McqMate
These multiple-choice questions (MCQs) are designed to enhance your knowledge and understanding in the following areas: Master of Commerce (M.com) .
| 101. |
In BCG Matrix, “BCG” stands for-------- |
| A. | Budgeted and Controlled Growth |
| B. | Basic Categorised Growth |
| C. | Boston Consultancy Group |
| D. | Bata Consultancy Group |
| Answer» C. Boston Consultancy Group | |
| 102. |
It is often useful to complete a ------ analysis before completing a ------- analysis. |
| A. | SWOT, PEST |
| B. | Competitor, PEST |
| C. | PEST, SWOT |
| D. | Strategic, Competitor |
| Answer» C. PEST, SWOT | |
| 103. |
--------- factors include population growth, age, demographics and attitudes towards health. |
| A. | Political |
| B. | Economical |
| C. | Social |
| D. | None of these |
| Answer» C. Social | |
| 104. |
Which of the following is/are coming under ‘Porter’s Five Forces? |
| A. | Threat of new potential entrants |
| B. | Threat of substitute product/services |
| C. | Bargaining power of suppliers |
| D. | All of these |
| Answer» D. All of these | |
| 105. |
Which of the following is/are not coming under ‘Porter’s Five Forces? |
| A. | Threat of new potential entrants |
| B. | Threat of substitute product/services |
| C. | Bargaining power of employees |
| D. | None of these. |
| Answer» C. Bargaining power of employees | |
| 106. |
‘Four Corner Analysis model’ is developed by |
| A. | Robert S Kaplan |
| B. | Peter F Drucker |
| C. | C K Prahalad |
| D. | Michael Porter |
| Answer» D. Michael Porter | |
| 107. |
Which of the following is/are component/s of ‘Four Corner Analysis’? |
| A. | future goals |
| B. | current strategy |
| C. | assumptions |
| D. | All of these |
| Answer» D. All of these | |
| 108. |
Which of the following is/are not component/s of ‘Four Corner Analysis’? |
| A. | Drivers |
| B. | Capabilities |
| C. | Assumptions |
| D. | None of these |
| Answer» D. None of these | |
| 109. |
-------------is a favourable position a business holds in the market which results in more customers and profits. |
| A. | Competitive Advantage |
| B. | Core Competency |
| C. | Strength |
| D. | Any of the above |
| Answer» A. Competitive Advantage | |
| 110. |
Which of the following is not a basic determinant of Competitive advantage? |
| A. | Target market |
| B. | Competition |
| C. | USP |
| D. | None of the above. |
| Answer» D. None of the above. | |
| 111. |
Horizontal integration is concerned with; |
| A. | Production |
| B. | Quality |
| C. | Product planning |
| D. | All of the above |
| Answer» A. Production | |
| 112. |
It refers to formal and informal rules, regulations and procedures that complement the company structure |
| A. | Strategy |
| B. | Systems |
| C. | Environment |
| D. | All of the above |
| Answer» B. Systems | |
| 113. |
Micro environment is the ………. environment of a company. |
| A. | Working |
| B. | Human |
| C. | External |
| D. | Internal |
| Answer» D. Internal | |
| 114. |
Techniques used in environmental appraisal are |
| A. | single-variable extrapolation/multivariable interaction analysis |
| B. | Structured/ unstructured expert/inexpert opinion |
| C. | Dynamic modes and mapping |
| D. | All of the above |
| Answer» D. All of the above | |
| 115. |
It enables the strategists to take corrective action at the right time |
| A. | Implementation control |
| B. | Special alert control |
| C. | Strategic Surveillance control |
| D. | Premise control |
| Answer» D. Premise control | |
| 116. |
Changes in company ………. also necessitates changes in the systems in various degrees |
| A. | structure |
| B. | system |
| C. | strategy |
| D. | turnover |
| Answer» B. system | |
| 117. |
The actual performance deviates positively over the budgeted performance. This is an indication of ………... performance. |
| A. | superior |
| B. | inferior |
| C. | contant |
| D. | any of the above |
| Answer» A. superior | |
| 118. |
Criteria for making an evaluation is (are) |
| A. | Consistency with goals |
| B. | Consistency with environment |
| C. | Money |
| D. | All of the above |
| Answer» D. All of the above | |
| 119. |
They have time-based utility |
| A. | Goals |
| B. | Resources |
| C. | both ‘A’ and ‘B’ |
| D. | None of the above |
| Answer» C. both ‘A’ and ‘B’ | |
| 120. |
Formal systems are adopted to bring & amalgamation of decentralized units into product groups. |
| A. | Manpower |
| B. | Co-ordination |
| C. | Production |
| D. | All of the above |
| Answer» B. Co-ordination | |
| 121. |
Change in company’s ………. gives rise to problems necessitating a new ……… to be made |
| A. | structure, strategy |
