...Business-Level Strategy TRUE/FALSE 1. A business-level strategy is a “big picture,” highly-generalized action plan that will move an organization toward achievement of its general vision. ANS: F PTS: 1 REF: Page 98 OBJ: Learning Objective 1 KEY: Knowledge MSC: AACSB: Analytic | Management: Strategy | Dierdorff & Rubin: Strategic & Systems Skills 2. A generic business strategy is one that can be used in all industries and by all types of firms. ANS: T PTS: 1 REF: Page 99 OBJ: Learning Objective 1 KEY: Knowledge MSC: AACSB: Analytic | Management: Strategy | Dierdorff & Rubin: Strategic & Systems Skills 3. Wal-Mart has not adjusted its business model since the mid 1990s. ANS: F PTS: 1 REF: Page 99 OBJ: Learning Objective 1 KEY: Knowledge MSC: AACSB: Reflective Thinking | Management: Strategy | Dierdorff & Rubin: Strategic & Systems Skills 4. Competitive scope describes the breadth of the target market the organization wishes to serve. ANS: T PTS: 1 REF: Page 99-100 OBJ: Learning Objective 2 KEY: Knowledge MSC: AACSB: Analytic | Management: Strategy | Dierdorff & Rubin: Strategic & Systems Skills 5. In general, firms with a standardized product should narrowly segment their market. ANS: F PTS: 1 REF: Page 100 OBJ: Learning Objective 2 KEY: Comprehension MSC: AACSB: Analytic | Management: Strategy | Dierdorff & Rubin: Strategic & Systems Skills 6. Typically, the customers of organizations using the cost-leadership strategy are not...
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...True False | 3. | An international company is an organization with multicountry affiliates, each of which formulates its own business strategy based on perceived market differences. True False | 4. | A business whose activities are carried out across national borders is known as an international business. True False | 5. | Foreign business refers to the operations of a company outside its home or domestic market. True False | 6. | A company headquartered in another country is known as a foreign business. True False | 7. | The term international business is used to describe an organization with multicountry affiliates, each of which formulates its own business strategy based on perceived market differences. True False | 8. | A multidomestic company is an organization that attempts to standardize and integrate operations worldwide in all functional areas. True False | 9. | The term international company refers to both global and multidomestic companies. True False | 10. | A global company is an organization that attempts to standardize and integrate operations worldwide in most or all functional areas. True False | 11. | According to the definitions in the text, a multidomestic firm is an organization that attempts to standardize operations worldwide in all functional areas. True False | 12. | The United Nations uses the term transnational to describe an enterprise...
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...for a business. True False 5. Top managers use social intelligence to define the future of the business, analyzing markets, industries and economies to determine the strategic direction the company must follow to remain unprofitable. True False 6. A variable is a business intelligence characteristic that stands for a value that cannot change over time. True False 7. Companies update business strategies continuously as internal and external environments change. True False 8. For an organization to succeed, every department or functional area must work independently to be most effective. True False 9. Porter's Five Forces Model outlines the process for a sales strategy. True False 10. With the Five Forces Model, companies should watch the forces in the market. If the forces are strong competition generally increases and if the forces are weak competition typically decreases. True False 11. Successful companies today operate cross-functionally, integrating the operations of all departments. True False 12. An overview of systems...
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... | |c. |a learning and growth perspective. | |d. |all of the above. | |e. |(a) and (b) only. | ANS: D PTS: 1 NAT: AACSB Reflective Thinking | CB&E Model Strategy | R&D Managing strategy & innovation 2. The level of marketing control that examines whether the strategy is being implemented as planned and whether it produces the intended results is termed: |a. |strategic control. | |b. |annual plan control. | |c. |strategic component control. | |d. |profitability control. | |e. |incremental control. | ANS: A PTS: 1 NAT: AACSB Reflective Thinking | CB&E Model Strategy | R&D Managing strategy & innovation 3. The level of marketing control that...
