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1、战略管理复习一、判断1.The terms strategic management and strategy implementation are synonymous.2. Strategic management provides a cooperative, integrated and enthusiastic approach to tackling problems and opportunities, according to Greenley.3. If an organization chooses to have both a mission and a vision,
2、the mission statement should be established first, as mission identifies where we are and vision would indicate where we want to go.4. An effective mission statement can be viewed to exhibit 12 characteristics or components.5. To develop an exhaustive list of every possible factor that could influen
3、ce the business is the aim of external audit.6. Forward integration is used by firms to gain control or ownership of suppliers.7. Leverage ratios measure a firms ability to meet maturing short-term obligations.8. Internal Factor Evaluation Matrix is a summary step when conducting an internal strateg
4、ic-management audit.9. Objectives provide direction and allow for organizational synergy.10. Gaining ownership or increased control over distributors or retailers is called backward integration strategy.11. Stage 2 in the strategy-formulation framework involves a single technique, the Quantitative S
5、trategic Planning Matrix.12. The IE Matrix can be divided into three major regions that have different strategy implications: grow and build, hold and maintain and harvest or divest.13. It is always easier to say you are going to do something (strategy formulation) than to actually do it (strategy i
6、mplementation).14. Conflict of any kind is avoidable in organizations.15. Less than 2 percent of strategies formulated are successfully implemented.16. The most common bases for segmenting markets are geographic and demographic.17.Too much emphasis on evaluating strategies may be expensive and count
7、erproductive.18. Taking corrective actions does not necessarily mean that existing strategies will be abandoned, or even that new strategies must be formulated.二、单选1. What can be defined as the art and science of formulating, implementing and evaluating cross-functional decisions that enable an orga
8、nization to achieve its objectives?a. Strategy formulationb. Strategy evaluationc. Strategy implementationd. Strategic managemente. Strategic leading2. An important activity in _ is taking corrective action.a. strategy evaluationb. strategy implementationc. strategy formulationd. strategy leadership
9、e. all of the above3. _ is referred to as “the father of modern management.”a. Demingb. Petersc. Druckerd. McGinnis4. To effectively motivate a workforce, both _ and _ are needed.a. profit; securityb. strategy; securityc. structure; strategyd. profit; visione. vision; security5. According to I/O the
10、orists, which of the following contributes least to firm performance?a. Economies of scaleb. Barriers to market entryc. Product differentiationd. Internal resourcese. Level of competitiveness6. When an industry relies heavily on government contracts, _ forecasts can be the most important part of an
11、external audit.a. economicb. politicalc. technologicald. competitivee. multinational 7. Which of the following is not a cultural product?a.Ritesb.Emotionsc.Ritualsd.Sagase.Symbols8. Opportunity analysis is one of the basic functions puter information systems.d.production/operations.e.research and de
12、velopment.9. Financial objectives involve all of the following except:a. growth in revenues.b. larger market share.c. higher dividends.d. greater return on investment.e. a rising stock price.10. When a domestic company first begins to export to India, it is an example ofa.horizontal integration.b.ba
13、ckward integration.c.forward integration.d.concentric diversification.e. market development.11. Strategy analysis and choice largely involves making _ decisions based on _ information. a. long-term; short-termb. subjective; objectivec. short-term; long-termd. subjective; short-terme. objective; subj
14、ective12. Firms located in which quadrant of the Grand Strategy Matrix are in an excellent strategic position?a. Ib. IIc. IIId. IVe. V13 _ is a central management activity that allows for strategy execution.a. Policy-makingb. Goal-settingc. Establishing annual objectivesd. Resource allocatione. Conf
15、lict14. _ is concerned primarily with shareholder well-being rather than employee well-being.a. Benchmarkingb. Reengineeringc. Product redesignd. Process managemente. Restructuring15. What is the most widely used technique for determining the best combination of debt and stock?a. Debt-to-stock ratio
