Difficulty: 2 Medium Topic: Strategy and the Strategic Management Process Learning Objective: 02-01 Why it is critical for managers to have a clear strategic vision of where the company needs to head. Bloom's: Understand AACSB: Knowledge Application Accessibility: Keyboard Navigation 6) When companies adopt the strategy-making and strategy-execution process, it requires they start by A) developing a strategic vision, mission, and values. B) developing a proven business model, deciding on the company's top management team, and crafting a strategy. C) strategic management, developing a business model, crafting a strategy, and deciding how much of the company's resources to employ in the pursuit of sustainable competitive advantage. D) coming up with a statement of the company's mission and communicating it to all employees, strategic management, selecting a business model, and monitoring developments and initiating corrective adjustments to the business model when necessary. E) deciding on the company's board of directors, setting financial objectives, crafting a strategy, and choosing what business approaches and operating practices to employ. Answer: A Explanation: Figure 2.1 displays the five-stage process. The first step is developing a strategic vision, mission, and values. Difficulty: 2 Medium Topic: Strategy and the Strategic Management Process Learning Objective: 02-01 Why it is critical for managers to have a clear strategic vision of where the company needs to head. Bloom's: Understand AACSB: Analytical Thinking Accessibility: Keyboard Navigation   7) A company's strategic vision concerns A) management's storyline of how it intends to make a profit with the chosen strategy "who we are and what we do." B) what future actions the enterprise will likely undertake to outmaneuver rivals and achieve a sustainable competitive advantage. C) "who we are and what we do." D) a company's directional path and future product-customer-market-technology focus. E) why the company does certain things in trying to please its customers. Answer: D Explanation: A strategic vision delineates management's aspirations for the business, providing a panoramic view of "where we are going" and a convincing rationale for why this makes good business sense for the company. A strategic vision thus points an organization in a particular direction, charts a strategic path for it to follow, builds commitment to the future course of action, and molds organizational identity. A clearly articulated strategic vision communicates management's aspirations to stakeholders (customers, employees, stockholders, suppliers, etc.) and helps steer the energies of company personnel in a common direction. Difficulty: 1 Easy Topic: The Roles of Vision, Mission, and Values in the Strategic Management Process Learning Objective: 02-01 Why it is critical for managers to have a clear strategic vision of where the company needs to head. Bloom's: Remember AACSB: Knowledge Application Accessibility: Keyboard Navigation   8) The real purpose of the company's strategic vision A) lays out how management plans to implement and execute a profitable business model. B) describes what business the company is presently in and why it has chosen certain operating practices to meet the needs of customers. C) serves as management's tool for giving the organization a sense of direction. D) defines "who we are and what we do." E) spells out a company's strategic intent, its strategic and financial objectives, and the business approaches and operating practices that will underpin its efforts to achieve sustainable competitive advantage. Answer: C Explanation: The real purpose of a vision statement is to serve as a management tool for giving the organization a sense of direction. A strategic vision delineates management's aspirations for the business, providing a panoramic view of "where we are going" and a convincing rationale for why this makes good business sense for the company. A strategic vision thus points an organization in a particular direction, charts a strategic path for it to follow, builds commitment to the future course of action, and molds organizational identity. A clearly articulated strategic vision communicates management's aspirations to stakeholders (customers, employees, stockholders, suppliers, etc.) and helps steer the energies of company personnel in a common direction. Difficulty: 2 Medium Topic: The Roles of Vision, Mission, and Values in the Strategic Management Process Learning Objective: 02-01 Why it is critical for managers to have a clear strategic vision of where the company needs to head. Bloom's: Understand AACSB: Knowledge Application Accessibility: Keyboard Navigation   9) A strategic vision constitutes management's view and conclusions about the company's A) long-term direction and what product-market-customer mix seems optimal. B) business model and the kind of value that it is trying to deliver to customers. C) justification of why the business will be a moneymaker. D) past and present scope of work. E) long-term plan for outcompeting rivals and achieving a competitive advantage. Answer: A Explanation: Top management's views and conclusions about the company's long-term direction and what product-market-customer business mix seems optimal for the road ahead constitute a strategic vision for the company. A strategic vision delineates management's aspirations for the business, providing a panoramic view of "where we are going" and a convincing rationale for why this makes good business sense for the company. Difficulty: 2 Medium Topic: The Roles of Vision, Mission, and Values in the Strategic Management Process Learning