| B. | strategy, structure |
| C. | structure, structure |
| D. | strategy, strategy |
| Answer» B. strategy, structure | |
| 122. |
Systems are formal and informal rules and regulations that complement the company ……….. |
| A. | strategy |
| B. | structure |
| C. | system |
| D. | environment |
| Answer» B. structure | |
| 123. |
The reasons for acquisition are |
| A. | Increased market power |
| B. | Increased diversification |
| C. | Increased speed to market |
| D. | All of the above |
| Answer» D. All of the above | |
| 124. |
Market research is conducted by |
| A. | By employees |
| B. | By research agencies |
| C. | By consultants |
| D. | All of the above |
| Answer» D. All of the above | |
| 125. |
Vertical integration is concerned with |
| A. | supply chain |
| B. | production |
| C. | Quality |
| D. | planning |
| Answer» A. supply chain | |
| 126. |
ETOP stands for . |
| A. | environmental threat & opportunity project |
| B. | environmental threat & opportunity profile |
| C. | environmental treaty & opportunity profile |
| D. | environmental threat & optimum profile |
| Answer» B. environmental threat & opportunity profile | |
| 127. |
The control process requires the following types of information |
| A. | Planned performance |
| B. | Variances |
| C. | Reasons |
| D. | All of the above |
| Answer» D. All of the above | |
| 128. |
It is designed to monitor a broad range of events inside and outside the company that are likely to threaten a firm’s strategy |
| A. | Strategic surveillance |
| B. | Strategic planning |
| C. | both ‘A’ and ‘B’ |
| D. | None of the above |
| Answer» A. Strategic surveillance | |
| 129. |
Harvest strategy is used for |
| A. | Dogs |
| B. | Question marks |
| C. | Cash cow |
| D. | both ‘A’ and ‘B’ |
| Answer» D. both ‘A’ and ‘B’ | |
| 130. |
Attack strategies are |
| A. | Frontal attack |
| B. | Flank attack |
| C. | Encirclement attack |
| D. | all of the above |
| Answer» D. all of the above | |
| 131. |
Three C’s affecting today’s companies are |
| A. | Customer, Competition, Change |
| B. | Cost, Competition, Change |
| C. | Customer, Competition, Cost |
| D. | Customer, Cost, Change |
| Answer» A. Customer, Competition, Change | |
| 132. |
For strategic learning, the balanced scorecard supplies |
| A. | Two elements |
| B. | Three elements |
| C. | Four elements |
| D. | Five elements |
| Answer» C. Four elements | |
| 133. |
In strategic learning, an element defines the articulation of the company's |
| A. | Review process |
| B. | Operational goals |
| C. | Shared vision |
| D. | Business model |
| Answer» C. Shared vision | |
| 134. |
Business strategy can be thought of a set of hypotheses about the relationship of |
| A. | Input and output |
| B. | Cause and effect |
| C. | Transformation processes |
| D. | Modeling and planning |
| Answer» B. Cause and effect | |
| 135. |
Scorecard facilitates the strategy review essential for |
| A. | Strategic learning |
| B. | Strategic plan |
| C. | Strategic domain |
| D. | Strategic model |
| Answer» A. Strategic learning | |
| 136. |
A business strategy should be viewed as a set of |
| A. | Domain |
| B. | Models |
| C. | Hypothesis |
| D. | Procedures |
| Answer» C. Hypothesis | |
| 137. |
A sustained or sustainable competitive advantage requires that: |
| A. | the value creating strategy be in a formulation stage. |
| B. | competitors implement the strategy. |
| C. | other companies not be able to duplicate the strategy. |
| D. | average returns be earned by the company. |
| Answer» C. other companies not be able to duplicate the strategy. | |
| 138. |
The strategic management process is: |
| A. | a set of activities that is guaranteed to prevent organizational failure. |
| B. | a process concerned with a firm's resources, capabilities, and competencies, but not the conditions in its external environment. |
| C. | a set of activities that to date have not been used successfully in the notfor-profit sector. |
| D. | a dynamic process involving the full set of commitments, decisions, and actions related to the firm. |
| Answer» D. a dynamic process involving the full set of commitments, decisions, and actions related to the firm. | |
| 139. |
Which of the following is NOT an assumption of the Industrial Organization, or I/O, model? |
| A. | Organizational decision makers are rational and committed to acting in the firm's best interests. |
| B. | Resources to implement strategies are not highly mobile across firms. |
| C. | The external environment is assumed to impose pressures and constraints that determine the strategies that result in superior performance. |
