Test Bank For Management 10th Canadian Edition Robbins Download

Test Bank for Management, 10th Canadian Edition : Robbins
Test Bank for Management, 10th Canadian Edition :

Robbins
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Management, 10ce (Robbins)
Chapter 8 Strategic Management
1) Strategic management is what managers do to develop the organization's strategies.

A) True
B) False
Answer: True
Diff: 1 Type: TF Page Reference: 209
Topic: Explain the role of strategic management Skill: Recall
2) The strategic design for how a company intends to profit from its strategies, processes,
and activities is often called a strategic deployment plan.
A) True
B) False
Answer: False
3) The most fundamental questions about strategy address why firms, facing the same
environmental conditions, have varying levels of performance.
A) True
B) False
Answer: True
4) Studies indicate that organizations that use strategic management have higher levels of
performance.
A) True
B) False
Answer: True
5) A business model describes how a company is going to make money.

A) True
B) False
Incorrect: x
Answer: True
6) Generally, strategic plans do not work well for small, entrepreneurial companies.
A) True
B) False
Correct: x
Answer: False
Copyright © 2012 Pearson Canada Inc., Toronto, Ontario.

Topic: Explain the role of strategic management Skill: Applied
7) The same environment can present opportunities to one organization and pose threats
to another.
A) True
B) False
Answer: True
8) The first step in the strategic management process is analyzing the external
environment.
A) True
B) False
Answer: False
Topic: Describe the role of managers in each strategic management step
Skill: Recall
9) Understanding the organization's culture is a crucial part of external analysis.

A) True
B) False
Answer: False
Skill: Applied
10) Evaluating an organization's intangible assets is part of conducting an internal

analysis in the strategic management process.
A) True
B) False
Answer: True
Skill: Recall
11) Activities that an organization does well or any unique resources that it has are called
opportunities.
A) True
B) False
Answer: False
Skill: Recall

12) The major value-creating capabilities and skills of the organization are known as its
primary resources.
A) True
B) False
Answer: False
Skill: Recall
13) SWOT analysis includes an analysis of an organization's internal and external

environments.
A) True
B) False
Answer: True
Skill: Recall
14) When conducting a SWOT analysis, threats are activities the organization doesn't do
well or resources it needs but doesn't possess.
A) True
B) False
Answer: False
Skill: Recall
15) The final step in the strategic management process is to implement the strategies.
A) True
B) False
Answer: False
Skill: Recall
16) A strong organizational culture may act as a significant barrier to accepting any
changes in the organization's strategies.
A) True
B) False
Answer: True
Topic: Describe organizational strategies Skill: Applied
17) Corporate strategy is based on the mission and goals of the organization and the roles
that each business unit in the organization will play.
A) True

B) False
Answer: True
Topic: Describe organizational strategies Skill: Recall
18) In horizontal integration, the organization attempts to gain control of its inputs by
becoming its own supplier.
A) True
B) False
Answer: False
19) One method of implementing a growth strategy is by increasing production capacity.

A) True
B) False
Answer: True
20) A trucking company that grows by purchasing a chain of gasoline stations is engaged
in horizontal integration.
A) True
B) False
Answer: False
21) Concentration and diversification are two types of renewal strategies.

A) True
B) False
Answer: False
22) When Air Canada acquired Canadian Airlines International, it was pursuing a
strategy of growth by vertical integration.
A) True
B) False
Answer: False
23) A stability strategy may be appropriate in industries where there is rapid and dramatic
change, as well as industries facing slow- or no-growth opportunities.
A) True

B) False
Answer: True
24) A renewal strategy is a corporate strategy designed to address organizational

weaknesses that are leading to performance declines.
A) True
B) False
Answer: True
25) An automobile manufacturer that decides to purchase a truck manufacturer and a

recreational vehicles manufacturer is engaging in horizontal integration.
A) True
B) False
Answer: False
26) A retrenchment strategy is a short-run renewal strategy that helps an organization

stabilize operations, revitalize organizational resources and capabilities, and prepare
to compete once again.
A) True
B) False
Answer: True
27) Based on the BCG matrix, a business that has low growth potential but high market
share is known as a question mark.
A) True
B) False
Answer: False
28) The BCG matrix evaluates businesses to identify which ones offer high potential and
which ones drain organizational resources.
A) True
B) False
Answer: True

29) Based on the BCG matrix, dogs are characterized by low growth and low market
share.
A) True
B) False
Answer: True
30) According to Michael Porter's competitive strategies framework, the cost leadership
strategy results in exceptionally high-quality products at the lowest cost in the
industry.
A) True
B) False
Answer: False
31) A company that competes by offering unique products that are widely valued by
customers is following a differentiation strategy.
A) True
B) False
Answer: True
32) WestJet Airlines is an example of a company that has used the low-cost leader
strategy to compete in the Canadian airline industry.
A) True
B) False
Answer: True
33) According to Michael Porter's competitive strategies framework, a company using a

focus strategy seeks to offer a unique product to a broad target market by focusing on
a specific product attribute such as exceptionally high quality or extraordinary
service.
A) True
B) False
Answer: False
34) Since Internet technology is now so universally accessible, it can no longer contribute
to the development of a sustainable competitive advantage for any particular
organization.

A) True
B) False
Answer: False
Topic: Discuss current strategic management issues Skill: Applied
35) One important customer service strategy is to give customers what they want
regardless of the cost.
A) True
B) False
Answer: False
Topic: Discuss current strategic management issues Skill: Recall
36) Innovation strategies focus exclusively on radical, breakthrough products as the key
source of sustainable competitive advantage.
A) True
B) False
Answer: False
37) An organization that is first to bring a product to the market or to use a new process is
called a "first mover."
A) True
B) False
Answer: True
38) Strategic management is __________.

A) what managers do to develop the organization's strategies
B) oriented to the short-run performance of an organization
C) a process that is done best if it is done quickly
D) not relevant to government agencies and not-for-profit organizations
E) more relevant to large organizations than to small ones
Answer: A
Diff: 1 Type: MC Page Reference: 209
39) Strategic management involves __________.

