問題一覧
1
_____ promotes endless comparison shopping, enabling consumers worldwide to band together to demand discounts. The _____ has transferred power from businesses to individuals. Buyers used to face big obstacles when attempting to get the best price and service, such as limited time and data to compare, but now consumers can quickly scan hundreds of vendor offerings. Both the number of people shopping online and the average amount they spend is increasing dramatically.
internet
2
become the name of the game in market- ing. Consumers today are flocking to blogs, sending tweets, watching and posting videos on YouTube, and spending hours on Tumbler, Facebook, Reddit, Instagram, and LinkedIn, instead of watching television, listening to the radio, or reading newspapers and magazines
Digital Communication
3
Facebook recently unveiled features that further marry these social sites to the
wider internet
4
______ wants their members to use their identities to manage all their online identities. Most traditional retailers boost in-store sales using their websites to promote in-store promotions.Facebook
5
This term can be defined as any activity a firm does especially well compared to activities done by rival firms, or any resource a firm possesses that rival firms desire
sustained competitive advantage
6
Competitive Advantage: Having _______than rival firms can provide major competitive advantages.
fewer fixed assets
7
customers from most other stores in the mall, and Family Dollar is taking revenues from Walmart.9 Getting and keeping competitive advantage is essential for long-term success in an organization. In ______, big-box com- panies, such as Walmart, Best Buy, and Sears, are losing competitive advantage to smaller stores, reflecting the dramatic shift in mass retailing to becoming smaller.
mass retailing
8
customers from most other stores in the mall, and Family Dollar is taking revenues from Walmart.9 Getting and keeping competitive advantage is essential for long-term success in an organization. In ________ big-box com- panies, such as Walmart, Best Buy, and Sears, are losing competitive advantage to smaller stores, reflecting the dramatic shift in mass retailing to becoming smaller.
mass retailing
9
customers shift more to ________, less brick and mortar is definitely better for sustaining competitive advan- tage in retailing.
online purchasing
10
Normally, a firm can sustain a competitive advantage for only a certain period because of rival firms imitating and undermining that advantage. Thus, it is not adequate simply to obtain competitive advantage. A firm must strive to achieve
sustained competitive advantage
11
Normally, a firm can sustain a competitive advantage for only a certain period because of rival firms imitating and undermining that advantage. Thus, it is not adequate simply to obtain competitive advantage. A firm must strive to achieve
sustained competitive advantage
12
advantage. A firm must strive to achieve sustained competitive advantage by
1) continually adapting to changes in external trends and events and internal capabilities, competencies, and resources; and (2) effectively formulating, implementing, and evaluating strategies that capitalize on those factors.
13
1) continually adapting to changes in external trends and events and internal capabilities, competencies, and resources
(2) effectively formulating, implementing, and evaluating strategies that capitalize on those factors.
sustained competitive advantage
14
1) continually adapting to changes in external trends and events and internal capabilities, competencies, and resources; and (2) effectively formulating, implementing, and evaluating strategies that capitalize on those factors.
sustained competitive advantage
15
are the individuals most responsible for the success or failure of an organization. They have various job titles,
Strategists
16
example of strategists
chief executive officer, president owner, chair of the board, executive director, chancellor, dean, entrepreneur
17
Walmart, Best Buy, and Sears are examples of
big box companies
18
help an organization gather, analyze, and organize information. They track indus- try and competitive trends, develop forecasting models and scenario analyses, evaluate corporate and divisional performance, spot emerging market opportunities, identify business threats, and develop creative action plans.
strategists
19
usually serve in a support or staff role. Usually found in higher levels of management, they typically have considerable authority for decision making in the firm.
Strategic Planners
20
is the most visible and critical strategic manager. Any manager who has responsibility for a unit or division, responsibility for profit and loss outcomes, or direct authority over a major piece of the business is a strategic manager (strategist).
The CEO
21
This corporate officer title represents recognition of the growing importance of strategic planning in business. Franz Koch, the ____ of German sportswear company Puma AG, was recently promoted to CEO of Puma. When asked about his plans for the company, Koch said on a conference call, “I plan to just focus on the long-term strategic plan.”
