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5 Written questions

5 Matching questions

  1. Entrepreneurship
  2. Corporate-level strategy
  3. Benchmarking
  4. An analysis of an organization's internal environment begins with an assessment of WHAT?
  5. Nonsubstitutable resource
  1. a distinctive competencies and core capabilities
  2. b the overall organizational strategy that addresses the question "What business or businesses are we in or should we be in?"
  3. c the process of entering new or established markets with new goods or services. (know characteristics for this)
  4. d involves identifying outstanding practices, processes, and standards at other companies and adapting them to your own company
  5. e a resource, without equivalent substitutes or replacements, that produces value or competitive advantage

5 Multiple choice questions

  1. The strategy-making process is the method by which companies create strategies that produce sustainable competitive advantage
  2. related diversification
  3. a group of companies within an industry that top managers choose to compare, evaluate, and benchmark strategic threats and opportunities.
  4. entrepreneurial firms must be more willing to use unconventional strategies than the firms already existing in a new market space in order to gain an advantage.
  5. a discrepancy between upper management's intended strategy and the strategy actually implemented by lower levels of management

5 True/False questions

  1. Proactivenessthe assets, capabilities, processes, information, and knowledge that an organization uses to improve its effectiveness and efficiency, to create and sustain competitive advantage, and to fulfill a need or solve a problem

          

  2. Secondary firmsthe central companies in a strategic group.

          

  3. Situational Analysis (SWOT)a discrepancy between upper management's intended strategy and the strategy actually implemented by lower levels of management

          

  4. Market commonalitythe rivalry between two companies that offer similar products and services, acknowledge each other as rivals, and act and react to each other's strategic actions

          

  5. Valuable resourcea resource that is not controlled or possessed by many competing firms.

          

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