A) the management functions of planning and organizing only
B) decisions and actions that determine the short-term performance of an
organization
C) decisions and actions that determine who will be promoted to management
D) the functions of planning and controlling only

E) all the basic management functions
Answer: E
40) Studies of the factors that contribute to organizational performance have shown
__________ relationship between strategic planning and performance.
A) no
B) a mixed
C) a negative
D) a positive
E) an inverse
Answer: D
41) A __________ is a strategic design for how a company intends to profit from its
strategies, work processes, and work activities.
A) mission statement
B) master plan
C) business model
D) strategic deployment plan
E) functional strategic plan
Answer: C
42) The __________ answers the question "What is our reason for being in business?"
A) strategic plan
B) tactical objective
C) strategic purpose
D) operational imperative
E) mission
Answer: E
Skill: Recall
43) The purpose of Cathy's Clowns is "to provide healthy entertainment that makes
young children laugh." This statement describes Cathy's __________ .
A) strategic plan
B) tactical objective
C) strategic purpose
D) operational imperative
E) mission
Answer: E

Skill: Applied
44) What is the first step in the strategic management process?

A) external analysis
B) internal analysis
C) SWOT analysis
D) formulate strategies
E) identify current current mission, objectives, and strategies
Answer: E
Skill: Recall
45) The first four steps of the strategic management process describe the strategic
________ that must take place in an organization.
A) evaluation
B) controlling
C) planning
D) implementation
E) organization
Answer: C
Skill: Recall
46) "At HBC, we have a tremendous sense of responsibility, not only to the continued
growth and success of our company, but also to the nation that we have been
instrumental in building. Our culture is grounded in a commitment to take into
account the social needs and issues impacting the communities where we do
business." This statement relates most closely to which component of a mission
statement?
A) products or services
B) technology
C) concern for public image
D) philosophy
E) concern for employees
Answer: D
Skill: Applied
47) The mission statement of Cirque du Soleil states, "We are united by one overriding
goal: to entertain, uplift, and enlighten audiences the world over." This statement
relates most closely to which component of a mission statement?

A) markets
B) technology
D) philosophy
Answer: A
Skill: Applied
48) "At IBM, we recognize individual differences and appreciate how these differences
provide a powerful competitive advantage and a source of great pride and opportunity
in the workplace and marketplace." This statement relates most closely to which
component of a mission statement?
A) products or services
B) technology
D) concern for survival
Answer: E
Skill: Applied
49) At which step of the strategic management process do managers try to find out what
the competition is doing and what pending legislation might affect the organization?
A) identify current mission, objectives, and strategies
B) formulate strategies
C) evaluate results
D) internal analysis
E) external analysis
Answer: E
Skill: Applied
50) At which step of the strategic management process do managers identify

opportunities and threats?
A) internal analysis
C) external analysis
D) identify current mission, objectives, and strategies
E) evaluate results
Answer: C

Skill: Recall
51) __________ are positive trends in external environmental factors, while __________
are negative trends.
A) Strengths; weaknesses
B) Strengths; threats
C) Opportunities; weaknesses
D) Opportunities; threats
E) Opportunities; risks
Answer: D
Skill: Recall
52) Computer peripherals provider Ascent plans to enter a new market in another
country. Which of the following represents a threat for Ascent?
A) Ascent's profit margin in the previous year was its lowest on record and it will
require long-term planning to improve margins.
B) Ascent lacks the resources to enter the market on its own and has to find a
partner in the new market.
C) Ascent will have to plan its entry carefully as the laws in the country do not
favour foreign businesses.
D) Ascent needs to improve its service capabilities in the new country as this is an
important source of revenue.
Answer: C
Skill: Applied
53) Jill is assessing the labour supply in the locations where her company currently
operates. She is currently at which stage of the strategic management process?
D) evaluate results
E) formulate strategies
Answer: C
Skill: Applied
54) Carly's Car Care has just found out that a new competitor is opening a few doors
down in a prime location. The competitor will feature the very latest in car washing
technology at competitive prices. The new competitor represents which of the
following for Carly?
A) opportunity

B) weakness
C) threat
D) strength
E) related diversification
Answer: C
Skill: Applied
55) At which step of the strategic management process do managers assess their financial
capital, technical expertise, employee skills, and marketing capabilities?
C) evaluate results
D) internal analysis
E) external analysis
Answer: D
Skill: Applied
56) At which step of the strategic management process do managers identify strengths
and weaknesses?
A) internal analysis
D) identify current mission, objectives, and strategy
E) evaluate results
Answer: A
Skill: Recall
57) Helen, the owner of Crazy Cupcakes, is conducting a SWOT analysis of her company
to find out where she can improve her business and to identify possibilities for
expansion. Which of the following represents an opportunity for expansion?
A) There has been a trend toward personalized cupcakes for a variety of
occasions.
B) The production process was found to be highly efficient, and wastage was kept
to a minimum.
C) In a taste test, Crazy Cupcakes products ranked higher than competitors in the
taste and texture segments.
D) Crazy Cupcakes decorators are among the best in their field, and design plays
a major role in the popularity of the products.
Answer: A

Skill: Applied
58) An organization's __________ are its assets—financial, physical, human,

intangible—that are used to develop, manufacture, and deliver products or services to
its customers.
A) core competencies
B) opportunities
C) resources
D) differential benefits
E) competitive instincts
Answer: C
Skill: Recall
59) __________ are the organization's major value-creating skills, capabilities, and
resources that determine the organization's competitive weapons.
A) Competitive assets
B) Opportunities
C) Core competencies
D) Differential benefits
E) Primary resources
Answer: C
Skill: Recall
60) Bella Vista Clothing targets teenaged girls with a range of affordable ready-to-wear
clothing. The company is opening two new outlets, as sales have been excellent.
Which of the following represents a strength for the company?
A) The company's in-house designers have a knack for identifying and
popularizing fashion trends.
B) Disposable income is rising, and consumers will have more money to spend on
clothes.
C) Overseas customers have shown an interest in buying Bella Vista clothes
through the company's online store.
D) A long-time competitor recently went out of business, so Bella Vista can cut
down on its advertising budget.
Answer: A
Skill: Applied