CSO
22
differ in their attitudes, values, ethics, willingness to take risks, concern for social responsibility, concern for profitabil- ity, concern for short-run versus long-run aims, and management style—some will not even con- sider various types of strategies because of their personal philosophies.
Strategists
23
five key areas that prior research suggests as most important and most likely to lead to a CSO appointment:
1. business portfolio increase 2. acquisition activity expands 3. alliance activity increases 4. firm's size grows 5. top management team interdependence increase
24
five key areas that prior research suggests as most important and most likely to lead to a CSO appointment:
1. business portfolio increase 2. acquisition activity expands 3. alliance activity increases 4. firm's size grows 5. top management team interdependence increase
25
five key areas that prior research suggests as most important and most likely to lead to a CSO appointment:
1. business portfolio increase 2. acquisition activity expands 3. alliance activity increases 4. firm's size grows 5. top management team interdependence increase
26
______ not only broadly charts the future direction of an organization but it also serves as a constant reminder to its employees of why the organization exists and what the founders envisioned when they put their fame and fortune (and names) at risk to breathe life into their dreams.
mission statement
27
refer to economic, social, cultural, demographic, environmental, political, legal, governmental, technological, and competitive trends and events that could significantly benefit or harm an organization in the future.
External Opportunites and Threats
28
are largely beyond the control of a single organization—thus the word externa
External Opportunities and Threats
29
strategies to take advantage of external opportunities and avoid or reduce the impact of external threats. For this reason, identifying, monitoring, and evaluating external opportunities and threats are essential for success. This process of conducting research and gathering and assimilating external information is sometimes called
environmental scanning or industry analysis
30
is one activity that some organizations use to influence external opportunities and threats.
Lobbying
31
are an organization’s controllable activities that are performed especially well or poorly. They arise in the management, marketing, finance/ accounting, production/operations, research and development, and management information systems (MIS) activities of a business.
Internal Strengths and Weakness
32
Relative _____ or _______ is important information. Also, strengths and weaknesses can be determined by ______ of being rather than performance.
deficiency, superiority, elements
33
In performing a strategic-management case analysis, it is important to be as _____ as possible when determining and stating internal strengths and weaknesses.
divisional
34
Both internal and external factors should be stated as specifically as possible, using _____, _____, ______, and ratios, as well as comparisons over time to rival firms.
number, percents, dollar
35
________ is important because strategies will be formulated and resources allocated based on this informa- tion.
specifity
36
______ can be determined in a number of ways, including computing ratios, measur- ing performance, and comparing to past periods and industry averages.
internal factors
37
is one activity that some organizations use to influence external opportunities and threats.
Lobbying
38
is one activity that some organizations use to influence external opportunities and threats.
Lobbying
39
Relative _____ or _______ is important information. Also, strengths and weaknesses can be determined by ______ of being rather than performance.
deficiency, superiority, elements
40
differ in their attitudes, values, ethics, willingness to take risks, concern for social responsibility, concern for profitabil- ity, concern for short-run versus long-run aims, and management style—some will not even con- sider various types of strategies because of their personal philosophies.
Strategists
41
differ in their attitudes, values, ethics, willingness to take risks, concern for social responsibility, concern for profitabil- ity, concern for short-run versus long-run aims, and management style—some will not even con- sider various types of strategies because of their personal philosophies.
