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Subject: Cost Accounting
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 MANDAR EDUCATION SOCIETY'S RAJARAM SHINDE COLLEGE OF MBA
MMS II SEM III
III
STRATEGIC MANAGEMENT
bject Code:
Questions
Which of these seeks to relate the goals of organization to them earn s of achieving them?
What is a unified,comprehensive & integrated plan designed to assure that basic objectives of enterprise are
.Business policy tends to emphasize on which aspect of strategic management?
In large organization strategies are formulate at which level?
Which is a planned strategy?
Which is not an advantage of strategic management?
Which is not the limitation of strategic management?
Which of these require a lot of cash to hold their share & need heavy investment with low growth potent
Which of these refers to a strategy where the business seeks tos ellits existing products in to new market &
A company which has gone global isc alled
In industries wherer at eof is fast, are quite likely to be came obsolete.
Which of these useful an alytical tool for comparing market position of each firm separately where an indus
Which of these refers to process of integration of world economy into one huge market.
Which is meant about analyze competitors & at the same time, it permits the comprehension of the vision, m
.    In the resource-based model, which of the following factors would be considered a key to organizationalsu
.    All of the following are resources of an organizationEXCEPT
    An analysis of the economic segment of the external environment would include all of the followingEXCE

    Product differentiation refers tothe:

   Internal analysis enables a firm to determine what thefirm

   An external analysis enables a firm to determine what thefirm

     Capabilities that other firms cannot develop easily are classifiedas

   Costly-to-imitate capabilities can emerge for all of the following reasons EXCEPT

     firms that achieve competitive parity can expectto:

A cost leadership strategy targetstheindustry's

  Ninety percent of Wm. Wrigley Company's total revenue comes from chewing gum. This is an exampleof

   An integrated and coordinated set of commitments and actions designedto exploit core competencies and g
A, PEDHAMBE, CHIPLUN DIST RATNAGIRI

Option A Option B Option C Option D

Strategy   Execution   Monitoring Management
     Strategy Execution Monitoring Management
   System Analytical   Portfolio Analytical Credit Analytical Rational Analytical
  Corporatelevels   Division alLevels    Functional levels   All

  Proactive Reactive Adaptive     Neutral

  Helps organizations to be
Control
proactive.    Meeting the targets
their own destin   Identify available opportunity
   Time ConsumingProcess    Difficult Estimation of   competitive
CostlyProcess responses   Understandable complexenvironment.
  Star     Cash-Cow    Question-Mark    Dog

   MarketPenetration     Market Development    ProductDevelopment Diversification.

  MNC     TNC Both (a) &(b)   Global Company

  Product Innovation, ProductPatents

    Market Innovation, Firm’sName
  Product Innovation, Firm’sName
Market Innovation, ProductPatents
Strategic GroupMapping   Scenario Analysis   Strategic CoreAnalysis PESTELAnalysis

   Globalization    Privatization    Stratification    Liberalisation

   StrategicAnalysis     Core Competence    Competitive LandscapeCompetitiveStrategy

.    unique marketniche    weak competition    economies ofscale      skilledemployees

  an hourly production .employee's
    oil drillingability
rightsto
incatch
 aweak
promisingregion.
subtle
competitors
quality in
defects
theindustry.
    a charity's
in products.
endowment of $400million.
  interest rates.    international trade.     the strength of the U.S.dollar.
     the move toward a contingentworkforce

     ability of the buyers      

ofresponse
a productoftoincumbent
negotiate
      belief
firms
a lowerprice.
by
to customers
new entrants.that
      fact
a product
that as more
is unique.
of a product is produce
     can do.    should do.     will do.     might do.

cando.     should do.     will do.      might do.

     costly toimitate.     rare.     valuable.     no substitutable.

   lack of scientifictransference.
social complexity.     unique historical conditions.     causal ambiguity.

   earn below-averagereturns.
     earn average returns.      earn above-averagereturns.
      initially earn above-average returns, dec

    mosttypical     poorest       least educated       most frugal

      market commonality.     standard-cyclemarkets.       economies of scale.       market dependence.

a business strategy.     core competencies.       sustained competitive       strategic
advantage. mission.
Correct Option SET NO. NEGATIVE ALLOTED MARKS
A 0 2
A 0 2
D 0 2
D 0 2
A 0 2
D 0 2
D 0 2
C 0 2
B 0 2
C 0 2
A 0 2
A 0 2
A 0 2
C 0 2
A 0 2
C 0 2
D 0 2
C 0 2
A 0 2
D 0 2
A 0 2
A 0 2
B 0 2
A 0 2
D 0 2
A 0 2
QUESTION TYPE INSTRUCTIONS SHUFFLE OPTION ANSWER KEY
1 N Strategy
1 N      Strategy

1 N Rational Analytical
1 N   All
1 N     Neutral

1 N    Meeting the targets

1 N   Understandable complexenvironment.
1 N    Question-Mark

1 N     MarketDevelopment

1 N Both (a) &(b)

1 N   Product Innovation, ProductPatents

1 N Strategic GroupMapping
1 N    Globalization

1 N    CompetitiveLandscape

1 N .    unique marketniche

1 N   weak competitors in theindustry.

1 N      the move toward a contingentworkforce

1 N       belief by customers that a product is un

1 N      can do.

1 N      might do.

1 N      costly toimitate.

1 N    lack of scientifictransference.

1 N      earn average returns.

1 N     most typical

1 N       market dependence.

1 N a business strategy.
plexenvironment.

ProductPatents

n theindustry.
contingentworkforce.
rs that a product is unique.

ansference.