61) Pat's Pets has developed a reputation as the industry leader in quality pet carE) It has
exceptionally skilled employees who are known for their humane and loving
treatment of animals. For Pat's, these resources would be considered __________.
A) opportunities
B) differential benefits
C) competitive assets
D) primary resources
E) core competencies
Answer: E
Skill: Applied
62) Which of the following is one of the drawbacks to strong organizational cultures that
a manager should consider when completing the strategic management process?
A) They always hinder the organization's strategic actions.
B) Employees will have less understanding of the planning process.
C) Employee attitudes tend to be strong, but their organizational values are weak.
D) They cancel out any organizational distinctive competence.
E) They are more difficult to change than a weak culture.
Answer: E
Skill: Applied
63) The major value-creating capabilities of the organization are known as its ________.
A) strengths
B) opportunities
C) core competencies
D) resources
E) external threats
Answer: C
Skill: Recall
64) Once managers have completed their analysis of the strengths, weaknesses,
opportunities, and threats facing the organization, they can proceed to the next step of
the strategic management process, which is to __________.
A) identify competitors
B) identify the organization's current mission, goals, and strategy
C) implement strategies
E) identify environmental trends
Answer: D

Skill: Recall
65) The final step in strategic planning answers the question ‘‘__________’’
A) How effective have our strategies been?
B) What businesses have we been in?
C) What businesses should we have we been in?
D) How much money have we lost?
E) Who are our competitors?
Answer: A
Skill: Recall
66) If a bank evaluates the capabilities of its training and development department
employees prior to implementing a new training program designed to change their
method of providing customer service, it is completing what step in the strategic
management process?
A) external analysis
B) identify the organization's current mission, goals, and strategies
C) internal analysis
E) implement strategies
Answer: C
Skill: Applied
67) Corporate strategy determines __________.

A) what businesses a company should be in or wants to be in
B) what environment a company should be in or wants to be in
C) how an organization should compete in each of its businesses
D) the differentiation strategy pursued by each product division
E) the products and services offered by each strategic business unit
Answer: A
68) Top-level managers are responsible for ________ strategies.

A) implementation
B) differentiation
C) corporate
D) competitive
E) functional
Answer: C

69) __________ strategy determines what businesses an organization should be in.

A) Business
B) Organizational
C) Operational
D) Corporate
E) Functional
Answer: D
70) A(n) __________ strategy addresses organizational weaknesses, helps stabilize

operations, and revitalizes organizational resources and capabilities.
A) diversification
B) integration
C) concentration
D) retrenchment
E) stability
Answer: D
71) The renewal strategy of __________ is used to correct less serious performance
setbacks, while a __________ strategy is used for more critical performance
problems.
A) diversification; integration
B) integration; retrenchment
C) stability; concentration
D) retrenchment; turnaround
E) stability; retrenchment
Answer: D
72) Three types of growth strategies are __________.

A) concentration, integration, and retrenchment
B) concentration, integration, and diversification
C) integration, diversification, and consolidation
D) concentration, integration, and focus
E) concentration, integration, and differentiation
Answer: B

73) When an organization grows by combining operations with competitors, the strategy
is known as a __________ strategy.
A) retrenchment
B) horizontal integration
C) vertical integration
D) stability
E) diversification
Answer: B
74) When an organization attempts to grow by merging with or acquiring firms in

different but associated industries, the strategy is known as a __________ strategy.
A) related differentiation
D) related diversification
E) concentration
Answer: D
75) When an organization attempts to grow by merging with or acquiring firms in

different and unrelated industries, the strategy is known as a __________ strategy.
A) unrelated diversification
D) unrelated differentiation
E) retrenchment
Answer: A
76) The Jim Pattison Group has grown by acquiring firms in diverse industries. Today,
Jim Pattison owns food retail chains, car dealerships, radio stations, a fishing
company, a sign company, a packaging company, and several museum-themed tourist
attractions. Jim Pattison has pursued a strategy of __________.
A) vertical integration
C) related differentiation
D) unrelated differentiation
E) unrelated diversification
Answer: E

77) When Air Canada acquired its largest domestic competitor, Canadian Airlines
International, it was pursuing a strategy of __________.
A) forward vertical integration
C) related diversification
D) related differentiation
E) backward vertical integration
Answer: B
78) When athletic sportswear manufacturer Nike decided to open its own chain of retail
stores, it was pursuing which corporate strategy?
A) backward vertical integration
B) forward vertical integration
D) unrelated diversification
E) horizontal integration
Answer: B
79) When Kimberly-Clark Corporation merged with Scott Paper Company to form the
world's largest producer of tissue paper, they were pursuing which growth strategy?
Answer: E
80) When consumer electronics manufacturer Sony Corporation decided to open its own
chain of retail stores, it was pursuing which corporate strategy?
Answer: B

81) Over the last century, the Campbell Soup Company has expanded by acquiring other
packaged consumer food companies such as Pace, V8, Pepperidge Farms, Swanson,
and Godiva Chocolatiers. Campbell was pursuing which corporate strategy?
Answer: C
82) Over the last century, the Campbell Soup Company has grown by expanding the
scale of its operations and increasing the number of products in its primary line of
business. Since establishing its first plant in Toronto in 1931, Campbell has
introduced more than 100 new varieties of soups, broths, and gravies to the Canadian
market. This an example of which corporate strategy?
D) concentration
Answer: D
83) When the Campbell Soup Company began to manufacture its own cans to gain more
control over a key production input, it was pursuing which corporate strategy?
D) concentration
Answer: A
84) When aluminum manufacturer Alcan purchased a mining company that mines
bauxite, a key input in aluminum production, it was pursuing which corporate
strategy?
A) concentration
D) backward vertical integration
Answer: D

85) YUM! Brands is the world's largest restaurant company, with more than 33,000
restaurants in over 100 countries. Their restaurant brands include KFC, Pizza Hut,
and Taco Bell. They recently acquired two other fast-food restaurant chains: A&W
Hamburgers and Long John Silver's Seafood. YUM! has pursued which type of
corporate strategy?
A) related differentiation
Answer: C
86) Which of the following describes a company growing by combining with other
organizations in the same industry?
A) forward vertical integration
B) backward vertical integration
C) horizontal integration
E) concentration
Answer: C
87) Ronald's has been in the fast-food business for five years. After struggling for two
years, it finally broke even, and the french fries it offers are its most popular product.
However, during the past year, its business has suffered because the farm that used to
supply it with potatoes has increased its prices drastically. What should Ronald's do
to control production costs?
A) Ronald's should reorganize its organizational hierarchy to increase efficiency.
B) Ronald's should buy out the farm and become its own supplier.
C) Ronald's should open more distribution outlets.
D) Ronald's should broaden its product range by introducing potato nuggets on its
menu.
Answer: B
88) Which of the following statements concerning the stability strategy is not true?
A) It is appropriate when a firm is facing slow or no-growth opportunities.
B) It is appropriate when the industry is in a state of rapid upheaval.
C) It is a functional strategy characterized by an absence of significant change.

