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MB0052 B1699 MQP Answers PDF
MB0052 B1699 MQP Answers PDF
C. adaptive
D. opportunistic
7. A basic advantage of ___________ approach is that it generates
enough information and employs scientific tools of analysis which
enable planners and decision makers to find solutions even in complex
situations
A. formal-structured
B. adaptive
C. entrepreneurial-opportunistic
D. combination
8. The system by which business corporations are directed and controlled
is called ________________
A. Corporate Governance
B. Corporate Social Responsibility
C. Strategic Management
D. Organisational Planning
9. Corporate governance is primarily guided by _____________.
A. Customers
B. Shareholders
C. Employees
D. Board of Directors
10. The affairs of the company are directed and controlled through the
__________________
who
represent
the
shareholders
of
the
company
A. Board of Directors
B. Senior managers
C. Middle management
D. Managing Director and the Chief Executive Officer
11. The _____________ system should clearly address the three major
issues of an organisation the corporate objective, whom the
organisation should be serving and finally how best to serve their
interests.
A. Corporate Governance
B. Policy making
C. Strategic
D. Planning
12. The interrelationship or interdependence between governance and
strategy can be seen through ______________________ in the
organisation.
A. tasks and practices
B. a chain in the reporting system
C. structure
D. processes adopted
B. vision statement
C. quality principles
D. policy
17. _________________ involves setting goals or targets which demand
stretching of the present resource base and capabilities for their
fulfilment.
A. Strategic intent
B. Strategic objectives
C. Social audit
D. Strategic plan
18. ________________ can be defined as the alignment of business
operations with social values.
A. Corporate Governance
B. Corporate Social Responsibility
C. Business policy
D. Sustainability
19. ________________ evaluates or measures a companys performance
against planned or laid down social objectives or goals.
A. Social audit
B. Strategic intent
C. Strategic audit
D. Strategic review
imaging
and
laser
control
are
examples
of
______
competence.
A. Strategic
B. Threshold
C. Distinctive
D. Core
22. _______________ is the unique capability that helps an organisation
in capitalizing upon a particular opportunity.
A. Core competence
B. Distinctive competence
C. Strategic competence
D. Threshold competence
23. Various competencies and resources of an organisation can be
integrated into a chain of activities which an organisation performs to
meet customer demand. This is called as ____________.
A. value chain
B. product life cycle
C. innovation
D. business process
24. In order to secure or sustain competitive advantage, __________
may have to be continuously developed and adjusted to competence
levels.
A. skills
B. talent
C. resources
D. equipments
25. In order to improve the competitive position, companies are adopting
_____________, that is, moving one or more of the functions in the
value chain outside.
A. strategic outsourcing
B. Business process re-engineering
C. Corporate restructuring
D. subcontracting
26. The national income, the manufacturing and service sector, capital or
financial sector, investment, savings, etc., constitute the __________
environment.
A. Economic
B. Sociological
C. Micro
D. political
27. Prevailing tendencies, course of action or events taking place over
time like movements in national income, inflationary tendencies,
growth in industrial production, etc., are known as ___________.
A. Patterns
B. macro activities
C. Trends
D. fluctuations
28. A ________________ is a detailed and probable view of how the
business environment of an organisation may develop in the future
based on the analysis of key environmental influences and factors of
change about which there is a high degree of uncertainty.
A. Scenario
B. Vision
C. Mission
D. Policy
29. In addition to environmental analysis, organisations need to assess
their internal strengths and weaknesses. This is done through
______________.
A. SWOT analysis
B. Scenario building
C. PEST analysis
D. Benchmarking
30. The focus of _____________ is on developing and maintaining
competitive advantage consistent with present resources and market
requirements.
A. dynamic strategy
B. stability strategy
C. competitive strategy
D. generic strategy
31. In the BCG model, BCG stands for ______________.
A. Boston Consulting Group
B. Business Communication Group
C. Business Consulting Group
D. Benchmark Consulting Group
32. The BCG model is also known as ______________.
A. Johari Window
B. evaluation matrix
C. Generic strategy model
D. portfolio matrix
33. In Michael Porters theory, the four generic strategic options available
to
companies
are
cost
leadership,
focused
cost
leadership,
do
not
improvement.
provide
enough
opportunities
to
the
parent
for
A. Value trap
B. Ballast
C. Heartland businesses
D. Alien territory
37. To ascertain the acceptability and commercial viability of a new
product, it is necessary to conduct ____________ before launching
the product.