| D. | Firms in given industries, or given industry segments, are assumed to control similar strategically relevant resources. |
| Answer» D. Firms in given industries, or given industry segments, are assumed to control similar strategically relevant resources. | |
| 140. |
Which of the following is NOT an assumption of the resource-based model? |
| A. | Each firm is a unique collection of resources and capabilities. |
| B. | All firms possess the same strategically relevant resources. |
| C. | Resources are not highly mobile across firms. |
| D. | Firms acquire different resources and capabilities over time. |
| Answer» B. All firms possess the same strategically relevant resources. | |
| 141. |
In contrast to the industrial organization model, in a resource-based model, which of the following factors would be considered a key to organizational success? |
| A. | unique market niche. |
| B. | weak competition. |
| C. | economies of scale. |
| D. | loyal employees. |
| Answer» D. loyal employees. | |
| 142. |
The resource-based model of the firm argues that: |
| A. | all resources have the potential to be the basis of sustained competitive advantage. |
| B. | resources are not a source of potential competitive advantage. |
| C. | the key to competitive success is the structure of the industry in which the firm competes. |
| D. | resources that are valuable, rare, costly to imitate, and non-substitutable form the basis of a firm's core competencies. |
| Answer» D. resources that are valuable, rare, costly to imitate, and non-substitutable form the basis of a firm's core competencies. | |
| 143. |
Strategic mission: |
| A. | is a statement of a firm's unique purpose and scope of operations. |
| B. | is an internally-focused affirmation of the organization's societal and ethical goals. |
| C. | does not limit the firm by specifying the industry in which the firm intends to compete. |
| D. | is developed by a firm before the firm develops its strategic intent. |
| Answer» A. is a statement of a firm's unique purpose and scope of operations. | |
| 144. |
The environment is composed of elements in the broader society that can influence an industry and the firms within it. |
| A. | general |
| B. | competitor |
| C. | sociocultural |
| D. | industry |
| Answer» A. general | |
| 145. |
The environmental segments that comprise the general environment typically will NOT include: |
| A. | demographic factors. |
| B. | sociocultural factors. |
| C. | substitute products or services. |
| D. | technological factors. |
| Answer» C. substitute products or services. | |
| 146. |
The economic environment refers to: |
| A. | the nature and direction of the economy in which a firm competes or may compete. |
| B. | the economic outlook of the world provided by the World Bank. |
| C. | an analysis of how the environmental movement and world economy interact. |
| D. | an analysis of how new environmental regulations will affect our economy. |
| Answer» A. the nature and direction of the economy in which a firm competes or may compete. | |
| 147. |
An industry is defined as: |
| A. | a group of firms producing the same item. |
| B. | firms producing items that sell through the same distribution channels. |
| C. | firms that have the same seven-digit standard industrial code. |
| D. | a group of firms producing products that are close substitutes. |
| Answer» D. a group of firms producing products that are close substitutes. | |
| 148. |
An integrated and coordinated set of commitments and actions designed to exploit core competencies and gain a competitive advantage in a specific product market is a definition of: |
| A. | business strategy. |
| B. | core competencies. |
| C. | sustained competitive advantage. |
| D. | strategic mission. |
| Answer» A. business strategy. | |
| 149. |
Business-level strategies are concerned specifically with: |
| A. | creating differences between the firm's position and its rivals. |
| B. | the industries in which the firm will compete. |
| C. | how functional areas will be organized within the firm. |
| D. | how a business with multiple physical locations will operate one of those locations. |
| Answer» A. creating differences between the firm's position and its rivals. | |
| 150. |
A cost leadership strategy provides goods or services with features that are: |
| A. | acceptable to customers. |
| B. | unique to the customer. |
| C. | highly valued by the customer. |
| D. | able to meet unique needs of the customer |
| Answer» A. acceptable to customers. | |
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