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1、战略管理期末考试资料整理专业词汇：（30选8）1.Strategic competitiveness 战略竞争力2.Above-average returns 超额利润3.Strategic management process 战略管理过程4.The industrial organization model 行业组织模型5.The resource-based Model 资源基础模型6.Vision and Mission 愿景与使命7.Stake holders利益相关者8.Industry environment 彳亍业环境9.Integration forward 前向整合peti
2、tor analysis 竞争者分析11.distribution 配送12.Marketing市场营销13.Outsourcing 外包14.Competitive rivalry 竞争性对抗15.Tactical action 战术性行为16.Business-level strategy 业务层战略17.Cost leadership strategy 成本领先战略18.Differention strategy 差异化战略19.Total quality management 全面质量管理20.Corporate-level strategy 公司层战略21.Levels of div
3、ersification 多元化水平22.Vertical integration 纵向一体化23.Restructuring of Assets 资产重组24.Merger 合并25.Acquisition 收购26.Takeover 接管27.International strategy 国际化战略28.Global strategy 全球化战略29.Transnational strategy 跨国化战略30.Cooperative strategy 合作战略简 答 题：1.According to the I/O model,what should a firm do to earn
4、above-aveagereturns?(P15)Answer:1)Study the external environment,especially the industry environment.2)Locate an industry with high potential for above-avevage returns.3)Identify the strategy called for by the attractive industry to earnabove-average returns.4)Develop or acquire assets and skills ne
5、eded to implement the stragery5)Use the firms strengths(its developed or acquired assets and skills)toimplement the strategy.2.What is the external environmental analysis process(four steps)(P30)?Answer:1)Scanning identifying early signals of environmental changes andtrends.2)Monitoring:Detecting me
6、aning through ongoing observations ofenvironmental changes and trends.3)Forecasting:Developing projection of anticipated outcomes based onmonitored changes and trends.4)Assessing:Determining the timing and importance of environmentalchanges and trends for firms strategies and their management.3.What
7、 is value chain analysis?what does the firm gain when it successfullyuses this tool?(P70,P76)Answer:1)Value chain analysis is used to identify and evaluate the competitivepotential of resources and capabilities.2)By studying their skills relative to those associated with primary andsupport activitiv
8、es,firms can understand their cost structure andidentify the activities through which they can create value.4.What is market commonality?what is resource similarity?(P85)Answer:1)Market commonality is concerned with the number of markets withwhich the firm and a competitor are jointly involved and t
9、he degree ofimportance of the individual markets to each.2)Resource similarity is the extent to which the firmstangible andintangible resources are comparable to a competitors in terms of bothtype and amount.5.What are the differences among the cost leadership,differentiation?(P111-116)Answer:1)Firm
10、 using the cost leadership strategy commonly sell standavdizedgoods or services to the industrys most typical customers.Lost leadersconcentrate on finding ways to lower their costs relative to those oftheir competitors by constantly rethinkly how to complete their primaryand support activities to re
11、duce costs still further while maintainingcompetitive levels of differentiation.Research suggests that having acompetitive advantage in terms of logistics creates more value whenusing the cost leadership strategy than when using the differentiationstrategy.2)Differentiators target customers for whom
12、 value is created by themanner in which the firms products differ from those produced andmarketed by competitors.The firm produces nonstandardized productsfor custmosers who value differentiated features more than theyvalue low cost.Rather than costs,a firm using the differentiationstrategy always c
13、oncentrates on investing in and developing featuresthat differentiate a good or service in ways that customers value.6.What are three reasons firms choose to diversify their operations?(P133)Answer:Value-Creating Diversification(1)Economies of scope(related diversification)a)Sharing aactivitiesb)Tra
14、nsferring core competencies(2)Market power(related diversification)a)Blocking competitors through multipoint competitionb)Vertical integration(3)Financial econmies(unrelated diversification)Efficient internal capital allocationBusiness restructuring Value-Newtral Diversification(1)Antitrust regulati
15、on(2)Tax laws(3)Law performance(4)Uncertain future cash flows Risk reduction for firm(6)Tangible resources(7)Intangible resourcesValue-Reducing Diversification(1)Diversifying managerial employment risk(2)Increasing managerial compensation7.What are the seven primary problems that affect a firms effo
16、rts tosuccessfully use an acquisition strategy?(P172)Answer:1)The difficulty of effectively integrating the firms involved2)Incorrectly evaluating the target firms value3)Creating debt loans that preclude adequate long-terminvestments(eg.R&D)4)Overestimating the potential for synergy5)Creating a fir
17、m that is too diversified6)Creating an internal environment in which managers devoteincreasing7)Amounts of their time and energy to analyzing and completingthe acquisition8)Developing a combined firm that is toolarge,necessitatingextensive use of bureaucratic,rather thanstrategic,control.8.What are