Strategists
42
strategies to take advantage of external opportunities and avoid or reduce the impact of external threats. For this reason, identifying, monitoring, and evaluating external opportunities and threats are essential for success. This process of conducting research and gathering and assimilating external information is sometimes called
environmental scanning or industry analysis
43
______ not only broadly charts the future direction of an organization but it also serves as a constant reminder to its employees of why the organization exists and what the founders envisioned when they put their fame and fortune (and names) at risk to breathe life into their dreams.
mission statement
44
strategies to take advantage of external opportunities and avoid or reduce the impact of external threats. For this reason, identifying, monitoring, and evaluating external opportunities and threats are essential for success. This process of conducting research and gathering and assimilating external information is sometimes called
environmental scanning or industry analysis
45
strategies to take advantage of external opportunities and avoid or reduce the impact of external threats. For this reason, identifying, monitoring, and evaluating external opportunities and threats are essential for success. This process of conducting research and gathering and assimilating external information is sometimes called
environmental scanning or industry analysis
46
strategies to take advantage of external opportunities and avoid or reduce the impact of external threats. For this reason, identifying, monitoring, and evaluating external opportunities and threats are essential for success. This process of conducting research and gathering and assimilating external information is sometimes called
environmental scanning and analysis
47
are largely beyond the control of a single organization—thus the word externa
External Opportunities and Threats
48
The strategic-management process is based on the belief that organizations should continually monitor internal and external events and trends so that timely changes can be made as needed. The rate and magnitude of changes that affect organizations are increasing dramatically, as evidenced by how the drop in oil prices caught so many firms by surprise. Firms, like organisms, must be “adept at adapting” or they will not survive.
Adapting to Change
49
The strategic-management process is based on the belief that organizations should continually monitor internal and external events and trends so that timely changes can be made as needed. The rate and magnitude of changes that affect organizations are increasing dramatically, as evidenced by how the drop in oil prices caught so many firms by surprise. Firms, like organisms, must be “adept at adapting” or they will not survive.
Adapting to change
50
The strategic-management process is based on the belief that organizations should continually monitor internal and external events and trends so that timely changes can be made as needed. The rate and magnitude of changes that affect organizations are increasing dramatically, as evidenced by how the drop in oil prices caught so many firms by surprise. Firms, like organisms, must be “adept at adapting” or they will not survive.
Adapting to Change
51
strategies to take advantage of external opportunities and avoid or reduce the impact of external threats. For this reason, identifying, monitoring, and evaluating external opportunities and threats are essential for success. This process of conducting research and gathering and assimilating external information is sometimes called
environmental scanning and analysis
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33問 • 1年前問題一覧
1
_____ promotes endless comparison shopping, enabling consumers worldwide to band together to demand discounts. The _____ has transferred power from businesses to individuals. Buyers used to face big obstacles when attempting to get the best price and service, such as limited time and data to compare, but now consumers can quickly scan hundreds of vendor offerings. Both the number of people shopping online and the average amount they spend is increasing dramatically.
internet
2
become the name of the game in market- ing. Consumers today are flocking to blogs, sending tweets, watching and posting videos on YouTube, and spending hours on Tumbler, Facebook, Reddit, Instagram, and LinkedIn, instead of watching television, listening to the radio, or reading newspapers and magazines
Digital Communication
3
Facebook recently unveiled features that further marry these social sites to the
wider internet
4
______ wants their members to use their identities to manage all their online identities. Most traditional retailers boost in-store sales using their websites to promote in-store promotions.Facebook
5
This term can be defined as any activity a firm does especially well compared to activities done by rival firms, or any resource a firm possesses that rival firms desire
sustained competitive advantage
6
Competitive Advantage: Having _______than rival firms can provide major competitive advantages.
fewer fixed assets
7
customers from most other stores in the mall, and Family Dollar is taking revenues from Walmart.9 Getting and keeping competitive advantage is essential for long-term success in an organization. In ______, big-box com- panies, such as Walmart, Best Buy, and Sears, are losing competitive advantage to smaller stores, reflecting the dramatic shift in mass retailing to becoming smaller.
mass retailing
8
customers from most other stores in the mall, and Family Dollar is taking revenues from Walmart.9 Getting and keeping competitive advantage is essential for long-term success in an organization. In ________ big-box com- panies, such as Walmart, Best Buy, and Sears, are losing competitive advantage to smaller stores, reflecting the dramatic shift in mass retailing to becoming smaller.
mass retailing
9
customers shift more to ________, less brick and mortar is definitely better for sustaining competitive advan- tage in retailing.