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...ch1 1. The advent of project management has been most profound in A. Automobile manufacturing B. Construction C. Information technology D. The U.S. Department of Defense E. Film making 2. A professional organization for project management specialists is the A. PMI B. AMA C. MIS D. IPM E. PMBOK 3. Which of the following is not considered to be a characteristic of a project? A. An established objective B. A clear beginning and end C. Complex tasks D. Only for internal use E. Never been done before 4. Which of the following activities is not considered a project? A. Developing a new software program B. Designing a space station C. Preparing the site for the Olympic Games D. Production of automobile tires E. Developing a new advertising program 5. From among the following activities, which is the best example of a project? A. Processing insurance claims B. Producing automobiles C. Writing a term paper D. Completing a college degree E. All of these are good examples of projects 6. Which of the following constraints is not typically found in managing projects? A. Time B. People C. Cost D. Performance E. Both B and D are not typical constraints 7. Which of the following choices is not one of the stages of a project life cycle? A. Conceptualizing B. Defining C. Planning D. Executing E. Delivering 8. In which of the following stages are project objectives established, teams formed, and major responsibilities assigned? A. Conceptualizing B. Defining C. Planning D. Executing...
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...ch4ch4 Student: ___________________________________________________________________________ 1. Global teams provide diversity while eliminating conflicts and miscommunication. True False 2. A ‘House of Quality' is achieved when no department in a single location has more than 15% rejects. True False 3. Concurrent Engineering is another term for sequential development. True False 4. One of the main advantages of standardization is that it increases the potential variety of products. True False 5. A disadvantage of standardization is the possibility of standardizing designs too early, which may make it difficult to modify in the future. True False 6. Reducing consumer choices makes service more efficient. True False 7. Modular design increases costs of purchasing and controlling inventory compared to non-modular. True False 8. Product failures can be easier to remedy with modular design. True False 9. One motivation for an organization to redesign its product or service is to avoid the alternative of downsizing the organization. True False 10. A major benefit of Computer Aided Design (CAD) is the increased productivity of designers. True False 11. Most of the time what is called product or service design is actually a redesign of an existing product or service. True False 12. A service blueprint is quite similar to an architectural drawing. True False 13. The process of...
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...Management MGMT3101 INTERNATIONAL BUSINESS STRATEGY Course Outline Semester 2, 2015 Part A: Course-Specific Information Part B: Key Policies, Student Responsibilities and Support business.unsw.edu.au CRICOS Code 00098G Table of Contents PART A: COURSE-SPECIFIC INFORMATION 3 1 STAFF CONTACT DETAILS 3 2 COURSE DETAILS 3 2.1 2.2 2.3 2.4 2.5 Teaching Times and Locations Units of Credit Summary of Course Course Aims and Relationship to Other Courses Student Learning Outcomes 3 LEARNING AND TEACHING ACTIVITIES 3 3 3 4 4 6 3.1 Approach to Learning and Teaching in the Course 3.2 Learning Activities and Teaching Strategies 6 6 4 7 ASSESSMENT 4.1 Formal Requirements 4.2 Assessment Details INDIVIDUAL ASSESSMENTS 7 7 8 4.2.1 Individual Written Assignment (25%) 8 4.2.2. Quiz (total 20%) 9 4.2.3. Individual Participation (10%) 9 4.2.4. Peer Evaluation and Team Reflective Journal 10 4.2.4.1. Peer Evaluation (weighting marks on group assessments) 10 4.2.4.2. Team Reflective Journal (5%) 10 4.2.5. Team Case Analysis (15%) 11 4.2.6. Team Simulation Performance (25%) 12 4.3. Late Submission 14 14 5 COURSE RESOURCES 14 6 COURSE EVALUATION AND DEVELOPMENT 15 7 COURSE SCHEDULE 16 PART B: KEY POLICIES, STUDENT RESPONSIBILITIES AND SUPPORT 17 8 PROGRAM LEARNING GOALS AND OUTCOMES 17 9 ACADEMIC...
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...their results to the parent company, and when debt is acquired in foreign currencies. True False 3. FASB 52 requires that companies record foreign currency based transactions at the spot rate at the time of the transaction. True False 4. Consolidation is when a company's various results are aggregated into one report. True False 5. The current rate translation method translates current assets at the rate in effect when they were acquired. True False 6. The temporal method of translation translates fixed assets at the rates in effect the day the assets were acquired. True False 7. Whether to use the current or temporal rates depends on the functional currency of the foreign operation. True False 8. Accounting is an objective, fact-based discipline and not influenced by culture. True False 9. Accounting standard convergence is unlikely, given the complexities of the systems, all of which would require harmonization. True False 10. With convergence of accounting standards, accounting statements will still need to be adjusted to be directly comparable due to varying legal requirements. True False 11. Triple bottom line accounting is built on the assumption that capitalism can become humanized. True False 12. The main argument against 3BL is that business is concerned with generating profit, not with...