18、the four primary benefits of an international strategy?(P198)Answer:Four benefits:increased market size earning a return on largeinvestments economies of scale and learning advantages of locationChapter 1What is Strategic Management?TRUE/FALSE1.The goal of strategic management is to develop a compet
19、itive advantage that ispermanently sustainable.ANS:F PTS:1 DIF:Medium REF:52.Average returns are returns in excess of what an investor expects to earn from otherinvestments with a similar amount of risk.ANS:F PTS:1 DIF:Medium REF:63.If a firm can earn at least average returns it will be able to surv
20、ive.ANS:T PTS:1 DIF:Medium REF:64.Tangible assets,such as land andc apital equipment,are losing their value as sources ofcompetitive advantage in comparison to intangible assets.ANS:T PTS:1 DIF:Medium REF:125.Core competencies can be formed only around production or service-provision activitiesof th
21、e firm rather than in support activities such as accounting and marketing.ANS:F PTS:1 DIF:Medium REF:17Choice1.Above-average returns area.higher profits than the firm earned last year.b.higher profits than the industry averaged over the last 10 years.c.profits in excess of what an investor expects t
22、o earn from other investments with a similarlevel of risk.d.profits in excess of what an investor expects to earn from a historical pattern ofperformance of the firm.ANS:C PTS:1 DIF:Easy REF:52.Investors in an established firm judge the adequacy of the returns on their investment inrelation to:a.the
23、 returns on other investments of similar risk.b.the stock markets overall performance.c.the industrys profit pool.d.the prime interest rate.ANS:A PTS:1 DIF:Easy REF:53.Apple has reemerged as a significant player in the computer industry.This regenerationhas been attributed mainly to what capability?
24、a.Cost controlb.Innovationc.Economies of scaled.Monopoly powerANS:B PTS:1 DIF:Easy REF:71 101 114.The five forces model suggests that an industrys profitability is a function of all thefollowing factors EXCEPTpetitive rivalry.c.suppliers.d.the economic environment.ANS:D PTS:1 DIF:Medium REF:135.When
25、 resources and capabilities serve as a source of competitive advantage for a firm,thefirm has created a(n)a.strategic mission.b.inspiring vision.c.sustainable market niche.d.core competence.ANS:D PTS:1 DIF:Easy REF:176.To have the potential to become sources of competitive advantage,resources andcap
26、abilities must be non-substitutable,v a lu a b le,a n d.a.unique,easy to imitate.b.easy to imitate,difficult to implement.c.rare,costly to imitate.d.easy to implement,unique.ANS:C PTS:1 DIF:Easy REF:187.The development of a firms mission typically involves which of the following?a.Only the CEO.b.The
27、 CEO and top managers.c.Only top managers.d.None of the above.ANS:B PTS:1 DIF:Easy REF:198.Product market stakeholders includea.suppliers.b.shareholders.c.employees.d.the firms chief executive officer.ANS:A PTS:1 DIF:Easy REF:22OBJ:01-06 TYPE:knowledgeNOT:AACSB:Business Knowledge&Analytical Skills I
28、 Management:EnvironmentalInfluence I Dierdorff&Rubin:Managing decision-making processesChapter 2Exploring the External Environment:Competition andopportunitiesTRUE/FALSE6.The final result of successful strategic competitiveness is above-average returns.ANS:TPTS:1DIF:Medium REF:347.Finns can directly
29、 control the elements of the six segments of the general environment.ANS:F PTS:1 DIF:Easy REF:358.Monitoring involves the development of a forecast of what might happen at a future pointin time.ANS:F PTS:1 DIF:Easy REF:389.In recent years,industry boundaries have become more sharply defined.ANS:F PT
30、S:1 DIF:Easy REF:4810.Generally,the stronger the competitive forces,the higher the profit potential of anindustry.ANS:F PTS:1 DIF:Medium REF:55MULTIPLE CHOICE1.The environment is composed of elements in the broader society that can influencean industry and the firms within petitorb.generalc.sociocul
31、turald.industryANS:B PTS:1 DIF:Medium REF:352.Which of the following is NOT an activity used in the external environmental analysisprocess?a.Scanningb.Monitoringc.Decryptingd.AssessingANS:C PTS:1 DIF:Medium REF:37(Table 2.2)I38-393.A general environmental analysis can be expected to produce all of t
32、he followingEXCEPTa.objective answers.b.recognition of environmental changes.c.identification of organizational opportunities.d.identification of organizational threats.ANS:A PTS:1 DIF:Medium REF:39-404.An analysis of the economic segment of the external environment would include all of thefollowing
33、 EXCEPTa.interest rates.b.international trade.c.the strength of the U.S.dollar.d.the move toward a contingent workforce.ANS:D PTS:1 DIF:Medium REF:425.The economic environment refers toa.the economic outlook of the world provided by the World Bank.b.the nature and direction of the economy in which a
