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Ch05-Strategies in Action PDF
Ch05-Strategies in Action PDF
CHAPTER 5
Strategies in Action
True/False
Long-Term Objectives
1.
Long-term objectives represent the results expected from pursuing certain strategies.
Ans: T
2.
3.
Page: 170
8.
Page: 170
The overall aim of the Balanced Scorecard is to balance financial objectives with
strategic objectives.
Ans: F
7.
Page: 169
6.
Page 169
Strategic objectives include larger market share, quicker on-time delivery than
rivals, quicker design-to-market times than rivals, lower costs than rivals, and
wider geographic coverage than rivals.
Ans: T
5.
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4.
Page: 168
Page: 171
Page 173
348
9.
Divestiture is selling all of a companys assets, in parts, for their tangible worth.
Ans: F
10.
Page 173
Page: 174
Integration Strategies
11.
12.
13.
Page: 175
If a firms present suppliers are expensive and unreliable in meeting the firms needs
for parts, components and/or raw materials, the firm should pursue a horizontal
integration strategy.
Ans: F
17.
Page: 175
16.
Page: 175
15.
Page: 174
A growing trend is for franchisers to buy out their part of the business from their
franchisees.
Ans: F
14.
Page: 174
Page: 176
Page: 176
349
Intensive Strategies
18.
Market penetration, market development, product development and joint venture are
intensive strategies.
Ans: F
19.
When the correlation between dollar sales and dollar marketing expenditures has
historically been low, market penetration is an appropriate strategy.
Ans: F
20.
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24.
Page: 178
23.
Page: 178
22.
Page: 178
21.
Page: 177
Page: 179
Page: 179
Diversification Strategies
25.
There are four basic types of diversification: concentric, conglomerate, forward and
backward.
Ans: F
26.
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Page 180
350
27.
28.
29.
Page: 182
30.
Page: 181
Page: 183
Page 184
Defensive Strategies
31.
32.
33.
Page: 185
35.
Page 185
Chapter 7 bankruptcy is a liquidation procedure used only when a firm sees no hope
of being able to operate successfully or to obtain necessary creditor agreement.
Ans: T
34.
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Page: 185
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351
36.
37.
Page: 186
Page: 188
39.
For consumers who are price sensitive, cost leadership emphasizes producing
standardized products at very low per-unit cost.
Ans: T
40.
Page 188
44.
Page 188
Jiffy Lube International would be a good example of a firm seeking the best-value
focus strategy.
Ans: F
43.
Page 188
42.
Page: 188
41.
Page: 188
Page 189
Page 189
352
45.
A cost leadership strategy can be especially effective when most buyers use the
product in the same way.
Ans: T
46.
The most effective differentiation bases are those that are hard or expensive for
rivals to duplicate.
Ans: T
47.
Page 191
A differentiation strategy can be especially attractive when the industry has many
different niches and segments, thereby allowing a focuser to pick a competitively
attractive niche suited to its own resources.
Ans: F
48.
Page 190
Page 193
Page 193
50.
Joint ventures tend to fail when managers who must collaborate daily in operating
the venture are not involved in forming or shaping the venture.
Ans: T
51.
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Page: 196
Page: 196
Merger/Acquisition
52.
Page: 197
353
53.
54.
A leveraged buyout occurs when a firms management and other private investors
use borrowed funds to buy out the firms shareholders.
Ans: T
55.
Page: 200
First mover advantage refers to the benefits a firm may achieve by entering a new
market or developing a new product or service prior to rival firms.
Ans: T
56.
Page: 197
Page: 200
Companies are avoiding outsourcing more and more because it is more expensive
than traditional methods and it does not allow a firm to concentrate on core
competencies.
Ans: F
Page: 201
58.
Page: 185
Page: 187
All sizes and types of organizations can utilize and benefit from strategicmanagement concepts and techniques.
Ans: T
60.
Page: 187
Research shows strategic management in small firms is more formal than in large
firms, but large firms that engage in strategic management outperform those that do
not.
Ans: F
Page: 187
354
Multiple Choice
Long-Term Objectives
61.
62.
Page: 168
63.
What principle is based on the belief that the true measure of a really good
strategist is the ability to solve problems?
a.
Managing by crisis
b.
Managing by objectives
c.
Managing by extrapolation
d.
Managing by exception
e.
