CHAPTER 10

1. a
2. b
3. b
4. c
5. b
6. c
7. a
8. d
9. b
10. c
11. b
12. c
13. d
14. b
15. a
16.
Corporate strategy: Overarching, long-term objectives for the entire organization (what and why).
Functional strategy: Determining how each department will complement the corporate strategy
through detailed strategies.
Think of a ship. The corporate strategy would be the overall course and destination, and the functional
strategies would be the departmental navigation plans that make sure all the departments work
together to arrive to the destination.
17.
In a SWOT analysis, a management considers:
Internal: Possibilities for growth and areas of strength and weakness.
External: Threats (risks) and Opportunities (potential for growth).
By: Making the most of opportunities and strengths, it aids in their understanding of their situation
and decision-making.
addressing vulnerabilities and reducing risks.
18.
Focus: Speaks to a specific audience and meets their needs well. Envision a boutique catering solely
to gluten-free patrons.
Differentiate: Reach a wider audience by offering special qualities or features, such as a bakery
featuring cutting-edge flavors.
19.
The capacity for strategic leadership is to:
Vision: Create a distinct, long-term vision for the organization and its future.
Plan: Create and put into action efficient plans to realize that goal.
Motivate: Encourage and assist staff members in reaching the intended objectives.
Comparable to architects, strategic executives create the overarching blueprint for the development of
the company and act as captains, guiding the ship to its destination.