D) Owners and managers of small businesses often purposely choose it because
they feel that their business is successful enough.
E) Owners and managers of small businesses often purposely choose it because
they don't want the hassles of a growing business.
Answer: C
89) Cindy's Cosmetics continues to offer the same high quality beauty products that it has
for the last 10 years. The company is successful in its market segment and has no
plans for change in the near futurE) The company is pursuing which type of strategy?
A) integration
B) stability
C) diversification
D) retrenchment
E) concentration
Answer: B
90) When Air Canada went into bankruptcy protection to restructure its organization and
reduce its operating costs, it was pursuing which of the following strategies?
A) integration
B) stability
C) diversification
D) turnaround
E) concentration
Answer: D
91) When a university reduces its course offerings in a semester due to low student
enrolment, it is pursuing a strategy of __________.
A) integration
B) retrenchment
C) diversification
D) stability
E) concentration
Answer: B
92) Pepsico is divided into several product divisions, including Pepsi, Frito-Lay,
Tropicana, Quaker, and GatoradE) Each division has its own strategy that defines the
products it wants to offer and the customers it wants to target. The divisions are
called __________.

A) subsidiary operating divisions
B) strategic operating centres
C) strategic business units
D) diversified business enterprises
E) segmented business units
Answer: C
93) According to the BCG matrix, a __________ does not consume or produce much
cash, and holds little or no promise for improved performance.
A) cash cow
B) star
C) dog
D) question mark
E) falling star
Answer: C
94) When an organization continues serving the same clients by offering the same
product or service, maintaining market share, and sustaining the organization's
current business operations, it is following a ________ strategy.
A) renewal
B) stability
C) retrenchment
D) turnaround
Answer: B
95) According to the BCG matrix, a business unit that has low market share in a rapidly
growing market is known as a __________.
A) cash cow
B) high flyer
C) dog
D) question mark
E) rising star
Answer: D
96) The Duracell division of Gillette is the dominant producer of alkaline batteries
worldwidE) Demand for alkaline batteries continues to thrive as consumers embrace
a growing number of portable digital electronic products. According to the BCG
matrix, Duracell is a __________.

A) question mark
B) exclamation point
C) cash cow
D) star
E) rocket
Answer: D
97) The global leader in the cigarette lighter business is French company BIC, but the
market is expected to decline in coming years as fewer people take up smoking.
Realizing these factors, Gillette decided to sell its Cricket lighter division to Swedish
Match. According to the BCG matrix, Gillette viewed Cricket as a __________.
A) question mark
B) health hazard
C) cash cow
D) dog
E) skunk
Answer: D
98) BIC is the world's largest producer of ballpoint pens. The market for ballpoint pens
remains steady, but prospects for future growth are limited as new innovations in
writing technology are expected to emergE) According to the BCG matrix, ballpoint
pens are a __________ for BIC.
A) question mark
B) sleeping giant
C) cash cow
D) star
E) white elephant
Answer: C
99) The AFV (Alternative Fuel Vehicle) division of General Motors produces gas-
electric hybrids and other automobiles that run on ethanol, natural gas, and hydrogen.
While current market share is small, GM is anticipating dramatic growth in the next
few years as demand for alternative fuel vehicles skyrockets. Using the BCG matrix,
GM would classify the AFV division as a __________.
A) question mark
B) sleeping giant
C) cash cow
D) star
E) exclamation point
Answer: A

100) __________ strategy determines how an organization should compete in each of its
businesses.
A) Business
B) Organizational
C) Operational
D) Corporate
E) Functional
Answer: A
101) The distinct edge that sets an organization apart from its competitors is called a
__________.
A) defining characteristic
B) significant benefit
C) proprietary competence
D) competitive advantage
E) differential benefit
Answer: D
102) Michael Porter proposes that some __________ are inherently more profitable than
others.
A) companies
B) industries
C) SBUs
D) products
E) entrepreneurs
Answer: B
103) Which of the following is not a force in Michael Porter's five forces model of
industry attractiveness?
A) threat of new entrants
B) threat of substitutes
C) bargaining power of suppliers
D) bargaining power of managers
E) intensity of current competitive rivalry
Answer: D

104) In Michael Porter's five forces model of industry attractiveness, __________ is
determined by barriers to entry such as economies of scale and brand loyalty.
A) threat of substitutes
B) threat of new entrants
C) bargaining power of buyers
D) bargaining power of suppliers
Answer: B

determined by the degree of supplier concentration and substitute inputs.
Answer: D

determined by the industry growth rate, increasing or falling demand, and product
differences.
B) threats of new entrants
Answer: E
107) Switching costs and buyer loyalty are examples of strategic forces that determine
the __________.
Answer: A

108) The cost leadership strategy requires a firm to __________.
A) aggressively search out efficiencies to maintain the lowest cost structure
B) be unique in its product offering
C) achieve a cost advantage in a narrow industry segment
D) engage in product engineering and have creative flair
E) have strong research capabilities
Answer: A
109) According to Michael Porter's competitive strategies framework, which of the

following strategies seeks to offer unique products to a broad customer market?
A) cost leadership
B) differentiation
C) focus
D) stuck in the middle
E) diversification
Answer: B
110) The three competitive strategies identified by Michael Porter are __________.
A) cost leadership, focus, and diversification
B) cost leadership, focus, and integration
C) focus, diversification, and combination
D) focus, differentiation, and retrenchment
E) focus, differentiation, and cost leadership
Answer: E
111) An organization that is unable to develop a competitive advantage based on one of

Michael Porter's competitive strategies is termed __________.
A) derailed
B) noncompeting
C) stick in the mud
E) out on a limb
Answer: D
112) For many years, Canadian retailer Zellers used the slogan "Where the lowest price is
the law." Which one of Michael Porter's competitive strategies was Zellers using?
A) retrenchment
B) differentiation