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...manufacturers achieved the optimal workforce size. d. demand for American-made cars would increase and the excess workers could return to their factory jobs. ANS: D OBJ: 1 TOP: Application PTS: 1 DIF: Challenging NAT: AACSB Analytic REF: p. 35 LOC: Strategy 2. ____ refers to organizational use of employees to gain or keep a competitive advantage resulting in greater organizational effectiveness. a. Manpower planning b. Strategic HR management c. HR forecasting d. Operational HR ANS: B OBJ: 1 TOP: Definitional PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 36 LOC: Strategy 3. Which of the following statements is FALSE? a. The organization’s existing employees limit the organization’s choice of strategy. b. Organizations survive and grow by choosing the strategy that will allow them to achieve low costs and innovative products. c. Most competitive strategies depend heavily on the quality of the organization’s human capital. d. Organizations in which the CEO dominates the selection of the organization’s strategy are less successful than organizations in which strategy is developed by a formal committee process. ANS: B OBJ: 1 TOP: Conceptual PTS: 1 DIF: Challenging NAT: AACSB Reflective Thinking REF: p. 35 LOC: Strategy 4. In...
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...Management MGMT3101 INTERNATIONAL BUSINESS STRATEGY Course Outline Semester 2, 2015 Part A: Course-Specific Information Part B: Key Policies, Student Responsibilities and Support business.unsw.edu.au CRICOS Code 00098G Table of Contents PART A: COURSE-SPECIFIC INFORMATION 3 1 STAFF CONTACT DETAILS 3 2 COURSE DETAILS 3 2.1 2.2 2.3 2.4 2.5 Teaching Times and Locations Units of Credit Summary of Course Course Aims and Relationship to Other Courses Student Learning Outcomes 3 LEARNING AND TEACHING ACTIVITIES 3 3 3 4 4 6 3.1 Approach to Learning and Teaching in the Course 3.2 Learning Activities and Teaching Strategies 6 6 4 7 ASSESSMENT 4.1 Formal Requirements 4.2 Assessment Details INDIVIDUAL ASSESSMENTS 7 7 8 4.2.1 Individual Written Assignment (25%) 8 4.2.2. Quiz (total 20%) 9 4.2.3. Individual Participation (10%) 9 4.2.4. Peer Evaluation and Team Reflective Journal 10 4.2.4.1. Peer Evaluation (weighting marks on group assessments) 10 4.2.4.2. Team Reflective Journal (5%) 10 4.2.5. Team Case Analysis (15%) 11 4.2.6. Team Simulation Performance (25%) 12 4.3. Late Submission 14 14 5 COURSE RESOURCES 14 6 COURSE EVALUATION AND DEVELOPMENT 15 7 COURSE SCHEDULE 16 PART B: KEY POLICIES, STUDENT RESPONSIBILITIES AND SUPPORT 17 8 PROGRAM LEARNING GOALS AND OUTCOMES 17 9 ACADEMIC...
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...MBA UK Course Handbook the Strathclyde 2014/15 The Strathclyde MBA 1 The University of Strathclyde's mission dates from our founder, Professor John Anderson, leaving instructions in his will for 'a place of useful learning' to be established in the city. By this he meant an institution open to everyone, regardless of gender, status or income. “ The Place of Useful Learning John Anderson 1796 ” We continue to be committed to 'useful learning' through our provision of relevant, high quality, educational opportunities, the global application of our research and our focus on knowledge exchange, all of which aim to benefit the wider economy and society. Our commitment to 'useful learning' is about: • • Offering a wide range of education opportunities in a flexible, innovative learning environment. Developing students who have the aptitudes and capacities to make significant contributions to their communities after graduation as employees, employers and citizens. Connecting research through knowledge exchange to make an impact on modern society. • 2 Contents Welcome ................................................................................................................. 5 The University of Strathclyde .................................................................................. 6 Strathclyde Business School ................................................................................... 6 About the Handbook and MyPlace ........
