战略管理问答题答案(双语教学版)

第一章战略管理概述一、名词解释1. 企业战略是企业在激烈的市场竞争环境中，在充分总结、了解企业内外所面临的一系列复杂环境，并根据环境，在科学地预测未来的基础上，企业为谋求生存和发展而做出的长远的、全局性的谋划或方案。

它是企业经营思想的体现，是一系列战略性决策的结果，还是企业制定中长期计划的依据。

2. 战略管理是企业确定其使命，根据企业外部环境和内部条件设定企业的战略目标，为企业保证目标的正确落实和实现进行谋划，并依靠企业内部能力将这种谋划和决策付诸实施，以及在实施过程中进行控制的一个动态管理过程。

3.增长向量又可称为成长方向，它说明企业从现有产品与市场结合向未来产品与市场组合移动的方向，即企业经营行动的方向，而不涉及企业目前产品与市场的态势。

4.产品与市场范围表明企业属于什么特定行业和领域，及企业所处行业中产品与市场的地位是否占有优势。

通过分析企业共同的经营主线，可以把握企业的方向，同时企业也可以正确地运用这条主线，恰当地指导自己的内部管理。

二、单项选择题1.B2.C3.B4.C5.A6.D7.A三、多项选择题1.ABCD2.ABC3.ABC 4 ABD 5.ABD四、判断题1.√2.×3.×4.×5.√6.×7.×8.×9.×10.√11×12.√13.√ 14.√15.√五、简答题1.答：（1）战略管理具有全局性。

（2）战略管理的主体是企业的高层管理人员。

（3）战略管理涉及企业大量资源的配置问题。

（4）战略管理从时间上来说具有长远性。

战略管理中的战略决策是对企业未来较长时期（5年以上）内，就企业如何生存和发展等问题进行统筹规划。

（5）战略管理需要考虑企业外部环境中的诸多因素。

现今的企业都存在于一个开放的系统中，它们影响着这些因素，但更通常的是受这些不能由企业自身控制的因素所影响。

因此，在未来竞争性的环境中，企业要使自己占据有利地位并取得竞争优势，就必须考虑与其相关的因素，这包括竞争者、顾客、资金供给者、政府等外部因素，以使企业的行为适应不断变化中的外部力量，企业能够继续生存下去。