C) focus
D) cost leadership
E) diversification
Answer: D
113) Appliance maker Maytag states that its products are so reliable that its customers
may never need a service call. For nearly 40 years, it has promoted this claim in
advertisements featuring the legendary "Lonely Maytag Repairman." Which of the
following is the primary source of Maytag's competitive advantage?
A) cost leadership
B) differentiation
C) focus
D) retrenchment
E) diversification
Answer: B
114) Elegance Chocolatier supplies premium chocolates to five-star hotels and

restaurants that cater exclusively to wealthy customers. Which of the following is
the primary source of Elegance's competitive advantage?
A) price focus
B) cost focus
C) differentiation focus
D) wealth focus
E) diversification focus
Answer: C
115) Claire's Fashions markets an inexpensive line of fashion jewellery that targets
"tween" girls, aged 10 to 14. Claire's is using which of the following competitive
strategies?
A) price focus
B) cost focus
D) wealth focus
E) diversification focus
Answer: B
116) Functional strategy directly supports the __________ strategy

A) corporate

B) business
C) differentiation
D) diversification
E) focus
Answer: B
117) A cost leader might use e-business techniques to __________.

A) implement an online bidding process to increase sales force expenses
B) implement online testing and evaluation of job applicants
C) adopt web-based inventory control systems to increase storage costs
D) attract more customers to high-end products with pop-up ads
E) design niche websites that target specific groups with specific interests
Answer: B
118) A differentiator might use e-business techniques to __________.

D) shorten customer response times
Answer: D
119) A focuser might use e-business techniques to __________.

D) shorten customer response times
Answer: E
120) Which of the following is most likely to use Internet-based knowledge systems to
provide rapid online responses to service requests from customers in a broad
market?
A) cost leader
B) differentiator
C) focuser
D) chiseller
E) diversifier

Answer: B
121) Canadian retailer Future Shop sells merchandise through both its website and its
physical store locations. They are using an e-business strategy called _________.
A) bricks-and-mortar
B) tit-for-tat
C) click-and-save
D) clicks-and-bricks
E) shop-or-ship
Answer: D
122) According to our textbook, effective customer service strategies involve giving the
customer what they want, effective communication, and __________.
A) providing employees with incentives and bonuses for good service
B) providing employees with customer service training
C) commitment from upper management
D) implementing control systems to monitor performance
E) promoting an entrepreneurial culture
Answer: B
123) The first organization to bring a product or service to market is often referred to as
the __________.
A) prime player
B) market leader
C) first mover
D) trailblazer
E) early bird
Answer: C
124) Which of the following is not a first-mover advantage?

A) reputation for innovation
B) cost and learning benefits
C) high development costs
D) control over scarce resources
E) opportunity to build customer loyalty
Answer: C

125) Refer to the scenario below to answer the following questions.
SWOT Analysis (Scenario)
Terri has been asked to review her company's strategy in the cosmetics industry.
Top management wants to ensure that they are aware of emerging trends and
changes. Terri began reviewing a list of factors in her mind. Recently, there has
been some negative publicity about cosmetics testing on animals; an industry
practice that has become very controversial and increasingly unacceptable to
consumers. The laboratory animals at Terri’s company are well treated, but they are
still used to test new products. On a positive note, industry-wide sales are up 10
percent. Women are buying more cosmetics in general, which is good news for the
company. Another positive factor is their personnel. They have many good people
working in the company, particularly in research and development where the
expertise is exceptional. The only other negative factor noted by Terri was that last
year's advertising campaign had not achieved the desired results. Something needed
to be done in that department. Terri began to compile her report. The controversy
and negative publicity associated with cosmetics testing on animals would be
classified as a(n) __________.
A) strength
B) weakness
C) threat
D) opportunity
E) core competency
Answer: C
Skill: Applied

to be done in that department. Terri began to compile her report. The fact that
industry-wide sales are up by 10 percent because women are buying more cosmetics
would be considered a(n) __________.
A) core competency

B) strength
C) weakness
D) opportunity
E) threat
Answer: D
Skill: Applied

to be done in that department. Terri began to compile her report. The quality of the
company's personnel would be considered a(n) __________.
A) differential benefit
B) strength
C) weakness
D) opportunity
E) threat
Answer: B
Skill: Applied


to be done in that department. Terri began to compile her report. The failure of the
advertising campaign would be classified as a(n) __________.
A) core competency
B) strength
C) weakness
D) opportunity
E) threat
Answer: C
Skill: Applied

to be done in that department. Terri began to compile her report. The exceptional
expertise in research and development would be considered a(n) __________.
A) core competency
B) differential benefit
C) environmental advantage
D) opportunity
E) proprietary achievement
Answer: A
Skill: Applied

Competitive Strategies (Scenario)
Carly’s general manager has just given her a big assignment: develop three different
potential strategies the business could use to maintain its competitive advantage. Its
computer business was slowly losing market share to competitors, and everyone

realized that something needed to be done. Carly glanced through the article by
Michael Porter that her manager had provided. According to Porter, there were three
different types of strategies to choose from. Carly began wondering if there was a
way they could make their computers cheaper so they could be sold at a lower price.
If they could reduce the price by $100 per machine, they would become the industry
price leader. Carly wondered if they could find any lower-priced suppliers for the
more expensive computer components. She knew that their computers were
particularly appealing to small business owners due, in part, to price. They were
able to offer the lower price because their computers were not as powerful or fast as
some machines; but they did contain all the basic word processing, database, and
spreadsheet applications required by the typical small business owner. This
combination of program capabilities, lack of product frills, and good reputation for
quality had worked successfully for them in the past. Now Carly wondered if they
would be better off looking at a smaller segment of the market, such as small
businesses with accounts receivable billings that could fully utilize the database
capabilities. She knew this strategy would cut their market potential by 50 percent,
but maybe targeting a smaller market niche would lead to better results in the long-
term. Carly began compiling her report for Friday's meeting. The competitive
strategy of reducing the price by $100 to become the industry price leader is called
__________.
A) retrenchment
B) diversification
C) focus
D) differentiation
E) cost leadership
Answer: E


term. Carly began compiling her report for Friday's meeting. Positioning the
company’s products based on their reputation for quality with few frills but good
programming capabilities involves the competitive strategy of __________.
A) retrenchment
B) diversification
C) focus
D) differentiation
E) cost leadership
Answer: D

term. Carly began compiling her report for Friday's meeting. The competitive
strategy based on developing the market for small businesses that require large
databases to process their accounts receivable billings is called __________.
B) diversification
D) cost focus

