Strategic Leadership: Managing The Strategy-making Process For Competitive Advantage

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Strategic Leadership: Managing the Strategy-Making Process for Competitive Advantage
External Analysis: The Identification of Opportunities and Threats
Internal Analysis: Distinctive Competencies,Competitive Advantage,and Profitability
Building Competitive Advantage Through Functional-Level Strategy
Building Competitive Advantage Through Business-Level Strategy
Business-Level Strategy and the Industry Environment
Strategy and Technology
Strategy in the Global Environment
Corporate-Level Strategy: Horizontal Integration,Vertical Integration,and Strategic Outsourcing
Corporate-Level Strategy: Related and Unrelated Diversification
Corporate Performance,Governance,and Business Ethics
Implementing Strategy in Companies That Compete in a Single Industry
Implementing Strategy in Companies That Compete Across Industries and Countries

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Question 1

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A strategy can be defined as a set of related actions that managers take to increase their company's performance.

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Question 2

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Strategic leadership is concerned with how to most effectively manage a company's strategy-making process to create competitive advantage.

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Question 3

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To increase shareholder value,managers must pursue strategies that increase revenue and market share,whether the results are profitable or not.

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Question 4

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A firm obtains competitive advantage when its strategy results in superior performance relative to its competitors.

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Question 5

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ROIC is a measure of how efficiently and effectively managers use the capital at their disposal to produce profitability.

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Question 6

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The profit growth of a company can be measured by the increase in its stock price over time.

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Question 7

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A business model is managers' conception of how the set of strategies their company pursues should mesh together into a congruent whole,thus enabling the company to gain a competitive advantage and achieve superior profitability and profit growth.

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Question 8

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One of the factors that distinguishes organizations in the nonprofit sector from for-profit businesses is the lack of concern for strategic management.

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Question 9

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General managers bear responsibility for the overall performance of the company or for one of its major self-contained subunits or divisions.

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Question 10

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The CEO is a company's principal general manager.

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Question 11

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The final component of the strategic management process is crafting the organization's mission statement,which provides the framework or context within which strategies are formulated.

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Question 12

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Fortunately,the concepts vision and mission can be used interchangeably.

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Question 13

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The mission of a company lays out some desired future state and articulates what the company would like to achieve.

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Question 14

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Unfortunately,values are personal and have little to do with organizational culture or competitive advantage.

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Question 15

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Well-constructed goals provide a means by which the performance of managers can be evaluated.

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Question 16

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SWOT analysis is implemented to fine-tune strategies.

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Question 17

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SWOT analysis concerns identifying strengths,weaknesses,options,and threats.

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Question 18

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The feedback loop in the model of the strategic management process indicates that the process is ongoing; it never ends.

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Question 19

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The traditional planning model suggests that a company's strategies are the result of a plan from a highly structured process orchestrated by top management.

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Question 20

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Mintzberg's model suggests a company's realized strategy is the product of whatever strategies are actually put into actionintended and emergent.

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