华南理工大学企业战略管理（双语）考试题华南理工大学企业战略管理（双语）期末考试试题A答案《企业战略管理（双语）》A卷一、选择题（每题2分，共50分）1. In formulating a strategy, management is, in effect sayingA) "this is who we are and where we are headed.''B) "this is the strategic plan we have for making money in ourparticular line of business."C) "we intend to make these moves to outmaneuver our rivals."D) "among all the paths we could have chosen, we have decided tofocus on these markets and customer needs, compete in this fashion, allocate our resources and energies in these ways, anduse these particular approaches to doing business."E) "this is our vision of what our business will be like in theyears to come."Answer: D Difficulty: Medium2. In a single-business company, the strategy-making hierarchy consists ofA) business strategy and functional strategies.B) business strategy, functional strategies, and operatingstrategies.C) business strategy and operating strategy.D) managerial strategy, business strategy, functional strategies,and operating strategies.E) corporate strategy, functional strategies, and operatingstrategies.Answer: B Difficulty: Medium3.SWOT analysis isA) a helpful tool for predicting whether the company's value chainis cost competitive.B) simple tool for sizing up a company's resource capabilities anddeficiencies, its market opportunities, and the externalthreats to its future well-being.C) a helpful tool for evaluating whether a company is competitivelystronger than its closest rivals.D) a helpful tool for benchmarking whether a firm's strategy isclosely matched to industry key success factors.E) a helpful tool for identifying the reasons why a company is oris not profitable.Answer: B Difficulty: Easy4. A company's actual strategy isA) mostly hidden to outside view and is known only to top-levelmanagers.B) typically planned well in advance and usually deviates littlefrom the planned set of actions and business approaches becauseof the risks of making on-the-spot changes.C) best delegated to the company's board of directors because oftheir fiduciary responsibility, their ultimate responsibilityfor the company's well-being, and their strong businessexpertise.D) partly proactive and partly reactive to changing circumstances.E) partly a function of the strategic vision, partly a functionof the target strategic and financial objectives, partly afunction of market opportunities, and partly a function of the strategies being used by rival companies (particularly those companies that are industry leaders).Answer: D Difficulty: Medium5. Factors that cause the rivalry among competing sellers to be weakincludeA) low buyer switching costs.B) rapid growth in buyer demand and high buyer costs to switchbrands.C) high costs of exiting the market as compared to the costs ofentering the market.D) a set of competitors that are quite diverse in terms of theirstrategies, objectives, and countries of origin.E) conditions where it is customary for rivals to collaborateclosely with both their suppliers and their customers.Answer: B Difficulty: Medium6.The competitive force of substitute products tends to be stronger ina given market whenA) buyers are relatively comfortable with using substitutes andthe costs to buyers of switching over to the substitutes are low.B) buyers view substitutes as likely to be in short supply fromtime to time.C) the quality and performance of the substitutes is well abovewhat buyers need to meet their requirements.D) buyers have high psychic costs in severing existing brandrelationships and establishing new ones.E) when demand for the industry's product is not very pricesensitive.Answer: A Difficulty: Medium7. Achieving a cost advantage over rivals entailsA) concentrating on a narrow portion of the value chain andabandoning all other activities that create costs.B) being a first-mover in pursuing backward and forwardintegration and controlling as much of the value chain aspossible.C) outmanaging rivals in controlling the cost drivers and findingcreative ways to cut cost-producing activities out of the value chain.D) being a heavy user of offensive strategies and a light user ofdefensive strategies.E) producing a standard product, redesigning the productinfrequently, and having minimal advertising.Answer: C Difficulty: Medium8. A company's strategic vision is best conceived asA) a road map of a company's future—a picture of its destinationand management's rationale for going there.B) what business the company is presently in and why it does certainthings in trying to please its customers.C) management's storyline of how it intends to make a profit withthe chosen strategy.D) "who we are and what we do."E) the general strategic outline of what the enterprise will needto do to outmaneuver rivals and achieve a competitive advantage.Answer: A Difficulty: Easy9. Business strategy concernsA) the actions and approaches crafted by management to producesuccessful performance in one specific line of business.B) what business to be in and whyC) which of several business models to use in pursuing companyobjectives.D) which of several competitive advantages to put of the company'sresources behind.E) All of these.Answer: A Difficulty: Easy10. A company attempting to be successful with a differentiation strategyhas toA) study buyer needs and behavior carefully to learn what buyersconsider important, what they think has value, and what they are willing to pay for.B) incorporate more differentiating features into itsproduct/service than rivals.C) strive to raise buyer switching costs.D) have a well-known and respected brand name image.E) provide a top-of-the-line product to consumers.Answer: A Difficulty: Medium11. Buyer bargaining power tends to be stronger whenA) buyers are large and can demand concessions when purchasinglarge quantities.B) buyers purchase the item frequently and are well-informed aboutsellers' products, prices, and costs.C) the costs incurred by buyers in switching to competing brandsor to substitute products are relatively low.D) the products of rival sellers are weakly differentiated andbuyers have considerable discretion over whether and when theypurchase the product.E) All of the aboveAnswer: E Difficulty: Easy12. Crafting and executing strategy are top-prioritymanagerial tasksbecauseA) every company needs to be alert to the winds of change, newopportunities, and threatening developments.B) all company personnel, and especially senior executives, needto know the answer to "who are we and where are we headed?"C) there is a compelling need for managers to proactively shapehow the company's business will be conducted and because astrategy-focused organization is more likely to be a stronger bottom-line performer than an organization that views the tasksof managing strategy as secondary.D) without clear guidance as to what the company's business modeland strategic intent are, managerial decision-making is likely to be rudderless.E) they help communicate to shareholders and the entire investmentcommunity "what it is we are trying to do and to achieve."Answer: C Difficulty: Easy13.The best strategic alliancesA) are highly selective, focusing on particular value chainactivities and on obtaining a particular competitive benefit.B) are those whose objective is to speed next-generation productsto market more quickly.C) aim at achieving greater supply chain efficiency.D) strive to reduce the number of industry key success factors.E) aim at raising the barriers to entry and insulating the partnersagainst the impacts of the five competitive forces.Answer: A Difficulty: Medium14. Which one of the following is not part of a company'smacroenvironment?A) Conditions in the economy at largeB) Population demographics and societal values and lifestylesC) Technological factors and governmental regulations andlegislationD) Factors relating to competitive rivalry, a company's suppliersand customers, and competition from substitute productsE) A company's resource strengths and weaknesses, competencies,and competitive capabilitiesAnswer: E Difficulty: Easy15. The competitive approach of a firm pursuing a global strategyA) entails little or no strategy coordination across countries.B) usually involves cross-subsidizing the prices in those marketswhere there are significant country-to-country differences in the product attributes that customers are most interested in.C) is essentially the same in all country markets where itcompetesbut it may nonetheless allow for minor country-by-country variations where necessary to satisfy buyers.D) involves selling direct to buyers (usually via the company'sown sales force) to avoid having to establish networks ofwholesale/retail dealers in each country market.E) involves having a wide and diverse lineup of products (modelsand styles), with the basic product attributes varyingaccording to buyer preferences in each country market.Answer: C Difficulty: Easy16. The tests for evaluating the merits of one strategy over another andgauging how good a strategy is include:A) the strategic fit test, the social responsibility test, and theprofitability test.B) the integrated business model test, the competitive strengthtest, and the profitability testC) the goodness of fit test, the competitive advantage test, andthe performance test.D) the social responsibility test, the strategic intent test, andthe competitive strength test.E) the opportunity-threat test, the ethical standards test, andthe best strategy test.Answer: C Difficulty: Medium17. The difference between a company's mission statement and the conceptof a strategic vision is thatA) the mission explains why it is essential to make a profit,whereas the strategic vision addresses what businesses to be in to try to make a profit.B) a mission statement typically concerns " what we do, why we arehere, and where are we now" whereas the focus of a strategic vision is "where we are going and why."C) a mission deals with what to accomplish in terms of financialperformance whereas a strategic vision concerns what toaccomplish in terms of strategic performance.D) a mission statement deals with "where we are headed " whereasa strategic vision provides the critical answer to "how willwe get there?"E) a mission is about what a company is already doing and a visionconcerns what a company ought to do.Answer: B Difficulty: Medium18.The competitive threat that outsiders will enter a market is strongerwhenA) the products of rival firms are weakly differentiated, buyershave no strong preferences for the brands of existing producers,and buyers exhibit low brand loyalties.B) incumbents are unable or unwilling to fight vigorously toprevent a newcomer from gaining a market foothold.C) a newcomer can expect to earn attractive profits.D) there are interested entry candidates with sufficient expertiseand resources to hurdle prevailing entry barriers.E) All of these.Answer: E Difficulty: Easy19. A company's strategy evolves over time as a consequence ofA) the need to keep strategy matched to changing market conditionsand changing customer needs and expectations.B) the proactive efforts of company managers to fine-tune andimprove one or more pieces of the strategy.C) new managerial priorities and changing managerial judgmentsabout what the best future course for the company is.D) the need to respond to the actions and competitive moves of rivalfirms.E) All of these.Answer: E Difficulty: Easy20. A company strength can relate toA) a skill or important expertise.B) its human assets and intellectual capital.C) an achievement or attribute that puts the company in a positionof market advantage.D) organization assets such as proprietary technology, patents,quality control systems, a strong balance sheet,itspartnerships or alliances with other organizations havingexpertise or capabilities that enhance its own competitiveness.E) All of these.Answer: E Difficulty: Easy21. The chief role of functional strategies is toA) integrate the various operating-level strategies across thewhole company into a unified whole.B) define the mission and strategic intent of each functional area.C) help specify the needed kinds of distinctive competencies andresource strengths.D) add relevant detail to the hows of the overall business strategyand competitive approach and provide a game plan for managinga particular activity in ways that support the overall business.E) create compatible degrees of strategic intent among a company'sbusiness functions.Answer: D Difficulty: Easy22. Whether supplier-seller relationships in an industry represent astrong or weak source of competitive pressure is a function ofA) whether the profits of suppliers are relatively high or low.B) the number of suppliers and the number of sellers.C) how aggressively rival sellers are maneuvering to formstrategic alliances with each of the industry's majorsuppliers.D) whether suppliers can exercise sufficient bargaining power toinfluence the terms and conditions of supply in their favor andthe extent of seller-supplier collaboration in the industry.E) whether the prices of the items being furnished by the suppliersare rising or falling.Answer: D Difficulty: Medium23.A company's value chain consistsA) the steps it goes through to convert its net income into valuefor shareholders.B) the primary activities it performs in creating value for itscustomers and the related support activities.C) the series of steps it takes to get a product from the rawmaterials stage into the hands of end-users.D) the activities it performs in transforming its competenciesinto distinctive competencies.E) the company's efforts and actions to build sustainablecompetitive advantage.Answer: B Difficulty: Medium24.Generally, internal entry into a new business is more attractive thanacquiring an existing firm in the targeted industry whenA) the costs associated with internal startup are less than thecosts of buying an existing company and there is ample time tolaunch the new business from the ground up.B) there will be positive effects on the entrant's other existingbusinesses.C) the target industry is young, fragmented, and growing rapidly.D) all of the potential acquisition candidates are losing money.E) the target industry is comprised of several relatively largeand well-established firms.Answer: A Difficulty: Medium25. Strategy-making isA) primarily an individual responsibility rather than a grouptask.B) more of a collaborative group effort (that involves, to somedegree, all managers and sometimes key employees) as opposedto being a function of a few high-level executives.C) first and foremost the function of a company's strategicplanning staff.D) first and foremost the function and responsibility of acompany's board of directors.E) first and foremost the function and responsibility of acompany's chief executive officer.Answer: B Difficulty: Medium二、简答题（每题8分，共40分）1. Draw and briefly describe the five forces model of competition.参考答案：（1）潜在进入者的威胁；（2）供应商讨价还价的权力；（3）顾客讨价还价的权力；（4）替代产品的威胁；（5）行业内部竞争的特点。