34、 firm competes or may compete.c.an analysis of how the environmental movement and world economy interact.d.an analysis of how new environmental regulations will affect the U.S.economy.ANS:B PTS:1 DIF:Medium REF:426.Which of the five forces of competition is MOST threatening to Google?a.rivalry among
35、 competing search enginesb.threat of substitutesc.bargaining power of suppliersd.threat of new entrantsANS:A PTS:1 DIF:Medium REF:467.An industry is defined asa.a group of firms producing the same products or services.b.firms producing items that sell through the same distribution channels.c.a group
36、 of firms producing products that are close substitutes.d.firms that sell the same products or services to the same customer base.ANS:C PTS:1 DIF:Easy REF:48OBJ:02-02 TYPE:knowledgeNOT:AACSB:Business Knowledge&Analytical Skills I Management:EnvironmentalInfluence I Dierdorff&Rubin:Managing the task
37、environment8.New entrants to an industry are more likely whena.it is difficult to gain access to distribution channels,b.economies of scale in the industry are high.c.product differentiation in the industry is low.d.capital requirements in the industry are high.ANS:C PTS:1 DIF:Medium9.Suppliers are
38、powerful whena.satisfactory substitutes are available.b.they sell a commodity product.c.they are in a highly fragmented industry.d.they offer a credible threat of forward integration.REF:49-51ANS:D PTS:1 DIF:Hard REF:5210.Competitor analysis focuses ona.firms with which the company competes directly
39、.b.firms that produce products that are substitutes.c.all firms in the panies that might enter the industry.ANS:A PTS:1 DIF:Medium REF:58Chapter 3Examining the Internal Organization:Resources,CapabilitiesTRUE/FALSE11.Firms should seek to continually develop new core competencies because all corecomp
40、etencies have limited life spans.ANS:T PTS:1 DIF:Easy REF:7012.Creating customer value is the source of the Arms potential to earn above-averagereturns.ANS:T PTS:1 DIF:Easy REF:72-7313.In the long run,if an organization does not change it will fail.ANS:T PTS:1 DIF:Easy REF:7414.23.Trademarks and cop
41、yrights are examples of a firms tangible resources.ANS:T PTS:1 DIF:Easy REF:76177(Table 3.1)15.The foundation of all competitive advantages is technology.ANS:F PTS:1 DIF:Medium REF:8116.Capabilities may be costly to imitate if they are causally ambiguous or socially complex.ANS:T PTS:1 DIF:Medium RE
42、F:82MULTIPLE CHOICE1.Which of the following is NOT a factor affecting sustainability of a competitiveadvantage?a.The availability of substitutes for a firms core competence.b.The rate at which obsolescence of the core competence occurs because of environmentalchanges.c.The length of time the core co
43、mpetence has existed.d.The limitability of a core competence.ANS:C PTS:1 DIF:Medium REF:70-712.Internal analysis enables a finn to determine what the firma.should do.b.can do.c.will do.d.might do.ANS:B PTS:1 DIF:Medium REF:713.The most numerous of the following organizational characteristics area.re
44、sources.b.capacities.c.capabilities.d.core competencies.ANS:A PTS:1 DIF:Easy4.All of the following are tangible resources EXCEPTa.production equipment.b.distribution centers.c.formal reporting structures.d.firms reputation.ANS:D PTS:1 DIF:Medium5.Compared to tangible resources,intangible resources a
45、rea.of less strategic value to the firm.b.not the focus of strategic analysis.c.a more potent source of competitive advantage.d.more likely to be reflected on the firnVs balance sheet.ANS:C PTS:1 DIF:MediumREF:75REF:77(Table 3.1)REF:786.Which of the following is NOT a reputational resource?a.Custome
46、r opinion that the firms product are high quality.b.Suppliers5 opinion that the firm pays its bills in a timely manner.c.Employees viewing the firm as a terrible place to work.d.Customer opinion that using the firms product makes them attractive.ANS:C PTS:1 DIF:Hard REF:787.Capabilities that other f
47、irms cannot develop easily are classified asa.costly to imitate.b.rare.c.valuable.d.non substitutable.ANS:A PTS:1 DIF:Easy REF:828.Firms that achieve competitive parity can expect toa.earn average returns.b.earn below-average returns.c.earn above-average returns.d.initially earn above-average return
48、s,declining to average returns.ANS:A PTS:1 DIF:Easy REF:84(Table 3.5)9.Value chain analysis is a tool used toa.analyze a firm,s external environment for value-creating opportunities.b.analyze a firms primary and support activity in isolation from influences of the externalenvironment.c.understand th
49、e parts of the firms operation that create value and those that do not.d.identify the firms core competencies in each of the primary activities of the firm.ANS:C PTS:1 DIF:Hard REF:8510.Outsourcing is thea.spinning off of a value-creating activity to create a new firm.b.purchase of a value-creating
50、activity from an external supplier.c.selling of a value-creating activity to other firms.d.use of computers to obtain value-creating data from the Internet.ANS:B PTS:1 DIF:Medium REF:87Chapter 4-Building and Sustaining Competitive AdvantageTRUE/FALSE17.Firms operating in the same market,offering sim