online purchasing
10
Normally, a firm can sustain a competitive advantage for only a certain period because of rival firms imitating and undermining that advantage. Thus, it is not adequate simply to obtain competitive advantage. A firm must strive to achieve
sustained competitive advantage
11
Normally, a firm can sustain a competitive advantage for only a certain period because of rival firms imitating and undermining that advantage. Thus, it is not adequate simply to obtain competitive advantage. A firm must strive to achieve
sustained competitive advantage
12
advantage. A firm must strive to achieve sustained competitive advantage by
1) continually adapting to changes in external trends and events and internal capabilities, competencies, and resources; and (2) effectively formulating, implementing, and evaluating strategies that capitalize on those factors.
13
1) continually adapting to changes in external trends and events and internal capabilities, competencies, and resources
(2) effectively formulating, implementing, and evaluating strategies that capitalize on those factors.
sustained competitive advantage
14
1) continually adapting to changes in external trends and events and internal capabilities, competencies, and resources; and (2) effectively formulating, implementing, and evaluating strategies that capitalize on those factors.
sustained competitive advantage
15
are the individuals most responsible for the success or failure of an organization. They have various job titles,
Strategists
16
example of strategists
chief executive officer, president owner, chair of the board, executive director, chancellor, dean, entrepreneur
17
Walmart, Best Buy, and Sears are examples of
big box companies
18
help an organization gather, analyze, and organize information. They track indus- try and competitive trends, develop forecasting models and scenario analyses, evaluate corporate and divisional performance, spot emerging market opportunities, identify business threats, and develop creative action plans.
strategists
19
usually serve in a support or staff role. Usually found in higher levels of management, they typically have considerable authority for decision making in the firm.
Strategic Planners
20
is the most visible and critical strategic manager. Any manager who has responsibility for a unit or division, responsibility for profit and loss outcomes, or direct authority over a major piece of the business is a strategic manager (strategist).
The CEO
21
This corporate officer title represents recognition of the growing importance of strategic planning in business. Franz Koch, the ____ of German sportswear company Puma AG, was recently promoted to CEO of Puma. When asked about his plans for the company, Koch said on a conference call, “I plan to just focus on the long-term strategic plan.”
CSO
22
differ in their attitudes, values, ethics, willingness to take risks, concern for social responsibility, concern for profitabil- ity, concern for short-run versus long-run aims, and management style—some will not even con- sider various types of strategies because of their personal philosophies.
Strategists
23
five key areas that prior research suggests as most important and most likely to lead to a CSO appointment:
1. business portfolio increase 2. acquisition activity expands 3. alliance activity increases 4. firm's size grows 5. top management team interdependence increase
24
five key areas that prior research suggests as most important and most likely to lead to a CSO appointment:
1. business portfolio increase 2. acquisition activity expands 3. alliance activity increases 4. firm's size grows 5. top management team interdependence increase
25
five key areas that prior research suggests as most important and most likely to lead to a CSO appointment:
1. business portfolio increase 2. acquisition activity expands 3. alliance activity increases 4. firm's size grows 5. top management team interdependence increase
26
______ not only broadly charts the future direction of an organization but it also serves as a constant reminder to its employees of why the organization exists and what the founders envisioned when they put their fame and fortune (and names) at risk to breathe life into their dreams.
mission statement
27
refer to economic, social, cultural, demographic, environmental, political, legal, governmental, technological, and competitive trends and events that could significantly benefit or harm an organization in the future.
External Opportunites and Threats
28
are largely beyond the control of a single organization—thus the word externa
External Opportunities and Threats
29
strategies to take advantage of external opportunities and avoid or reduce the impact of external threats. For this reason, identifying, monitoring, and evaluating external opportunities and threats are essential for success. This process of conducting research and gathering and assimilating external information is sometimes called
environmental scanning or industry analysis
30
is one activity that some organizations use to influence external opportunities and threats.
Lobbying
31
are an organization’s controllable activities that are performed especially well or poorly. They arise in the management, marketing, finance/ accounting, production/operations, research and development, and management information systems (MIS) activities of a business.