P4思考1：●自利与利他的矛盾。

从伦理意义上来看，经济人的市场行为是：要想得到自己的利益，就必须考虑他人利益和社会利益，自利必然利他。

自利与利他、个人利益与他人利益、与社会利益的关系是企业经营者进行经营活动必然会遇到的矛盾。

A药厂只顾自利，而不考虑利他，其行为必然导致与他人、社会的冲突。

●经济增长与人的全面自由和谐发展的矛盾。

实现每个人全面自由发展的首要前提是生产力的高度发展，但这并非单纯强调经济增长目标而忽视制度的建设和伦理建设。

某些政府部门和企业存在着一种错误倾向，认为追求经济增长是人类的唯一目和和全部内容，A药厂尤其如此。

它过度追求经济增长，将其他社会价值和精神价值都当成追求经济增长的手段，结果分裂了人的需要的丰富性和完整性。

企业在制定战略时，必须考虑此伦理矛盾，如果处理失当，就必然受到环境的制约，反过来又会影响到企业的经济效益。

2.答案可能包括：●A企业追求的是利润最大化，未把自然资源和生态环境作为社会经济发展的影响因素考虑在社会成本之内，企业在创造极大物质财富的同时必然严重地破坏了人类赖以生存的生态环境，这种发展模式是不可持续的。

●处理企业发展与生态建设的关系，A企业必须采用新的经济增长模式，如低碳经济和循环经济，把经济活动对自然环境的影响降低到尽可能小的程度。

消除环境和发展之间的矛盾。

思考2：1.答案可能包括：·自利与他利的矛盾■从伦理意义上看，经纪人的市场行为是：要想得到自己的利益，就必须考虑他人利益和社会利益，自利必然利他。

自利与利他、个人利益和他人利益、与社会利益的关系是企业经营者必然遇到的问题。

■房地产企业一味地追逐利润、囤积土地和抬高房价等行为必然导致与他人和社会的冲突。

·企业成长（或经济增长）和人的全面自由和谐发展的矛盾■实现每个人全面自由发展的首要前提是生产力的高度发展，但这并非单纯强调经济增长目标而忽视制度的建设和伦理建设。

■房地产行业某些企业将企业利润和企业增长作为企业的唯一目标和内容，忽视了社会和谐发展的需求，必然会引起一系列社会问题。

答卷封面(COVER)课程名称（Subject）：战略管理Strategic Management专业(Major)：Master in Business姓名(Name)：学号(Student’s Number)：注意事项（Notes）1.考生需按题签将上述有关项目填写清楚2.字迹要清楚，保持卷面清洁。

3.交卷时请将本答卷和题签一起上交，题签作为封面下一页装订。

1、Candidates should fill in the information appropriately.2、Keep the handwriting clear and the paper tidy.3、Candidate should hand in this cover and paper together; the answer sheet should be attached to the cover.试题（Test）课程名称（Subject）：战略管理Strategic Management课程类别(Type of course) : 专业必修课CORE COURSES使用范围（Target group）:The students registered In April/June/ August ,2014一、名词解释（共20分，每题5分。

）please explain words mean(20 points in total, 5 points each)1、战略Strategy答：就是用来发展核心竞争力，获得竞争优势的一系列综合的、协调性的约定和行动，战略是谋求产业价值链中的位置。

2、竞争优势Competitive advantage答：当一个公司具有竞争优势时，其战略的执行将给顾客带来更多的价值，竞争对手也无法复制，并且高昂的成本也使对手难以模仿3、企业使命Enterprise mission答：使命指明了一个公司从事的和想要从事的业务，以及所要服务的顾客。

战略管理考试题库及答案一、单项选择题1. 战略管理的核心是（）。

A. 战略制定B. 战略实施C. 战略评价D. 战略控制答案：A2. 战略管理的起点是（）。

A. 确定企业使命B. 确定企业目标C. 确定企业愿景D. 确定企业战略答案：A3. 企业使命的表述应该（）。

A. 具体明确B. 抽象概括C. 包含所有业务D. 只包含核心业务答案：B4. 企业战略的制定需要考虑的外部环境因素不包括（）。

A. 政治法律环境B. 经济环境C. 社会文化环境D. 企业内部资源答案：D5. 企业战略的制定需要考虑的内部环境因素不包括（）。

A. 企业资源B. 企业能力C. 企业核心竞争力D. 行业竞争状况答案：D6. 企业战略的实施过程中，需要关注的是（）。

A. 战略的制定B. 战略的实施C. 战略的评价D. 战略的控制答案：B7. 企业战略的控制过程中，需要关注的是（）。

A. 战略的制定B. 战略的实施C. 战略的评价D. 战略的调整答案：D8. 企业战略评价的目的是（）。

A. 确定企业使命B. 确定企业目标C. 确定企业愿景D. 确定企业战略答案：C9. 企业战略管理的最终目标是（）。

A. 增加市场份额B. 提高企业利润C. 提升企业竞争力D. 实现企业可持续发展答案：D10. 企业战略管理的基本原则不包括（）。

A. 系统性原则B. 动态性原则C. 客观性原则D. 随意性原则答案：D二、多项选择题1. 企业战略管理的特点包括（）。

A. 系统性B. 动态性C. 客观性D. 随意性答案：ABC2. 企业战略管理的过程包括（）。

A. 战略制定B. 战略实施C. 战略评价D. 战略控制答案：ABCD3. 企业外部环境分析的内容包括（）。

A. 政治法律环境B. 经济环境C. 社会文化环境D. 技术环境答案：ABCD4. 企业内部环境分析的内容包括（）。

A. 企业资源B. 企业能力C. 企业核心竞争力D. 企业组织结构答案：ABCD5. 企业战略实施的步骤包括（）。

1、波特五力模型答：供应商的讨价还价能力、购买者的讨价还价能力、潜在竞争者进入的能力、替代品的替代能力、行业内竞争者现在的竞争能力。

2、SWOT分析答：定义：是将企业内部环境的优势（S）与劣势（W），外部环境的机会(O)与威胁(T)，同列在一张十字形图表中加以对照，可一目了然，又可以从内外环境条件的相互联系中作出更深入的分析评价SWOT分析基本步骤为：（1）分析企业的内部优势、弱点既可以相对企业目标而言的，也可以相对竞争对手而言的。