E) cost leadership
Answer: C

term. Carly began compiling her report for Friday's meeting. If Carly's company
could find a way to both reduce the price by $100 and specifically target the small
businesses that need large databases, it could pursue the competitive strategy known
as __________.
B) cost diversification
D) cost focus
E) cost leadership
Answer: D


term. Carly began compiling her report for Friday's meeting. If Carly's company is
unable to develop a competitive advantage based on one of Michael Porter's
competitive strategies, it would be described as __________.
A) derailed
B) in limbo
C) out on a limb
E) stick in the mud
Answer: D

Clubhouse Gourmet -A- (Scenario)
Imagine that you are the president of Clubhouse Gourmet, a successful chain of fast-
food restaurants with 60 locations across Canada. The success you have experienced
in the last five years has you considering various options about what to do next with
the business. Should you continue to expand the business at the current rate? Or
perhaps open new and different restaurants? What should you do?You are earning
good profits but are fearful of growing too fast, so you decide to keep Clubhouse
Gourmet in the same business and do not change the menu, hoping to retain the
same market share and return-on-investment record. This would be considered a
__________ strategy.
A) stability
B) growth
C) retrenchment
D) diversification
E) differentiation
Answer: A


Imagine that you are the president of Clubhouse Gourmet, a successful chain of fast-
food restaurants with 60 locations across Canada. The success you have experienced
in the last five years has you considering various options about what to do next with
the business. Should you continue to expand the business at the current rate? Or
perhaps open new and different restaurants? What should you do? If you decided to
purchase a chain of five home furnishing stores because it was a good investment,
this would be considered which strategy?
A) horizontal integration
B) unrelated differentiation
E) vertical integration
Answer: D

Imagine that you are the president of Clubhouse Gourmet, a successful chain of
fastfood restaurants with 60 locations across Canada. The success you have
experienced in the last five years has you considering various options about what to
do next with the business. Should you continue to expand the business at the current
rate? Or perhaps open new and different restaurants? What should you do? If you
decided to expand Clubhouse Gourmet by increasing its menu items and opening
more restaurants across the country, you would be pursuing which type of growth
strategy?
C) concentration
D) related diversification
E) related differentiation
Answer: C

rate? Or perhaps open new and different restaurants? What should you do? You

have decided to purchase a competing chain of fast-food restaurants called
Sandwich King. Once the acquisition is completed, you plan to combine their
operations with those of Clubhouse Gourmet. This is an example of which growth
strategy?
A) concentration
C) unrelated diversification
D) related differentiation
E) vertical integration
Answer: B

rate? Or perhaps open new and different restaurants? What should you do? With the
acquisition of Sandwich King, you now have more than 100 restaurant locations
across Canada. The bread suppliers that you have been using are unable to keep up
with demand in some markets, so you decide to purchase a wholesale bakery that is
large enough to provide a secure supply of fresh bread to your busiest restaurants.
Purchasing the bakery is an example of which strategy?
A) stability
B) unrelated diversification
C) forward vertical integration
D) backward vertical integration
Answer: D

Clubhouse Gourmet -B- (Scenario)
It is now 10 years later, and as the original owner of Clubhouse Gourmet, you have
seen your business holdings grow substantially. The number of stores you own and
franchise has grown by 200 percent, and you own a number of companies in both
related and unrelated industries. You now need to develop strategies to manage your
portfolio of businesses, so you turn to the BCG matrix for help.Since most of the
businesses in your portfolio operate independently under their own strategies, they
are considered __________ .
A) subsidiary operating divisions
B) strategic profit centres
C) segmented business units

D) diversified business enterprises
E) strategic business units
Answer: E

portfolio of businesses, so you turn to the BCG matrix for help.Your oldest
business, Clubhouse Gourmet, has not grown much in recent years. However, it is
virtually debt-free and continues to generate large amounts of cash. According to
the BCG matrix, Clubhouse Gourmet would be considered a(n) __________.
A) cash cow
B) problem child
C) question mark
D) old dog
E) sleeping giant
Answer: A

portfolio of businesses, so you turn to the BCG matrix for help. Recently, you also
purchased a small company that produces computer imaging software for medical
applications. The business is profitable and growing, but the technological
unknowns make it risky. According to the BGC matrix, it would be considered a(n)
__________.
A) cash cow
B) exclamation point
C) question mark
D) puppy
E) star
Answer: C

portfolio of businesses, so you turn to the BCG matrix for help. Another purchase
you made was to acquire a small chain of coffee shops called Time-out Café. You
don't anticipate much growth, and it will never achieve the scale of market leaders
such as Starbucks, Tim Hortons, and Second Cup. According to the BCG matrix,
Time-out Café would probably be a __________.
A) cash cow
B) liability
C) dinosaur
D) dog
E) question mark
Answer: D

portfolio of businesses, so you turn to the BCG matrix for help. Perhaps the most
successful business in your portfolio is a company called Home Alone that produces
a line of wireless security products for do-it-yourself homeowners. The anticipated
growth rate is spectacular, and the product line is so popular that it dominates the
market in Canada. According to the BCG matrix, Home Alone would probably be
a(n) __________.
A) rocket
B) cash cow
C) high flyer
D) angel
E) star
Answer: E

The Strategic Management Process (Scenario)
Kerry is vice-president of operations at Delta Corp. The company president has
asked Kerry to lead the strategic management process that will help guide Delta
through the next five to ten years. At next week’s management meeting, Kerry must
give a presentation that explains the process. In preparation, Kerry begins by

reviewing the steps in the strategic management process from his university
textbook. Kerry learns that the first step in the strategic management process is to
__________.
A) formulate strategies
D) evaluate results
E) identify the organization's current mission, objectives, and strategies
Answer: E
Skill: Recall

textbook. At some point, Kerry will need to assess Delta's financial resources,
technical expertise, employee skills, and marketing capabilities. This occurs at
which step of the strategic management process?
D) evaluate results
Answer: B
Skill: Applied

textbook. Kerry will also need to assess industry trends, level of competition, labour
supply, and pending legislation that might have an impact on Delta's operations.
This occurs at which step of the strategic management process?