Internal Strengths and Weakness
32
Relative _____ or _______ is important information. Also, strengths and weaknesses can be determined by ______ of being rather than performance.
deficiency, superiority, elements
33
In performing a strategic-management case analysis, it is important to be as _____ as possible when determining and stating internal strengths and weaknesses.
divisional
34
Both internal and external factors should be stated as specifically as possible, using _____, _____, ______, and ratios, as well as comparisons over time to rival firms.
number, percents, dollar
35
________ is important because strategies will be formulated and resources allocated based on this informa- tion.
specifity
36
______ can be determined in a number of ways, including computing ratios, measur- ing performance, and comparing to past periods and industry averages.
internal factors
37
is one activity that some organizations use to influence external opportunities and threats.
Lobbying
38
is one activity that some organizations use to influence external opportunities and threats.
Lobbying
39
Relative _____ or _______ is important information. Also, strengths and weaknesses can be determined by ______ of being rather than performance.
deficiency, superiority, elements
40
differ in their attitudes, values, ethics, willingness to take risks, concern for social responsibility, concern for profitabil- ity, concern for short-run versus long-run aims, and management style—some will not even con- sider various types of strategies because of their personal philosophies.
Strategists
41
differ in their attitudes, values, ethics, willingness to take risks, concern for social responsibility, concern for profitabil- ity, concern for short-run versus long-run aims, and management style—some will not even con- sider various types of strategies because of their personal philosophies.
Strategists
42
strategies to take advantage of external opportunities and avoid or reduce the impact of external threats. For this reason, identifying, monitoring, and evaluating external opportunities and threats are essential for success. This process of conducting research and gathering and assimilating external information is sometimes called
environmental scanning or industry analysis
43
______ not only broadly charts the future direction of an organization but it also serves as a constant reminder to its employees of why the organization exists and what the founders envisioned when they put their fame and fortune (and names) at risk to breathe life into their dreams.
mission statement
44
strategies to take advantage of external opportunities and avoid or reduce the impact of external threats. For this reason, identifying, monitoring, and evaluating external opportunities and threats are essential for success. This process of conducting research and gathering and assimilating external information is sometimes called
environmental scanning or industry analysis
45
strategies to take advantage of external opportunities and avoid or reduce the impact of external threats. For this reason, identifying, monitoring, and evaluating external opportunities and threats are essential for success. This process of conducting research and gathering and assimilating external information is sometimes called
environmental scanning or industry analysis
46
strategies to take advantage of external opportunities and avoid or reduce the impact of external threats. For this reason, identifying, monitoring, and evaluating external opportunities and threats are essential for success. This process of conducting research and gathering and assimilating external information is sometimes called
environmental scanning and analysis
47
are largely beyond the control of a single organization—thus the word externa
External Opportunities and Threats
48
The strategic-management process is based on the belief that organizations should continually monitor internal and external events and trends so that timely changes can be made as needed. The rate and magnitude of changes that affect organizations are increasing dramatically, as evidenced by how the drop in oil prices caught so many firms by surprise. Firms, like organisms, must be “adept at adapting” or they will not survive.
Adapting to Change
49
The strategic-management process is based on the belief that organizations should continually monitor internal and external events and trends so that timely changes can be made as needed. The rate and magnitude of changes that affect organizations are increasing dramatically, as evidenced by how the drop in oil prices caught so many firms by surprise. Firms, like organisms, must be “adept at adapting” or they will not survive.
Adapting to change
50
The strategic-management process is based on the belief that organizations should continually monitor internal and external events and trends so that timely changes can be made as needed. The rate and magnitude of changes that affect organizations are increasing dramatically, as evidenced by how the drop in oil prices caught so many firms by surprise. Firms, like organisms, must be “adept at adapting” or they will not survive.
Adapting to Change
51
strategies to take advantage of external opportunities and avoid or reduce the impact of external threats. For this reason, identifying, monitoring, and evaluating external opportunities and threats are essential for success. This process of conducting research and gathering and assimilating external information is sometimes called
environmental scanning and analysis