（2）分析企业面临的外部机会与威胁，可能来自于与竞争无关的外环境因素的变化，也可能来自于竞争对手力量与因素变化，或二者兼有，但关键性的外部机会与威胁应予以确认。

（3）将外部机会和威胁与企业内部优势和弱点进行匹配，形成可行的战略。

SWOT分析有四种不同类型的组合：优势——机会（SO）组合、弱点——机会（WO）组合、优势——威胁（ST）组合和弱点——威胁（WT）组合。

优势——机会（SO）战略是一种发展企业内部优势与利用外部机会的战略，是一种理想的战略模式。

弱点——机会（WO）战略是利用外部机会来弥补内部弱点，使企业改劣势而获取优势的战略。

优势——威胁（ST）战略是指企业利用自身优势，回避或减轻外部威胁所造成的影响。

弱点——威胁（WT）战略是一种旨在减少内部弱点，回避外部环境威胁的防御性技术。

3、一体化战略答：类型：（1）纵向一体化也称为垂直一体化，是指生产或经营过程相互衔接、紧密联系的企业之间实现一体化，按物质流动的方向又可以划分为前向一体化和后向一体化：（1）前向一体化。

这是指企业与用户企业之间的联合；（2）后向一体化。

这是指企业与供应企业之间的联合。

（2）横向一体化，也称为水平一体化，是指与处于相同行业、生产同类产品或工艺相近的企业实现联合，实质是资本在同一产业和部门内的集中，目的是实现扩大规模、降低产品成本、巩固市场地位。

（3）混合一体化。

这是指处于不同产业部门、不同市场且相互之间没有特别的生产技术联系的企业之间的联合，包括三种形态：（1）产品扩张型，即与生产和经营相关产品的企业联合；（2）市场扩张型，即一个企业为了扩大竞争地盘而与其他地区生产同类产品的企业进行联合；（3）毫无关联型，即生产和经营彼此之间毫无联系的产品或服务的若干企业之间的联合。

战略管理考试题及答案### 战略管理考试题及答案一、选择题1. 战略管理的核心是：- A. 资源分配- B. 竞争优势的获取- C. 市场定位- D. 组织结构的调整答案：B2. 以下哪项不是战略管理过程的一部分？- A. 战略制定- B. 战略实施- C. 战略评估- D. 财务审计答案：D3. SWOT分析中的“S”代表：- A. Strengths（优势）- B. Strategies（战略）- C. Systems（系统）- D. Solutions（解决方案）答案：A二、判断题1. 企业战略的制定只需要考虑内部资源和能力。

（对/错）- 答案：错2. 企业战略的实施阶段不需要对战略进行调整。

（对/错）- 答案：错3. 企业战略的评估是战略管理过程的最后阶段。

（对/错）- 答案：错三、简答题1. 简述战略管理的三个主要阶段。

答案：战略管理的三个主要阶段包括：战略制定、战略实施和战略控制。

在战略制定阶段，企业需要分析内外部环境，确定企业的使命、愿景和战略目标。

战略实施阶段，企业将战略转化为具体的行动计划，并分配资源以实现这些计划。

战略控制阶段则涉及监控实施过程，评估战略实施的效果，并根据需要进行调整。

2. 描述波特的五力模型。

答案：迈克尔·波特的五力模型是分析行业竞争强度和盈利潜力的工具。

这五个力量包括：行业内竞争者之间的竞争、潜在的新进入者的威胁、替代品或服务的威胁、供应商的议价能力和购买者的议价能力。

企业通过分析这些力量，可以更好地理解行业的竞争结构，从而制定有效的竞争战略。

四、案例分析题假设你是一家新兴科技公司的CEO，公司正面临激烈的市场竞争。

请根据战略管理的相关知识，为公司制定一份战略规划。

答案：作为CEO，首先需要进行内外部环境分析，识别公司的优势、劣势、机会和威胁。

接下来，可以制定以下战略规划：- 差异化战略：利用公司的技术优势，开发独特的产品或服务，以区别于竞争对手。

战略管理作业第一章什么是战略管理1、什么是战略竞争力、战略、竞争优势、超额利润及战略管理过程？战略竞争力是指在实施长远性和根本性的战略发展目标时给经济与社会发展所带来的无形的或潜在的利益，是企业未来发展的根本点。

战略是设计用来开发核心竞争力、获取竞争优势的一系列综合的、协调的约定和行动。

竞争优势是一个企业在某些方面比其他的企业更能带来利润或效益的优势,源于技术、管理、品牌、劳动力成本等。

超额利润是指一项投资的利润超过投资者预期能从其他相同风险的投资项目获得的利润。

战略管理过程是一家公司想要获取战略竞争力超额利润而采用的一套约定、决策、和行动。

2、根据行业组织模型，公司怎样才能获得超额利润？环境因素和企业特点共同决定了企业利润率水平，因此，环境和企业战略是相互作用的。

(1) 研究外部环境尤其是行业环境；(2) 选择超额利润潜力巨大的行业；(3) 制定相应战略，找出此行业赚取超额利润所需的战略(4) 培养或购买战略的所需资产与技能；(5) 利用公司优势实施战略。

3、资源基础模型认为企业怎样才能获得超额利润？资源基础模型认为，任何一个组织都是独特的资源和能力的组合。

这些资源和能力独特性是企业战略和超额利润的基础。

(1) 找出公司资源，识别其相对于竞争对手的优势与劣势；(2) 研究公司的能力，以及确定这种能力如何可以使公司战胜对手；(3) 确定公司的资源和能力能够多大程度上增强其竞争优势；(4) 选择有吸引力的行业；(5) 选择能使公司最大限度地利用其资源和能力来发掘外部环境的机会战略。