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...Chapter 01 Taking Risks and Making Profits within the Dynamic Business Environment TEST PLANNING TABLE FOR CHAPTER 1 |Learning Goal | | | | | |LL:1 |LL:2 |LL:3 | | |Knows Basic Terms and Facts |Understands Concepts and |Applies Principles | | | |Principles | | |Describe the relationship between profit |1,2,3,4,5,6,7,8,9,10, |25,26,27,28,29,30,31, |34,35,36,37,38,39, | |and risk and show how businesses and |11,12,13,14,15,16,17 |32,33, |40,41,42,43, | |nonprofit organizations can raise the |18,19,20,21,22,23,24, |188,189,190,191,192,193,194,19|198,199,200,201, | |standard of living for all. |176,177,178,179,180,181,182,1|5,196,197 |202,203,204, | | |83,184,185,186,187 | |221, 326, 330 | |Compare and contrast being an entrepreneur|44,45,46,47,48,49,50,51,52,53|57,58,59, |60,61,62, | |and working for others. ...
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...chapter 2 strategic planning In Contemporary Marketing Chapter Overview Today’s marketers face strategic questions every day. Planning strategy is a critical part of their jobs. The marketplace changes continually in response to changes in consumer tastes and expectations, technological developments, competitors’ actions, economic trends, and political and legal events, as well as product innovations and pressures from suppliers and distributors. Although the causes of these changes often lie outside a marketer’s control, effective planning can anticipate many of them. For example when the price of gas and jet fuel soared recently, travelers opted to stay close to home instead of enjoying vacations to exotic, faraway places. This represented an opportunity for places like Ocean City, Maryland, and Branson, Missouri. Any destinations that promoted itself to potential vacationers within a short drive could find itself adding up the profits. This chapter lays a foundation for analyzing all aspects of marketing by demonstrating the importance of gathering reliable information to create an effective plan. These activities provide a structure for a firm to use its unique strengths. Marketing planning identifies the markets a company can best serve as well as the most appropriate mix of approaches to satisfy the customers in those markets. While this chapter focuses on planning, in later chapters the task of marketing research and decision making will be explored. ...
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...Reflective thinking, in distinction from other operations to which we apply the name of thought, involves (1) a state of doubt, hesitation, perplexity, mental difficulty, in which thinking originates, and (2) an act of searching, hunting, inquiring to find material that will resolve the doubt, settle and dispose of the perplexity’. (Dewey, 1933 p.12) Part 1: With this in mind, consider critically and analytically the purpose and value of reflection and reflective practice, supporting your discussion with relevant reading. Chloe Carter-Miles 6th November 2012 Contents Main Body of Text Page 3 References Page 11 Bibliography Page 13 Appendices Page 16 List of Appendices Appendix 1 Kolb’s Cycle of Experiential Learning Appendix 2 Gibbs Model of Reflection (1988) Appendix 3 Moon’s Model of Reflection Appendix 4 Blooms Taxonomy; original and revised This essay will explore the purpose and value of reflective practice as a trainee teacher, and how it supports learning. Dewey (1916) defines education as ‘It is that reconstruction or reorganization of experience which adds to the meaning of experience, and which increases ability to direct the course of subsequent experience.’ The pertinent word to note in this quote is ‘experience’. Since Dewey highlighted the importance of reflective practice in the early part of the 20th Century, many other academics and practitioners have explored and written about it. Many different reflective models have been published...
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...MKTG303 Marketing Strategy Analysis and Decisions Assessment Guide Session 1, 2015 Department of Marketing and Management ASSESSMENT OVERVIEW Assessment 1 (A1) Case Study: Individual Assessment (30%) The case facilitates the discussion of marketing problems in real situations. Each student is to individually conduct a case study analysis during the semester. You should read these cases carefully and come to class prepared to provide constructive input as the class works together to address the issues of the case. 1. Practice Cases (Not assessable but required for class discussion) There will be two practice case studies to be prepared before the relevant class and discussed during class. Participation in these cases is important and will greatly assist you in understanding how to prepare the three assessable cases. Practice Case 1: Discussion Week 2- Seminar 4 - Dr Pepper Snapple Group, Inc: Energy Beverages– Kerin & Peterson page 105. Case Questions: 1. How would you characterise the energy beverage category, competitors, consumers, channels, and DPSG’s category participation in late 2007? 2. Does your characterisation bode well for a new energy beverage brand introduction generally and for Dr Pepper Snapple Group, in particular? 3. What target consumer market should be chosen for a new energy beverage brand? 4. What product should be introduced and how should it be positioned/differentiated? 5. Through which channel(s) should a new energy beverage brand...
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