Successful Corporate Strategy Interview Preparation Guide

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► A) Issues of performance management
► B) The most difficult issues
► C) Recruitment and training
► D) Peoples’ behavior

A) Issues of performance management

► A) Systems and procedures
► B) The easy issues
► C) Peoples’ behavior
► D) Culture

C) Peoples’ behavior

► A) Service provider, regulator, advisor, change agent
► B) Service provider, regulator, recruiter, change agent
► C) Service provider, regulator, advisor, benchmarking
► D) Recruitment, regulator, advisor, benchmarking

A) Service provider, regulator, advisor, change agent

► A) Business strategies
► B) All of answers A, C and D
► C) Long-term human resource strategies
► D) Other short-term human resource strategies

B) All of answers A, C and D

► A) Build core competences
► B) Destroy core competences
► C) Build or destroy core competences
► D) Neither builds nor destroys core competences

C) Build or destroy core competences

* A) Finding trends and connections in data to inform competitive strategy
* B) Gathering data from new sources
* C) Making more of the available data
* D) Finding trends and connections in data

A) Finding trends and connections in data to inform competitive strategy

* A) Product flows, service flows, information flows, market positioning
* B) Product flows, service flows, information flows, participants’ roles
* C) The business plan, product flows, information flows, market positioning
* D) The business plan, product flows, information flows, participants’ roles

B) Product flows, service flows, information flows, participants’ roles

* A) Improving product features
* B) Lowering prices
* C) Customization
* D) Routinisation

D) Routinisation

* A) Commercializing new technologies
* B) Product or process improvements
* C) Development of new technologies
* D) Assessing new technologies

D) Assessing new technologies

* A) The long-term cash-generating capability of the organization
* B) The share price
* C) Dividend payments
* D) Investments

A) The long-term cash-generating capability of the organization

* A) Sales revenue, capital investment, stock reductions
* B) Sales revenue, Asset disposal, creditor reductions
* C) Operational costs, capital investment, creditor reductions
* D) Sales revenue, asset disposal, stock reductions

D) Sales revenue, asset disposal, stock reductions

* A) Venture capital
* B) Long term loans
* C) Growth investors
* D) Retained earnings

A) Venture capital

* A) New products or services
* B) Overseas sales
* C) Commodity products or services
* D) Customized products or services

C) Commodity products or services

* A) Creating new and better products or services
* B) Substitution of need by a related product or service
* C) All of answers A, B, and D
* D) Displacing consumer spending into new unrelated products and services

C) All of answers A, B, and D

* A) The extent and pace of market adoption
* B) The pace of technological improvement of products
* C) the factors that influence ‘, early adopters ’, of products
* D) Degree of improvement in product performance

A) The extent and pace of market adoption

* A) Excellence in a leading edge technology
* B) Processes for continuous improvement
* C) The ability to combine technologies
* D) First mover advantages

B) Processes for continuous improvement

You need to play around with financial projections and forecasts to determine the volume of sales needed to cover your expenses and to become profitable. Include monthly breakdowns for the first two years.

Define your revenue streams including pricing structure, costs, margins and expenses.

Narrowing down your target customer will help enhance and define your marketing strategy.

Only after understanding the industry you are entering - its size, attractiveness and profit potential - can you truly justify the opportunity.