第二章外部环境：机遇与挑战4、总体环境的7个方面是什么？解释他们之间的不同。

总体环境包括那些在广阔的社会环境中影响到一个行业和业内的各种因素。

具体包括人口、经济、政策或法律、社会文化、技术、全球化和自然因素。

这七个方面所包含的具体环境要素如下：①人口因素：主要人口数量、年龄结构、地理分布、种族构成、收入分配；②经济因素：主要有通胀率、利率、贸易赤字和盈余、预算赤字和盈余、个人存款率、商业存款率、国内生产总值；③政策/法律因素：主要有反托拉斯法、税法、放松管制的态度、劳工培训法、教育哲学和政策；④社会文化因素：主要有劳动力中的女性、劳动力的多样性、有关工作生活质量的特征、对环境的关注、工作和职业偏好的转变、产品和服务特点偏好的转变；⑤技术因素，主要有产品创新、知识应用、私人和政府支持的研发支出焦点、新的沟通技术；⑥全球化因素，主要有重要政治事件、新兴工业化国家、关键的全球市场、不同文化和制度属性；⑦自然环境因素，主要有能源消费、开发能源的实践、可再生能源利用、最小化企业的生态烙印、可用的水资源、环境友好型产品生产。

2024年战略管理精要100题库及答案1. 战略管理是什么？答案：战略管理是一个组织用来确定其长期发展方向和目标，并制定、实施和监控相应战略的过程。

2. 战略管理的主要目的是什么？答案：战略管理的主要目的是确保组织能够适应外部环境的变化，实现其长期目标，并维持竞争优势。

3. 战略管理的过程包括哪些步骤？答案：战略管理的过程包括环境分析、战略制定、战略实施和战略监控。

4. PEST分析是什么？答案：PEST分析是一种宏观环境分析工具，用于评估政治、经济、社会和技术因素对组织的影响。

5. SWOT分析是什么？答案：SWOT分析是一种内部和外部环境分析工具，用于评估组织的优势、劣势、机会和威胁。

6. 战略计划和战略决策有什么区别？答案：战略计划是战略管理过程中的一个阶段，涉及制定具体的行动方案和时间表。

战略决策则是组织在战略管理过程中所做的选择和决定。

7. 什么是企业的愿景？答案：企业的愿景是组织对未来发展的期望和展望，通常包括组织希望实现的目标和价值观。

8. 企业的使命是什么？答案：企业的使命是组织存在的核心理由和目标，通常包括组织的主要业务和客户。

9. 什么是战略目标？答案：战略目标是组织在一定时期内希望实现的具体成果，通常与组织的愿景和使命相一致。

10. 什么是核心竞争力？答案：核心竞争力是组织在竞争中具有比较优势的资源和能力，通常难以被竞争对手复制。

...（继续提问和回答剩余的题目）请注意，这里仅提供了部分题目的答案，您可以根据需要继续提问和回答剩余的题目。

如果您需要关于特定题目的答案或有其他问题，请随时告诉我。

战略管理习题解答（正文）战略管理习题解答1. 什么是战略管理？战略管理是一种组织管理的方法，用于明确和实施组织的长期目标以及达成这些目标所需的行动计划。

它涉及制定、实施和评估战略，以确保组织能够适应外部环境的变化，并实现持续竞争优势。

2. 为什么企业需要进行战略管理？企业需要进行战略管理的原因有以下几点：2.1 提供明确的方向：战略管理可以为企业确立明确的长期目标，并通过制定战略来引导组织的行为。

2.2 适应外部环境：战略管理可以使企业及时应对外部环境的变化，保持竞争优势。

2.3 整合资源：战略管理可以帮助企业有效地整合各类资源，使其发挥最大效益。

2.4 促进内部协同：战略管理可以促进组织内部各部门之间的协同合作，实现整体优势。

2.5 评估绩效：战略管理可以通过制定明确的绩效指标来评估组织的战略执行情况。

3. 战略管理的步骤是什么？战略管理通常包括以下步骤：3.1 环境分析：评估外部环境和内部资源，了解组织所面临的机遇和挑战。

3.2 制定愿景和使命：明确组织的长期目标和核心价值观。

3.3 制定战略：根据环境分析和组织的愿景和使命，制定适合的战略。

3.4 实施战略：将战略转化为具体的行动计划，并分配资源进行执行。

3.5 监控和评估：定期监控战略执行情况，并评估是否需要调整战略。

4. 战略管理中有哪些工具和方法？在战略管理中，可以使用多种工具和方法来帮助组织实施战略，并促进决策的科学性和有效性。

以下是一些常用的战略管理工具和方法：4.1 SWOT分析：评估组织的优势、劣势、机会和威胁，从而确定战略方向。

4.2 PESTEL分析：评估宏观环境的政治、经济、社会、技术、环境和法律因素，以预测其对组织的影响。

4.3 五力模型：分析竞争对手、供应商和顾客的力量，评估产业竞争格局。

4.4 BALANCED SCORECARD：通过制定绩效指标，评估和监控组织在财务、客户、内部流程和学习与发展等方面的绩效。

4.5 敏捷管理：采用迭代、适应性的方法，让组织能够快速应对变化和不确定性。

战略管理试题及答案一、选择题1. 战略管理的核心目标是：A. 实现组织长期竞争优势B. 提高组织内部员工的满意度C. 增加组织的市场份额D. 提高组织的盈利能力答案：A2. 战略管理的三个基本问题是：A. 企业使命、战略目标、战略选择B. 企业环境分析、内部资源评估、战略选择C. 经营计划、战略地图、战略实施D. 组织结构、人力资源、战略目标答案：B3. 下面哪个是战略管理的核心工具？A. SWOT分析B. 五力模型C. 价值链分析D. 市场细分答案：A二、问答题1. 请简述战略管理的定义及其作用。

答：战略管理是指组织通过分析和评估内外部环境，确定组织的长期目标，并制定相应的战略来实现这些目标的过程。

战略管理的作用包括：帮助组织适应和引领环境变化，提供明确的发展方向，整合资源，提高组织绩效，实现长期竞争优势。

2. 请列举并解释战略管理的五个层面。

答：战略管理的五个层面包括：核心组织层面：强调企业文化、使命和核心价值观的建立，构建组织的核心竞争力。

业务层面：关注具体业务细分市场的竞争策略，制定不同的业务战略，实现市场竞争优势。

功能层面：关注组织内部各个职能部门的战略协同与资源配置，确保各个功能部门的工作互相配合，共同实现组织的战略目标。

项目层面：关注具体战略项目的实施与管理，确保战略项目按计划进行，并取得预期成果。

个人层面：关注员工的个人发展与组织的战略目标的关系，激励员工积极参与战略实施，提高员工的工作投入和满意度。

三、案例分析题某电子科技公司在市场竞争激烈的环境下，面临着市场份额下降和利润下滑的问题。

请针对该公司的情况回答以下问题：1. 请分析该公司所处的外部环境，并确定可能影响其竞争优势的因素。

答：该公司所处的外部环境包括行业竞争对手、市场需求变化、技术创新、政府政策等因素。

可能影响其竞争优势的因素包括：竞争对手的产品价格竞争、技术创新程度、市场份额占有率；市场需求的变化趋势，如消费者对新产品功能的追求等；技术创新的速度和能力，是否能够及时跟上行业的发展趋势；政府对电子科技行业的政策支持程度等。