16、b. Earnings per share/earnings before interest and tax analysisc. Gross profit analysisd. Capital asset pricing modele. Present value analysis16. Which of the following is not a major approach to R&D?a.To be a pioneerb.To be an innovative imitatorc. To be a low-cost producer by mass-producing produc
17、ts similar to but less expensive than products recently introducedd. To be a liquidatore. All of the above are major approaches to R&D.17. Strategy-evaluation activities should be performeda.on a periodic basis.b. at the onset of a problem.c. on a continuous basis.d. upon completion of major project
18、s.e. every two years.18. In the important publication used to evaluate a firms strategy, the Fortune 50 includes all of the following except:a. the top retailers.b. the top transportation companies.c. the top utilities.d. the top banks.e.the top hospitals.三、简述1 Compare and contrast strategic plannin
19、g with strategic management.2 Compare and contrast business and military strategy.3 Explain the process of developing a mission statement. 4 King and Cleland recommend that organizations carefully develop a written mission statement in order to reap the six benefits. List and describe them.5 Accordi
20、ng to Michael Porter, what are the five competitive forces that create vital opportunities and threats for organizations?6 List five steps that comprise an effective framework for conducting an EFE Matrix.7 Discuss the limitations of financial ratio analysis.8.What is Value chain analysis (VCA)?9.Li
21、st some guidelines for when forward integration would be a particularly good strategy to pursue.10. Discuss Michael Porters generic strategies and define the three bases of these strategies.11.Using a Grand Strategy Matrix approach, what strategies are recommended for a firm that is a weak competito
22、r in a slow-growing market?12. Describe the positive features and limitations of QSPM.13. What are five differences between strategy formulation and strategy implementation?14. What are the advantages and disadvantages of a divisional organizational structure?15. Although there are many marketing va
23、riables that impact the success or failure of strategy-implementation efforts, two variables are central to the process. What are these variables? 16. Explain how to perform a projected financial analysis.17. Discuss some of the reasons why strategy evaluation is becoming increasingly difficult with
24、 the passage of time.18. Individuals who perform audits can be divided into three groups. Identify these three groups四、分析（可用中文回答）1. 阅读如下案例，分析：（1）导致山居小栈经营不理想的主要原因（2）山居小栈的发展前景（3）改变山居小栈目前现不利局面的对策。山居小栈位于著名风景区边缘，临近国道。每年大批旅游者通过国道来到这个风景名胜区游览。罗生两年前买下山居小栈时，充满信心。作为一个经验丰富的旅游者，他认为游客真正需要的是朴实、方便的房间-舒适的床、标准的盥洗设备以及
25、免费的有线电视，象公共游泳池等没有收益的花哨设施是不必要的。他还认为重要的不是提供的服务，而是管理。但在不断接到顾客抱怨后，他增设了简单的免费早餐。 然而经营情况比他预料的要糟，两年来的入住率都维持在55左右，而当地旅游局统计数字表明这一带旅店的平均入住率是68。毋庸置疑，竞争很激烈，除了许多高档的饭店宾馆外，还有很多家居式的小旅社参与竞争。 其实，罗生对这些情况并非一无所知，但是他觉得高档宾馆太昂贵，而家庭式旅社则很不正规，象山居小栈这样既具有规范化服务特点又价格低廉的旅店应该很有市场。但是他现在觉得事情并不这么简单。最近又传来旅游局决定在本地兴建更多大型宾馆的风声，罗生越来越发觉处境不利，
26、甚至决定退出市场。这时他得到一大笔亲属赠予的遗产，这笔资金使得他犹豫起来。也许这是个让山居小栈起死回生的机会呢?他开始认真研究所处的市场环境。从一开始罗生就避免与提供全套服务的度假酒店直接竞争，他采取的方式就是削减“不必要的服务项目”，这使得山居小栈的房价比它们要低40。住过的客人都感觉物有所值，但还是有很多游客转转后又去别家投宿了。 近期旅游局发布了当地游客的调查结果：1）68的游客是不带孩子的年轻或年老夫妇；2）40的游客两个月前就预定好了房间和旅行计划；3）66的游客在当地停留超过三天，并且住同一旅店；4）78的游客认为旅馆的休闲娱乐设施对他们的选择很重要；5）38的游客是第一次来此地游
27、览。 获得上述资料后，罗生反复思量，到底要不要退出市场，拿这遗产来养老；或者继续经营?如果继续经营的话，是一如既往，还是改变山居小栈的经营战略?2. 阅读如下案例，分析：（1）运用SWOT分析法，分析海清啤酒面临的环境。（2）对金杯啤酒竞争战略的评价（3）对海清啤酒应采取战略的建议。海清啤酒成功的在中国西部一个拥有300万人口的C市收购了一家啤酒厂，不仅在该市取得了95%以上市场占有率的绝对垄断，而且在全省的市场占有率也达到了60%以上，成了该省啤酒业界名副其实的龙头老大。 C市100公里内有一金杯啤酒公司，三年前也是该省的老大。然而，最近金杯啤酒因经营不善全资卖给了一家境外公司。金杯啤酒在被
28、收购后，立刻花近亿的资金搞技改，还请了世界第四大啤酒厂的专家坐镇狠抓质量。但是新老板清楚的很，金杯啤酒公司最短的那块板就是营销。为一举获得C市的市场，金杯不惜代价从外企挖了3个营销精英，高薪招聘20多名大学生，花大力气进行培训。 省内啤酒市场的特点是季节性强，主要在春末和夏季及初秋的半年多时间。一年的大战在4、5、6三个月基本决定胜负。作为快速消费品，啤酒的分销网络相对稳定，主要被大的一级批发商控制。金杯啤酒没有选择正面强攻，主要依靠直销作为市场导入的铺货手段，由销售队伍去遍布C市的数以万计的零售终端虎口夺食。 金杯啤酒的攻势在春节前的元月份开始了，并且成功地推出了1月18号C市要下雪的悬念广
29、告，铺还有礼品附送。覆盖率和重复购买率都大大超出预期目标。但是，金杯在取得第一轮胜利的同时，也遇到了内部的管理问题。该公司过渡强调销售，以致把结算流程、财务制度和监控机制都甩在一边。销售团队产生了骄傲轻敌的浮躁，甚至上行下效不捞白不捞。公司让部分城区经理自任经销商，白用公司的运货车，赊公司的货，又做生意赚钱，又当经理拿工资。库房出现了无头帐，查无所查，连去哪儿了都不知道。 面对竞争，海清啤酒在检讨失利的同时，依然对前景充满信心。他们认为对手在淡季争得的市场份额，如果没有充足的产量作保障，肯定要跌下来；而且海清的分销渠道并没有受到冲击，金杯公司强入零售网点不过是地面阵地的穿插。 如今，啤酒销售的旺季，也就是决胜的时候快到了，您认为海清啤酒应该怎样把对手击退，巩固自己的市场领导地位呢？