Objective: 02-01 Why it is critical for managers to have a clear strategic vision of where the company needs to head. Bloom's: Understand AACSB: Knowledge Application Accessibility: Keyboard Navigation   10) The managerial task of developing a strategic vision for a company A) concerns deciding what approach the company should take to implement and execute its business model. B) entails coming up with a fairly specific answer to "who are we, what do we do, and why are we here?" C) is chiefly concerned with addressing what a company needs to do to successfully outcompete rivals in the marketplace. D) involves deciding upon what strategic course a company should pursue in preparing for the future and why this directional path makes good business sense. E) entails coming up with a concrete plan for how the company intends to make money. Answer: D Explanation: The real purpose of a vision statement is to serve as a management tool for giving the organization a sense of direction. A strategic vision delineates management's aspirations for the business, providing a panoramic view of "where we are going" and a convincing rationale for why this makes good business sense for the company. A strategic vision thus points an organization in a particular direction, charts a strategic path for it to follow, builds commitment to the future course of action, and molds organizational identity. A clearly articulated strategic vision communicates management's aspirations to stakeholders (customers, employees, stockholders, suppliers, etc.) and helps steer the energies of company personnel in a common direction. Difficulty: 2 Medium Topic: The Roles of Vision, Mission, and Values in the Strategic Management Process Learning Objective: 02-01 Why it is critical for managers to have a clear strategic vision of where the company needs to head. Bloom's: Understand AACSB: Knowledge Application Accessibility: Keyboard Navigation   11) An unlikely, inaccurate feature of an organization's strategic vision is A) providing a panoramic view of "where we are going." B) outlining how the company intends to implement and execute its business model. C) pointing an organization in a particular direction and charting a strategic path for it to follow. D) helping mold an organization's character and identity. E) describing the company's future product-market-customer focus. Answer: B Explanation: The real purpose of a vision statement is to serve as a management tool for giving the organization a sense of direction. A strategic vision delineates management's aspirations for the business, providing a panoramic view of "where we are going" and a convincing rationale for why this makes good business sense for the company. A strategic vision thus points an organization in a particular direction, charts a strategic path for it to follow, builds commitment to the future course of action, and molds organizational identity. A clearly articulated strategic vision communicates management's aspirations to stakeholders (customers, employees, stockholders, suppliers, etc.) and helps steer the energies of company personnel in a common direction. Difficulty: 2 Medium Topic: The Roles of Vision, Mission, and Values in the Strategic Management Process Learning Objective: 02-01 Why it is critical for managers to have a clear strategic vision of where the company needs to head. Bloom's: Understand AACSB: Knowledge Application Accessibility: Keyboard Navigation   12) Management's strategic vision for an organization A) charts a strategic course for the organization ("where we are going") and provides a rationale for why this directional path makes good sense. B) describes in fairly specific terms the organization's strategic objectives, and strategy. C) spells out how the company will become a big moneymaker and boost shareholder value. D) addresses the critical issue of "why our business model needs to change and how we plan to change it." E) spells out the organization's strategic intent and the actions and moves that will be undertaken to achieve it. Answer: A Explanation: The real purpose of a vision statement is to serve as a management tool for giving the organization a sense of direction. A strategic vision delineates management's aspirations for the business, providing a panoramic view of "where we are going" and a convincing rationale for why this makes good business sense for the company. A strategic vision thus points an organization in a particular direction, charts a strategic path for it to follow, builds commitment to the future course of action, and molds organizational identity. Difficulty: 1 Easy Topic: The Roles of Vision, Mission, and Values in the Strategic Management Process Learning Objective: 02-01 Why it is critical for managers to have a clear strategic vision of where the company needs to head. Bloom's: Remember AACSB: Knowledge Application Accessibility: Keyboard Navigation 13) Well-conceived visions are ________ and ________ to a particular organization and they avoid generic, feel-good statements that could apply to hundreds of organizations. A) widespread; unique B) recurring; customary C) distinctive; specific D) customary; familiar E) universal; established Answer: C Explanation: Well-conceived visions are distinctive and specific to a particular organization; they avoid generic, feel-good statements. Difficulty: 2 Medium Topic: The Roles of Vision, Mission, and Values in the Strategic Management Process Learning Objective: 02-01 Why it is critical for managers to have a clear strategic vision of where the company needs to head. Bloom's: Understand AACSB: Knowledge Application Accessibility: Keyboard Navigation