战略管理知识笔试题(含答案)汇总第一题问题请简要解释战略管理的定义和重要性。

答案战略管理是指组织中针对未来目标的规划、执行和评估过程。

它帮助组织确定长期目标，并制定相应的策略来达到这些目标。

战略管理对于组织的成功非常重要，它有助于提高组织的竞争力、协调不同职能部门的工作、适应变化的商业环境和提供明确的方向等。

第二题问题请列举五种战略管理模型，并简要解释每个模型的特点。

答案1. SWOT分析：该模型通过分析组织的优势、劣势、机会和威胁来帮助制定战略。

它的特点是简单易懂，能够帮助组织识别内部和外部环境的因素。

2. Porter的五力模型：该模型通过分析竞争对手、供应商、买家、替代品和进入壁垒等因素来评估行业竞争力。

它的特点是全面性强，能够揭示行业的竞争格局。

3. BCG矩阵：该模型通过将产品划分为星星、问题儿童、金牛和瘦狗四个分类，帮助组织进行产品组合的管理。

它的特点是简单实用，能够识别不同产品在市场中的地位和潜力。

4. 价值链模型：该模型通过将企业的活动划分为主要活动和支持活动，帮助组织识别和优化价值创造的关键环节。

它的特点是强调价值的流动和协同作用。

5. 文化网格模型：该模型通过将组织的文化划分为四种类型：力量文化、角色文化、任务文化和人员文化，帮助组织理解和管理企业文化。

它的特点是能够识别不同文化类型对组织的影响和侧重点。

第三题问题战略执行过程中可能面临哪些挑战？请列举三个挑战，并解释如何应对。

答案1. 领导力挑战：战略执行需要有效的领导力来推动变革和协调各部门的行动。

应对挑战的方法包括建立强有力的领导团队、制定明确的目标和愿景，以及激励和培养员工参与战略执行。

2. 文化挑战：组织的文化可能阻碍战略的实施，因为它可能与新的战略目标和价值观相冲突。

应对挑战的方法包括识别和解决文化冲突、促进组织文化的变革，并在战略执行过程中建立文化的支持和认同。

3. 资源挑战：实施战略通常需要投入大量的人力、物力和财力资源。

战略管理第一章战略管理理论1、企业使命包括哪些基本要素？企业目的，特别是企业的经济目的；企业定位；企业理念；公众形象；利益群体。

2、什么是企业的战略？其构成要素有哪些？广义上，战略是目标、意图或目的，以及为达到这些目的而制定的主要方针和计划的一种模式。

这种模式界定着企业正在从事的或者应该从事的经营业务，以及界定着企业所属的活应该属于的经营类型。

狭义上，企业战略是贯穿于企业经营与产品和市场之间的一条“共同经营主线”，决定着企业目前所从事的或者计划要从事的经营业务的基本性质。

构成要素：经营范围、资源配置、竞争优势、协同作用3、在什么条件下，企业的公司战略和业务战略是合一的？当企业形态简单，经营业务和目标单一时，企业总体战略就是该项经营业务的战略。

4、试比较行业组织模型与资源基础模型的前提假设和使用条件。

（1）产业组织模型认为产业对企业绩效的影响要超过管理者对企业的影响，企业绩效取决于所在行业的特征，包括规模经济、市场进入障碍等（2）资源基础模型认为企业独特的资源和能力形成了战略基础，也是企业利润的主要来源。

第二章企业战略态势分析——外部环境分析1、宏观环境对企业战略制定与实施具有什么样的影响？宏观环境分析的意义在于评价政治、经济、社会和技术四大因素对企业战略目标与实施的影响。

2、如何运用PEST分析方法进行宏观环境分析？政治法律环境（political）经济环境（economis）社会文化环境（social）技术环境（technologial）3、行业环境对企业战略制定与实施具有什么样的影响？在战略分析中，产业环境分析的重点是对产业内竞争程度的评估。

4、简述波特的行业竞争结构分析模型。

（1）潜在的进入者威胁（2）现有企业之间的竞争（2）替代品的压力（4）供应商讨价还价的能力（5）购买者的讨价还价能力5、企业竞争对手分析应该从哪些方面进行？（1）竞争对手的未来目标（2）竞争对手的自我假设（3）竞争对手的现行战略（4）竞争对手的潜在能力第三章企业内部环境与资源均衡分析1、企业的资源与能力如何帮助企业获得持续竞争优势？企业资源分为三大类：有形资产、无形资产、组织能力。

战略管理试题含答案
第一题
问题：
请简要解释什么是战略管理，以及为什么它对组织的成功至关
重要？
答案：
战略管理是指组织在追求长期目标和适应环境变化的过程中，
通过制定和执行战略来规划和管理资源的过程。

