Strategy Development Methods Interview Preparation Guide

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► A) Continuing with current strategies
► B) Protecting and strengthening the organization’s position in new markets through its current products
► C) Protecting and strengthening the organization’s position in its current markets through its current products
► D) Protecting the organization’s position in its current markets through its current products

C) Protecting and strengthening the organization’s position in its current markets through its current products

► A) The intrinsic value of a company's products or assets do not change over time
► B) An organization is unable to secure sufficient resources or competences
► C) A change in the expectations of a stakeholder with low power and low interest
► D) An organization is unable to change its competences.

B) An organization is unable to secure sufficient resources or competences

► A) Diversification
► B) Market development
► C) Protect/ build
► D) Protect

C) Protect/ build

► A) Products, markets, strategic capabilities and expectations of stakeholders
► B) Products and markets
► C) Withdrawal, product development and consolidation
► D) Strategic capability

A) Products, markets, strategic capabilities and expectations of stakeholders

► A) Relatively easy
► B) Particularly difficult for weakly positioned organizations
► C) Difficult to achieve for all organizations
► D) Impossible

B) Particularly difficult for weakly positioned organizations

* A) With existing capabilities or with new capabilities
* B) Internally and externally
* C) By the management and by the workforce
* D) Market demand

A) With existing capabilities or with new capabilities

* A) New territories, new segments, new products
* B) New territories, franchising, new segments
* C) Existing segments, new territories, new uses
* D) New segments, new territories, new uses

D) New segments, new territories, new uses

* A) Internal; acquisition; joint development
* B) Internal; external; acquisition
* C) Market development; product development diversification
* D) Design, experience and ideas

A) Internal; acquisition; joint development

* A) An organization develops its strategies by building up its own resource base
* B) An organization develops its strategies by building on its own capabilities
* C) An organization develops its strategies by building up its management team
* D) An organization develops its strategies by building up its financial strength

B) An organization develops its strategies by building on its own capabilities

* A) Establishes a new subsidiary
* B) Takes over another organization
* C) Develop the capabilities to move into a new market
* D) Develops its strategies by taking over another organization

D) Develops its strategies by taking over another organization

* A) Failure to add value and inability to integrate the new company
* B) Lack of cultural fit
* C) The two companies having different core competences
* D) Failure to add value, inability to integrate the new company, lack of organizational learning and poor cultural fit

A) Failure to add value and inability to integrate the new company

* A) The market, capabilities, and stakeholder expectations
* B) The power of each partner
* C) CEO discussions on the golf course
* D) The legal frameworks in which the alliance is established

A) The market, capabilities, and stakeholder expectations

* A) Are arrangements whereby two or more organizations work in collaboration without formal relationships, where there is mutual advantage in doing so
* B) Are arrangements whereby two or more organizations work in collaboration with formal relationships
* C) Are based on personal relationships
* D) Are limited to e-commerce businesses

A) Are arrangements whereby two or more organizations work in collaboration without formal relationships, where there is mutual advantage in doing so

* A) Contractual strategic alliance
* B) Merger
* C) Joint venture
* D) Internal development

A) Contractual strategic alliance

* A) Their financial performance
* D) Operational issues
* B) How they are managed
* C) The culture of the partners

B) How they are managed

* A) Whether, a strategy addresses the circumstances in which an organization is operating
* B) The relationship between the intended strategy and the potential outcome
* C) Whether a strategy meets stakeholder expectations
* D) Key resource issues

A) Whether, a strategy addresses the circumstances in which an organization is operating

* A) Ranking; ratio analysis; scenario planning
* B) Ranking; decision tree; feasibility study
* C) Feasibility study; decision tree; scenarios
* D) Ranking; decision tree; scenarios

D) Ranking; decision tree; scenarios

* A) The expected performance outcomes, such as risk, return, and stakeholder reactions, if a strategy is implemented
* B) The resources and competences required to implement the strategy
* C) The strategic fit of the strategy to the future trends and changes in the environment
* D) The stakeholder reaction to a strategy

A) The expected performance outcomes, such as risk, return, and stakeholder reactions, if a strategy is implemented

* A) Return on capital employed, ratio analysis, funds flow analysis
* B) Return on capital employed, payback period, and discounted cashflow
* C) Payback period, discounted cashflow, and decision trees
* D) Ranking, decision trees and scenarios

B) Return on capital employed, payback period, and discounted cashflow

* A) Clear identification of the key stakeholders
* B) Difficulty in quantification
* C) Identifying objectives of the strategy
* D) Difficulties in establishing the timescales to be applied

B) Difficulty in quantification