Managing by hope
f.
64.
Page: 169
Ans: a
Page: 170
What principle is built on the idea that there is no general plan for which way to
go and what to do?
a.
Managing by crisis
b.
Managing by extrapolation
c.
Managing by objectives
d.
Managing by hope
e.
Managing by exception
Ans: e
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355
65.
All of the following are important factors in the Balanced Scorecard except:
a.
customer service.
b.
employee morale.
c.
product quality.
d.
business ethics.
e.
stockholder equity.
Ans: e
66.
67.
Page: 172
69.
Page: 160
All of the following are important factors in the Balanced Scorecard except:
a.
customer service.
b.
employee morale.
c.
product quality.
d.
business ethics.
e.
stockholder equity.
Ans: e
68.
Page: 170
Page 173
Goodyear Tire & Rubber Co. selling its North American farm-tire business to
Titan International is an example of which type of strategy?
a.
related diversification
b.
unrelated diversification
c.
retrenchment
d.
divestiture
e.
liquidation
Ans: d
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356
70.
Advanced Medical Optics using acquisitions to obtain all medical aspects of eye
care, from laser surgery to contacts to implants for all ages is an example of which
type of strategy?
a.
forward integration
b.
backward integration
c.
horizontal integration
d.
market development
e.
product development
Ans: d
71.
Page 173
Which of the following is most likely not included in the functional level of a
small company?
a.
Finance
b.
Marketing
c.
R&D
d.
Department managers
e.
Human resource managers
Ans: d
Page: 174
Integration Strategies
72.
73.
Page: 174
Web sites to sell products directly to consumers are examples of which type of
strategy?
a.
backward integration
b.
product development
c.
forward integration
d.
horizontal integration
e.
conglomerate diversification
Ans: c
Page: 174
357
74.
Which of these strategies is effective when the number of suppliers is small and the
number of competitors is large?
a.
Conglomerate diversification
b.
Forward integration
c.
Concentric diversification
d.
Backward integration
e.
Horizontal diversification
Ans: d
75.
76.
Page: 176
77.
Page: 176
Page: 176
Page: 177
358
Intensive Strategies
78.
79.
80.
Page: 178
81.
Page: 167
Page: 179
Page: 179
359
82.
Page: 179
Diversification Strategies
83.
84.
85.
Page: 182
Page: 181
Page: 184
360
86.
Page: 184
Defensive Strategies
87.
Win-Dixie closing one-third of its stores and eliminating 22,000 jobs in an attempt
to emerge from bankruptcy would be an example of:
a.
divestiture.
b.
backward integration.
c.
liquidation.
d.
retrenchment.
e.
forward integration.
Ans: d
88.
89.
Page: 184
Page: 184
Bankruptcy
a.
should never be used as a strategy.
b.
should be used only when one is legally forced to do so.
c.
can be an effective type of retrenchment strategy.
d.
should only be used for large firms.
e.
should only be used for small, private firms.
Ans: c
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361
90.
91.
92.
Page: 185
93.
Page: 185
Page: 185
Page: 186
362
94.
95.
Selling all of a companys assets in parts for their tangible worth is called
a.
joint venture.
b.
divestiture.
c.
concentric diversification.
d.
liquidation.
e.
unrelated integration.
Ans: d
96.
Page: 186
Page: 186
Which strategy would be effective when the stockholders of a firm can minimize
their losses by selling the organizations assets.
a.
integration
b.
differentiation
c.
diversification
d.
cost leadership
e.
liquidation
Ans: e
Page: 188
Under which strategy would you offer products or services to a wide range of
customers at the lowest price available on the market?
a.
low-cost
b.
best-value
c.
low-cost focus
d.
best-value focus
e.
differentiation
Ans: b
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363
98.
99.
100.
Page: 188
Page: 190
Page: 192
364
102.
103.
Page: 193
104.
Page: 193
Page: 196
Which strategy would be most appropriate when the distinctive competencies of two
or more firms complement each other especially well?
a.
Conglomerate diversification
b.
Divestiture
c.
Joint venture
d.
Retrenchment
e.
Integration
Ans: c
Page: 196
365
Merger/Acquisition
105.
When two organizations of about equal size unite to form one enterprise, which of
these occurs?
a.
hostile takeover
b.
merger
c.
acquisition
d.
LBO
e.
divestiture
Ans: b
106.