战略管理对于组织
的成功至关重要，原因如下：
1. 引导组织发展方向：战略管理帮助组织确定发展方向和目标，确保组织的行动与长期目标一致。

2. 适应环境变化：战略管理使组织能够与不断变化的外部环境
保持适应，准确把握市场机会和威胁。

3. 资源配置与优化：战略管理有助于组织合理配置资源，优化
资源利用效率，提高组织的竞争力。

4. 战略执行与效果评估：战略管理包括战略执行和效果评估，
通过持续执行和监控战略，确保战略实施的成果。

5. 管理风险与不确定性：战略管理帮助组织识别和应对风险与不确定性，减少潜在的经营风险。

第二题
问题：
请列举并简要解释战略管理的三个关键要素。

答案：
战略管理的三个关键要素包括：
1. 使命和愿景：组织的使命是组织存在的基本原因和目的，愿景则是组织未来所希望达到的状态。

使命和愿景为战略管理提供了明确的方向和目标。

2. 战略分析：战略分析包括外部环境和内部资源的评估，以及识别机会和威胁。

它帮助组织了解其竞争环境和核心竞争力，为制定战略提供基础。

3. 战略选择和执行：战略选择是根据战略分析的结果，选择适合组织发展的战略方向和优先事项。

战略执行涉及将战略转化为行动计划，并确保它们得到有效执行和监控。

以上是战略管理试题的答案，请参考。

Multiple choiceChapter 11. The prescriptive, deliberate or planned approach views strategic management as a____________A. highly systematized processB. deterministic processC. highly systematized and deterministic processD. consistent pattern of behaviour2. ____________ is used to refer to strategic formulation, implementation and evaluation, with______________ referring only to strategic formulation.a. Strategic planning; strategic managementb. Strategic planning; strategic processingc. Strategic management; strategic planningd. Strategic management; strategic processinge. Strategic implementation; strategic focus3. What can be defined as the art and science of formulating, implementing and evaluatingcross-functional decisions that enable an organization to achieve its objectives?a.Strategy formulationb.Strategy evaluationc.Strategy implementationd.Strategic management4. Conducting research to determine internal strengths and weaknesses is performed duringwhich stage of strategic management? ____________a. Formulationb.Implementationc.Evaluationd.Feedbacke.Goal-setting5. What are the three stages of the strategic management process?a.Conflict, resolution and implementationb.Formulation, implementation and evaluationc.Formulation, execution and rewardd.Formulation, implementation and resolutione.Goal-setting, implementation and feedback6. An important activity in __________ is taking corrective action.a.strategy evaluationb.strategy implementationc.strategy formulationd.strategy leadershipe.all of the above7. __________ means mobilizing employees and managers to put strategies into action.a.Formulating strategyb.Strategy evaluationc.Implementing strategyd.Strategic advantage8. __________ is not a strategy-implementation activity.a.Taking corrective actionsb.Establishing annual objectivesc.Devising policiesd.Allocating resourcese.Motivating employees9. __________ skills are especially critical for successful strategy implementation.a.Interpersonalb.Technicalc.Conceptuald.Thinkinge.Marketing10. Strategy evaluation is necessary becausea. internal and external factors are constantly changing.b. the SEC requires strategy evaluation.c. competitors change their strategies.d. the IRS requires strategy evaluation.e. firms must take corrective actions.11. Which of these is often considered the first step in strategic planning? _________a.Developing a vision statementb.Establishing goals and objectivesc.Making a profitd.Developing a mission statemente.Determining opportunities and threats12. What are enduring statements of purpose that distinguish one business from other similarfirms? _________a.policiesb.mission statementsc.objectivesd.rulese.employee conduct guidelines13. Which of the following is not included in the strategic management model?a. Measure and evaluate performance.b. Perform internal research to identify customers.c. Establish long-term objectives.d.Implement strategies.e. Develop mission and vision statementsually, external opportunities and threats are:A.uncontrollable by a single organization.B.controlled by governments.C.not as important as internal strengths and weaknesses.D.key functions in strategy implementation.E.key functions in strategy exploitation.15. Military strategy is based on an assumption of __________, whereas business strategy isbased on an assumption of __________.a.conflict; cooperationb.conflict; competitionc.cooperation; conflictpetition; conflicte.cooperation; competition16. Competence Based Approach argues thatpetitive advantage arises from an organization’s internally developed corecompetence rather than from its environmentpetitive advantage arises from positioning a firm to take advantage ofopportunities and overcome or circumvent threatspetitive advantage arises from cooperationpetitive advantage arises from opportunities17. Resource-based view approach argues that an organization should exploit its_________relative to _________ in the external environmenta.position; opportunitiesb.basic competencies; opportunitiesc.financial assets; opportunitiesd.core competencies; opportunitiesChapter 21. The purpose of the mission statement is to communicate to_________a.all shareholdersb.employeesc.all stakeholdersd.managers2. A good mission statement should _________a.define what the organization isb.limit to exclude some venturesc.give detail plans of allocating resourcesd.be broad enough to allow for growthe.distinguish a firm from all others3. According to McGinnis, a mission statement should be all of the following except:a. it should be specific enough to control creative growth.b. it should be stated in clear terms.c. it should distinguish an organization from all others.d. it should define what an organization is.e. it should serve as a framework for evaluating both current and prospectiveactivities.4.It is the _________who determines what a business is.a. president.b. customerc. stakeholder.d. CEO.5.What the customer buys and considers value is alwaysa. price.b. functionc. technology.d. utility6 . Which mission statements are good mission statement _________a.AT&T’s (美国电报电话公司)mission statement focuses oncommunicationb.Exxon’s （埃克森石油公司）mission statement focuses on oil and gasc.Union Pacific’s （太平洋联合铁路公司）mission statement focuses ontransportationd.Universal Studios’（环球电影公司）mission statement focuses on movies Chapter 31. Financial crisis that reverberated around the world is belong toa. far environments’ factorsb. near environments’ factorsc. internal environments’ factorsd. industrial factors2.Three broad ways that clusters affect competition: _________a. Increasing the productivity of companies based in the areab. Driving the direction and pace of innovationc. Stimulating the formation of new businesses within the clusterd. Bringing entry barriers to the area3.Which of the following choices does not belong to industry properties_________?a.Economies of Scaleb.Barriers to market entryc. A firm’s core competenced.Product differentiatione.Level of competitiveness4. According to I/O theorists, which of the following contributes least to firm performance?a.Economies of scaleb.Barriers to market entryc.Product differentiationd.Internal resourcese.Level of competitiveness5. __________ is not part of an external audit.a. Analyzing competitorsb. Analyzing the firm’s financial ratiosc. Analyzing available technologiesd.Studying the political environmente.Analyzing social, cultural, demographic and geographic forces6. When interest rates rise, discretionary自由决定的income ______, and the demand fordiscretionary goods ______.a.rises; risesb.declines; risesc.rises; fallsd.declines; fallse.stays the same; rise7. When an industry relies heavily on government contracts, ______ forecasts can be the mostimportant part of an external audit.a.economicb.politicalc.technologicalpetitivee.multinational8. Technological advancements can create new ______ advantages that are more powerfulthan existing advantages.a.economicb.socialc.environmentalpetitiveparative9. The Internet is changing the nature of opportunities and threats by doing all of the followingexcept:a.altering the life cycles of products.b.decreasing the speed of distribution.c.erasing limitations of traditional geographic markets.d.creating new products and services.e.changing the historical trade-off between production standardization andflexibility.10. Intensity of competition _______ in lower-return industries.a.is lowestb.is non-existentc.is highestd.is not importante.fluctuates11. Five competitive forces, according to Michael Porter, create vital opportunities and threatsto organizations. Which of the following is not a competitive force?a. New entrantsb. Rivalry among existing firmsc. Bargaining power of unionsd. Bargaining power of supplierse. Bargaining power of buyers12. ________, according to Porter, is usually the most powerful of the five competitiveforces.a. Potential development of substitute productsb. Bargaining power of suppliersc. Bargaining