D) evaluate results
Answer: C
Skill: Applied

textbook. Kerry learns that the combined internal and external analyses are called
__________.
A) the business model
B) SWOT analysis
C) core competencies
D) MBO analysis
E) total opportunity analysis
Answer: B
Skill: Recall

textbook. When Kerry reaches the end of the strategic management process, he will
be at which step?
D) evaluate results
E) implement strategies
Answer: D
Skill: Recall

Megabyte Centre (Scenario)
Your old friend Ariel Eskenazi is the owner and general manager of Megabyte
Centre, a computer reseller and systems integrator located in Panama City, Panama.
Since leaving IBM Canada to start a business in his home country, Ariel has
watched his company grow steadily, due in large part to the business partnerships
he's established over the years with large foreign computer and software firms, such
as Goldstar and Microsoft. These relationships have helped his company win
considerable market share in Panama, as well as in other parts of Latin America.
However, in recent years, there has been a huge influx of foreign capital into
Panama. For example, several large Asian firms have established subsidiaries in
Panama to launch their North American operations. Tourism is also on the rise, and
dozens of new hotels have been built in the metropolitan area over the past three
years. As a result, demand for Megabyte's products and services has increased
dramatically, but so has the level and diversity of its competition. While Megabyte's
customer base has remained fairly loyal, many longtime customers are beginning to
demand price concessions and enhanced service levels in return for their continued
business. Ariel has recently learned that several of his former suppliers and business
partners are considering establishing their own local sales offices in Panama City to
sell direct to market rather than distributing through Megabyte. Ariel knows you are
very knowledgeable about competitive strategy and asks for your advice. You begin
by telling him a little about Michael Porter's competitive strategies framework.
According to Porter, the possibility of Ariel's former suppliers entering the local
market as direct competitors would be considered which of the five forces?
B) bargaining power of suppliers
D) threat of new entrants
Answer: D


by telling him a little about Michael Porter's competitive strategies framework.
Ariel's customers' demands for lower prices and enhanced service relates to which
of Michael Porter's five forces?
D) intensity of current competitive rivalry
E) bargaining power of suppliers
Answer: C

by telling him a little about Michael Porter's competitive strategies framework. The
rapid industry growth rate and increasing intensity competition relate to which one
of Michael Porter's five forces?

Answer: E
153) Once Ariel has assessed the five forces and determined the threats and opportunities
that exist in the current environment, he will be ready to select an appropriate
competitive strategy. The three competitive strategies proposed by Michael Porter
are __________.
A) cost leadership, focus, and diversification
B) cost leadership, focus, and integration
C) focus, differentiation, and cost leadership
D) focus, differentiation, and retrenchment
E) focus, diversification, and combination
Answer: C
154) Ariel is thinking about closing down the retail side of his business and concentrating
his resources on reselling hardware, software, and systems integration services to
Latin American governments and public sector agencies. This is an example of
which of Michael Porter's competitive strategies?
A) cost leadership
B) integration
C) differentiation
D) retrenchment
E) focus
Answer: E
155) In a short essay, list and discuss the three levels of organizational strategies.
Answer:
1. Corporate strategy—This strategy seeks to determine what businesses a
company should be in or wants to be in. Corporate strategy determines the
direction that the organization is going and the roles that each business unit in the
organization will plan in pursuing that direction.
2. Business strategy—This strategy seeks to determine how an organization
should compete in each of its businesses. For a small organization in only one line
of business or the large organization that has not diversified into different
products or markets, the business strategy typically overlaps with the
organization's corporate strategy. For organizations with multiple businesses,
however, each division will have its own strategy that defines the products or
services it will offer and the customers it wants to reach.

3. Functional strategy—This strategy seeks to determine how to support the
business strategy. For organizations that have traditional functional departments
such as manufacturing, marketing, human resources, research and development,
and finance, these strategies need to support the business strategy.
Diff: 2 Type: ES Page Reference: 219-224

Topic: Describe organizational strategies. Skill: Recall
156) In a short essay, discuss the Boston Consulting Group (BCG) matrix and explain its
usefulness in segmenting businesses. Include a discussion of the characteristics for
each of the four categories based on the BCG matrix.
Answer:
The Boston Consulting Group matrix introduced the idea that an organization's
businesses could be evaluated and plotted using a 2 x 2 matrix to identify which
ones offered high potential and which were a drain on organizational resources.
The horizontal axis represents market share, which was evaluated as either low or
high; and the vertical axis indicates anticipated market growth, which also was
evaluated as either low or high. Based on its evaluation, the business was placed
in one of four categories:
1. Cash cows (low growth, high market share)—Businesses in this category
generate large amounts of cash, but their prospects for future growth are limited.
2. Stars (high growth, high market share)—These businesses are in a fast-growing
market, and hold a dominant share of that market. Their contribution to cash flow
depends on their need for resources.
3. Question marks (high growth, low market share)—These businesses are in an
attractive industry but hold a small market share percentage.
4. Dogs (low growth, low market share)—Businesses in this category do not
produce or consume much cash. However, they hold little promise for improved
performance.
Diff: 1 Type: ES Page Reference: 218

Topic: Describe organizational strategies. Skill: Applied
157) In a short essay, discuss the concept of competitive advantage. Include specific
examples of companies and their respective competitive advantages to support your
answer.
Answer:
Competitive advantage is what sets an organization apart; that is, its distinct edge.
That distinct edge comes from the organization's core competencies, which might
be in the form of organizational capabilities—the organization does something
that others cannot do or does it better than others can do it. For example, Dell has
developed a competitive advantage based on its ability to create a direct-selling
channel that's highly responsive to customers. WestJet Airlines has a competitive
advantage because its low operating costs and skills at giving passengers what

they want—quick, convenient, and fun service. Or those core competencies that
lead to competitive advantage also can come from organizational assets or
resources—the organization has something that its competitors do not have. For
instance, Wal-Mart's state-of-the-art information systems allows it to monitor and
control inventories and supplier relations more efficiently than its competitors,
which Wal-Mart has turned into a price advantage.