Mergers and acquisitions are created for all of the following reasons except to
a.
gain new technology.
b.
reduce tax obligations.
c.
gain economies of scale.
d.
smooth out seasonal trends in sales.
e.
increase its number of employees.
Ans: e
107.
Page: 197
Page: 198
When companies take over functional operations of other firms, such as human
resources, information systems, payroll, accounting, or customer service, this is
called
a.
marketing.
b.
outsourcing.
c.
licensing.
d.
franchising.
e.
divestiture.
Ans: b
Page: 201
Page: 205
366
Essay Questions
109.
110.
List some guidelines for when forward integration would be a particularly good
strategy to pursue.
Some guidelines for when forward integration would be an especially effective
strategy are: (1) when an organizations present distributors are especially expensive,
unreliable, or incapable of meeting the firms distribution needs; (2) when the
availability of quality distributors is so limited as to offer a competitive advantage to
those firms that integrate forward; (3) when an organization competes in an industry
that is growing and is expected to continue to grow markedly; (4) when an
organization has both the capital and human resources needed to manage the new
business of distributing its own products; (5) when the advantages of stable
production are particularly high; and (6) when present distributors or retailers have
high profit margins.
Page: 175
111.
367
List some guidelines for when market development would be a particularly good
strategy to pursue.
Market development would be an effective strategy in all of the following situations:
(1) when new channels of distribution are available that are reliable, inexpensive and
of good quality; (2) when an organization is very successful at what it does; (3)
when new untapped or unsaturated markets exist; (4) when an organization has the
needed capital and human resources to manage expanded operations; (5) when an
organization has excess production capacity; and (6) when an organizations basic
industry is becoming rapidly global in scope.
Page: 178
113.
114.
List some guidelines for when related diversification would be a particularly good
strategy to pursue.
Six guidelines for when related diversification may be an effective strategy are: (1)
when an organization competes in a no-growth or a slow-growth industry; (2) when
adding new, but related, products would significantly enhance the sales of current
products; (3) when new, but related, products could be offered at highly competitive
prices; (4) when new, but related, products have seasonal sales levels that
counterbalance an organizations existing peaks and valleys; (5) when an
organizations products are currently in the declining stage of the products life
cycle; and (6) when an organization has a strong management team.
Page: 181
368
115.
Define and give examples of joint venture, retrenchment, divestiture and liquidation.
A joint venture is when two or more companies form a temporary partnership or
consortium for the purpose of capitalizing on some opportunity. An example of this
is when Dell Computer and EMC Corporation created a sales and development
alliance. Retrenchment is regrouping through cost and asset reduction to reverse
declining sales and profit. Net2Phone cutting 110 jobs in 2002 as part of its
restructuring plan is an example of retrenchment. Selling a division or part of an
organization is called divestiture. An example of this is Tyco International selling off
its plastics department, which accounts for about 4 percent of Tycos sales.
Liquidation is the selling off of a companys assets, in parts, for their tangible worth.
When Service Merchandise liquidated in 2002, it closed all of its 216 stores in 32
states.
Page: 184-188
116.
Compare and contrast the five types of bankruptcy: Chapters 7, 9, 11, 12 and 13.
Chapter 7 bankruptcy is a liquidation procedure used only when a corporation sees
no hope of being able to operate successfully or to obtain the necessary creditor
agreement. Chapter 9 bankruptcy applies to municipalities. Chapter 11 bankruptcy
allows organizations to reorganize and come back after filing a petition for
protection. Chapter 12 bankruptcy provides special relief to family farmers with debt
equal to or less than $1.5 million. Chapter 13 bankruptcy is a reorganization plan
similar to Chapter 11, but it is available only to small businesses owned by
individuals with unsecured debts of less than $100,000 and secured debts of less
than $350,000.
Page: 185
117.
369
range of customers at the lowest price available on the market. A best-value focus
strategy offers products or services to a small range of customers at the best pricevalue available on the market.
Page: 188
118.
What are the characteristics of a firm that is successfully pursuing a cost leadership
strategy?
A successful cost leadership strategy usually permeates the entire firm, as evidenced
by high efficiency, low overhead, limited perks, intolerance of waste, intensive
screening of budget requests, wide spans of control, rewards linked to cost
containment and broad employee participation in cost control efforts.
Page: 190
119.
120.