A. User Acceptability test
B. test marketing
C. pilot study
D. survey
38. Market development for existing products can take place in two ways:
first is through geographic expansion in the existing market segments
and second is through ___________________.
A. coming up with new features for existing products
B. new marketing techniques
C. developing new market segments
D. more advertisements
39. The kind of diversification in which new business has commonalities
with the core business or core competence of the company is called
___________________.
A. Related diversification
B. unrelated diversification
C. concentric diversification
D. conglomerate diversification
40. __________________ is less related to the present business and
skills and resources (except financial) and may mean venturing into
an entirely new area.
A. Related diversification
B. Unrelated diversification
C. concentric diversification
D. conglomerate diversification
41. _____________________ is defined as cooperation between two or
more organisations with a common objective, shared control and
contributions (in terms of resources, skills and capabilities) by the
partners for mutual benefits.
A. Strategic alliance
B. Joint venture
C. Merger
D. Acquisitions
42. A ______________ may be defined as a business venture in which
two or more independent companies join together, contribute to
equity capital in equal or agreed proportion and establish a new
company.
A. Strategic alliance
B. Joint venture
C. Merger
D. Acquisitions
43. The
basic
objective
behind
all
strategic
alliances
is
to
_____________.
A. secure competitive advantage in the market
B. increase sales
C. increase market share
D. improve operational processes
44. ___________________ is a type of merger which takes place when
there is combination of two or more companies in the same business
or product group or product.
A. Vertical merger
B. Horizontal merger
C. Synergic merger
D. Concentric merger
45. _______________ is a type of merger which takes place when there
is a combination of two or more companies which are NOT in the
same business but in related businesses or products.
A. Horizontal merger
B. Vertical merger
C. Synergic merger
D. Concentric merger
PART B
(25 x 2 marks = 50 marks)
51. In many respects, business strategy is similar to military strategy.
Business strategy is formulated, implemented and evaluated with an
assumption of ____________, but military strategy is based on the
assumption of __________.
A. competition, conflict
B. plans, rivalry
C. business environment, prediction of war
levels
of
organisation
strategy
are
corporate
level,
B. 1T, 2T
C. 1T, 2F
D. 1F, 2T
balancing
strategy
and
is
more
of
remedial,
plan
are
classified
as
mix
of
both
___________
and
___________ factors.
A. present, future
B. future, present
C. direction, purpose
D. strategic path, principles
60. Four types of mergers are (i) horizontal merger, (ii) vertical merger,
(iii) ____________ and (iv) _____________.
61. Companies which wish to compete globally generally adopt one of the
following four strategies (i) Global strategy, (ii) multi-domestic
strategy, (iii) _____________ and (iv) _____________.
A. 1T, 2T
B. 1F, 2F
C. 1T, 2F
D. 1F, 2T
A. 1T, 2T
B. 1F, 2F
C. 1T, 2F
D. 1F, 2T
An
organisational
organisational chart
A. 1T, 2T
B. 1F, 2F
C. 1T, 2F
D. 1F, 2T
structure
is
presented
through
the
A. 1F, 2F
B. 1T, 2T
C. 1T, 2F
D. 1F, 2T
A. 1F, 2F
B. 1T, 2T
C. 1T, 2F
D. 1F, 2T
A. 1T, 2F
B. 1F, 2T
C. 1F, 2F
D. 1T, 2T
A. 1T, 2T
B. 1F, 2F
C. 1T, 2F
D. 1F, 2T
A. 1T, 2T
B. 1F, 2F
C. 1T, 2F
D. 1F, 2T
PART C
(4 X 10 marks = 40 marks)
Case Study: (Read the case study given below and answer the
questions 78 and 79)
Unilever
(HUL)
is
partly
owned
(majority
holding)
subsidiary of Unilever Ltd. For quite some years, Unilever was on the
lookout for expansion opportunities for its group companies/ businesses
in India. When the opportunity came its way with Indias economic
liberalization in the 1990s, Unilever acted fast, achieved a big expansion
in each of its major businesses in the country, regrouped and integrated
its companies. Unilever worked out its corporate strategy for India in
line with its objectives. To achieve its objectives, HUL formulated a
strategy which had three distinct components:
1. A strategy for expansion of businesses
2. A strategy for regrouping and integrating the group companies
its
Indian
operations.
Unilever
acquired
majority
stake
and