158) List and discuss the five competitive forces, according to Michael Porter, that
determine industry attractiveness and profitability. In discussing these forces, be
sure to identify specific factors that determine the strength of each force.
Answer:
1. Threat of new entrants—Factors such as economies of scale, brand loyalty, and
capital requirements determine how easy or difficult it is for new competitors to
enter an industry.
2. Threat of substitutes—Factors such as switching costs and buyer loyalty
determine the degree to which customers are likely to buy a substitute product.
3. Bargaining power of buyers—Factors such as number of customers in the
market, customer information, and the availability of substitutes determine the
amount of influence that buyers have in an industry.
4. Bargaining power of suppliers—Factors such as the degree of supplier
concentration and availability of substitute inputs determine the amount of power
that suppliers have over firms in the industry.
5. Existing rivalry—Factors such as industry growth rate, increasing or falling
demand, and product differences determine how intense the competitive rivalry
will be among firms in the industry.

159) In a short essay, list and discuss the three competitive strategies, according to
Michael Porter. Include specific examples of companies that pursue each of the
three competitive strategies.
Answer:
1. Cost leadership strategy—When an organization sets out to be the lowest-cost
producer in its industry, it is following a cost leadership strategy. A low-cost
leader aggressively searches out efficiencies in production, marketing, and other
areas of operation. Overhead is kept to a minimum, and the firm does everything
it can to cut costs. For example, at Wal-Mart's headquarters in Bentonville,
Arkansas, office furnishings are sparse and drab but functional. Although low-
cost leaders don't place a lot of emphasis on ''frills,'' the product or service being
sold must be perceived as comparable in quality to that offered by rivals or at

Test Bank for Management, 10th Canadian Edition : Robbins
least be acceptable to buyers. Examples of companies that have used the low-cost
leader strategy include Wal-Mart, Hyundai, and WestJet Airlines.
2. Differentiation strategy—The company that seeks to offer unique products that
are widely valued by customers is following a differentiation strategy. Sources of
differentiation might be exceptionally high quality, extraordinary service,
innovative design, technological capability, or an unusually positive brand image.
The key to this competitive strategy is that whatever product or service attribute is
chosen for differentiation must set the firm apart from its competitors and be
significant enough to justify a price premium that exceeds the cost of
differentiation. Practically any successful product or service can be identified as
an example of the differentiation strategy: WestJet Airlines (customer service),
Research In Motion (reputation for quality and innovative design), Martha Sturdy
(design and brand image), and Lee Valley Tools (product design).
3. Focus strategy—The aim of the focus strategy is at a cost advantage or a
differentiation advantage in a narrow segment. That is, managers select a market
segment or group of segments in an industry and don't attempt to serve the broad
market. The goal of a focus strategy is to exploit a narrow segment of a market.
These segments can be based on product variety, type of end buyer, distribution
channel, or geographical location of buyers. Research suggests that the focus
strategy may be the most effective choice for small businesses because they
typically do not have the economies of scale or internal resources to successfully
pursue one of the other two strategies.
Diff: 2 Type: ES Page Reference: 221-222

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1) Strategic management is what managers do to develop the organization's strategies.

5) A business model describes how a company is going to make money.

Copyright © 2012 Pearson Canada Inc., Toronto, Ontario.

9) Understanding the organization's culture is a crucial part of external analysis.

10) Evaluating an organization's intangible assets is part of conducting an internal

Copyright © 2012 Pearson Canada Inc., Toronto, Ontario.

13) SWOT analysis includes an analysis of an organization's internal and external

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19) One method of implementing a growth strategy is by increasing production capacity.

21) Concentration and diversification are two types of renewal strategies.

Copyright © 2012 Pearson Canada Inc., Toronto, Ontario.

24) A renewal strategy is a corporate strategy designed to address organizational

25) An automobile manufacturer that decides to purchase a truck manufacturer and a

26) A retrenchment strategy is a short-run renewal strategy that helps an organization

Copyright © 2012 Pearson Canada Inc., Toronto, Ontario.

33) According to Michael Porter's competitive strategies framework, a company using a

Copyright © 2012 Pearson Canada Inc., Toronto, Ontario.

38) Strategic management is __________.

39) Strategic management involves __________.

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Copyright © 2012 Pearson Canada Inc., Toronto, Ontario.

44) What is the first step in the strategic management process?

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50) At which step of the strategic management process do managers identify

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Copyright © 2012 Pearson Canada Inc., Toronto, Ontario.

Copyright © 2012 Pearson Canada Inc., Toronto, Ontario.

58) An organization's __________ are its assets—financial, physical, human,

Copyright © 2012 Pearson Canada Inc., Toronto, Ontario.

Copyright © 2012 Pearson Canada Inc., Toronto, Ontario.

67) Corporate strategy determines __________.

68) Top-level managers are responsible for ________ strategies.

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69) __________ strategy determines what businesses an organization should be in.

70) A(n) __________ strategy addresses organizational weaknesses, helps stabilize

72) Three types of growth strategies are __________.

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74) When an organization attempts to grow by merging with or acquiring firms in

75) When an organization attempts to grow by merging with or acquiring firms in

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Copyright © 2012 Pearson Canada Inc., Toronto, Ontario.

Copyright © 2012 Pearson Canada Inc., Toronto, Ontario.

Copyright © 2012 Pearson Canada Inc., Toronto, Ontario.

Copyright © 2012 Pearson Canada Inc., Toronto, Ontario.

Copyright © 2012 Pearson Canada Inc., Toronto, Ontario.

Copyright © 2012 Pearson Canada Inc., Toronto, Ontario.

Copyright © 2012 Pearson Canada Inc., Toronto, Ontario.

105) In Michael Porter's five forces model of industry attractiveness, __________ is

106) In Michael Porter's five forces model of industry attractiveness, __________ is

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109) According to Michael Porter's competitive strategies framework, which of the

111) An organization that is unable to develop a competitive advantage based on one of

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114) Elegance Chocolatier supplies premium chocolates to five-star hotels and

116) Functional strategy directly supports the __________ strategy

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117) A cost leader might use e-business techniques to __________.

118) A differentiator might use e-business techniques to __________.

119) A focuser might use e-business techniques to __________.