power of consumersd. Rivalry among competing firmse. Potential entry of new competitors13. Whenever new firms can easily enter a particular industry, the intensity of competitivenessamong firms______a.stays the same.b.increases.c.decreases.d.neutralizes.e.Fluctuates14. If suppliers are unreliable or too costly, which of these strategies may be appropriate?a. Horizontal integrationb. Backward integrationc. Market penetrationd. Forward integratione. Concentric diversification15. Bargaining power of consumers is ______ when the products being purchased are standard or undifferentiated.a. marginalb. lowc. highd. negativee. not necessary16. Globalization of industries is occurring for all of these reasons except: ______a. a worldwide trend toward similar consumption patterns.b.the emergence of global buyers.c. a worldwide trend toward different consumption patterns.d.e-commerce and the instant transmission of money and information acrosscontinents.e.the emergence of global sellers.17. ___________ is the first step in designing an EFE Matrix.a. Identifying key external factors in the industryb. Summing the weighted score for each competitorc. Calculating the sales of each competitord. Drawing the horizontal and vertical lines for the matrixe. Determining four competitors18. What is the range for a firm’s total weighted score in an External Factor EvaluationMatrix?a. 0 to 5b. 0 to 4c. 1 to 5d. 1 to 4e. 0 to 1019. One difference between CPM and EFE is thata. CPM includes both internal and external issues.b. the weight and total weighted score mean opposite.c. CPM ratings range from 1 to 10.d. CPM is performed only for the company, whereas EFE is performed for both thecompany and the competitors.e. CPM is only used in small firms20.Strategic groups of firms within an industry follow ___________ or have very___________ dimensionsa. the same strategies, similarb. different strategies,differentc. the same strategies, differentd. different strategies, similar21.Potential development of substitute products will increase when con sumer’s switchingcosts ___________a. increaseb. decreasec. do not changed. become highChapter 41. There are three activities in the internal Analysis process___________a. Resources, capabilities/competencies，core competencies analysisb. Value Chain analysisc. competitor analysisd. Comparative analysis2. A competence is an attribute or collection of attributes possessed by ___________of thefirms in an industrya. fewb. severalc. manyd. all or most3. Resources employed by a firm includes ___________a. tangible resourcesb. competitive resourcesc. intangible resourcesd. human resources4. ___________and ___________do not belong to intangible resourcesa. Financial Resourcesb. Technological Resourcesc. Reputationd. Physical Resources5. Which one of the following are tangible resources?a. Financial Resourcesb. Technological resourcesc. Reputationd. Human resources6. _______ exemplifies the complexity of relationships among the functional areas of business.ernment auditb.External auditc.Financial ratio analysisd.Environmental scanninge.Distribution strategy7. Which of the following are primary activities in a firm’s value chain___________?a. inbound logisticsb. outbound logisticsc. marketing & salesd. procuremente. operations8. Which of the following are not support activities___________?a. technology developmentb. outbound logisticsc. human resource managementd. firm infrastructuree. procurement9.Firm infrastructure consists of a number of activities including ___________a. general managementb. finance & accountingc. legal & government affairsd. quality managemente. planning10. The initial step to implementing value chain analysis is___________a.attaching a cost to each discrete activity.b.establishing costs in terms of time.c.establishing costs in terms of money.d.dividing a firm’s operations into specific activities or business processes.11. In t he “power law” formula y = ax b , ‘a’ representsa. the labor hours required to build unit #xb. the theoretical labor hours required to build the first unit producedc. the rate of learningd. the number (count) of an item in the production sequence12. According to the learning curve theory, when output or production __________, thereduction in time per unit affected by the learning curve ratea. doublesb. triplesc. is four times to the initial oned. is five times to the initial one13.Learning rate is not useful when ___________a. production is sporadicb. there is no way to improve the production ratec. production quantities are very smalld. rules & regulations limit the production ratee. each item produced is significantly different from the preceding item14. In an IFE matrix, rating number “3” represents ___________a. major weaknessb. minor weaknessc. minor strengthd. major strength15. In an IFE matrix, rating number “2” represents ___________a. major weaknessb. minor weaknessc. minor strengthd. major strength16. If a firm’s total weighted score is 2.1 in an IFE matrix, it indicates that ___________a. the firm is being weak internallyb. the f irm’s strategies is not capitalizing on opportunities or avoiding threatsc. the firm is being a strong internal positiond. the f irm’s response is outstanding to threats and weaknessesChapter5-61. Corporate strategy is ___________a. more detailb. more value orientedc. more conceptuald. concerned with the whole firm2. A firm directs its resources to the profitable growth of a single product, in a single market, with a single dominant technology. The firm pursues___________a. diversificationb. horizontal integration Strategyc. vertical integration Strategyd. concentration strategy3.If a firm’s present suppliers are expensive and unreliable in meeting the firm’s needs forparts, components and/or raw materials, it should pursue a ___________a. concentration Strategyb. horizontal integration Strategyc. backward integration Strategyd. forward integration Strategy4. An example of _______ strategy is establishing Web sites to sell products directly toconsumers.a. backward integrationb. product developmentc. forward integrationd. horizontal integration5. A _______ strategy seeks to increase market share of present products or services in present markets through greater marketing efforts.a. market penetrationb. forward integrationc. market developmentd. product development6. Adding new, unrelated products or services for present customers is called______a. forward integration.b. concentric diversification.c. conglomerate diversification.d. horizontal diversification7. Backward integration is effective in all of these except:a. when an organization competes in an industry that is growing rapidly.b. when an organization has both capital and human resources to manage the newbusiness of supplying its own raw materials.c. when an organization needs to acquire a needed resource quickly.d. when the advantage of stable prices are not important.8. When a US company first begins to export to India, it is an example ofa. market developmentb. market penetrationc. product developmentd. . horizontal integration.9. When an organization competes in an industry characterized by rapid technologicaldevelopments, _______ is an appropriate strategy.a. retrenchmentb. product developmentc. backward integrationd. market penetration10. _______are terms that describe diversification strategiesa. Concentric diversificationb. conglomerate diversificationc. vertical diversificationd.horizontal diversification.11. Adding new, unrelated products or services is calleda. horizontal diversification.b. concentric diversification.c. backward integration.d. conglomerate diversification.12. An airline eliminating service at 10 major cities to financially survive is an example of______a. divestiture.b. backward integration.c. liquidation.d. retrenchment13. When a division is responsible for an organization’s overall poor performance, _________strategy should be implemented.a. backward integrationb. divestiturec. forward integrationd. cost leadershipe. concentric diversification14.Selling all of a company’s assets in parts for their tangible worth is called_________a. joint venture.b. divestiture.c. concentric diversification.d. liquidation.e. horizontal integration15.Defensive strategies includes_________a. retrenchmentb. divestiture.c. diversification.d. liquidation.16. __________ is effective when the stockholders of a firm can minimize their losses by sellingthe organization’s assets.a. Integrationb. Differentiationc. Diversificationd. Liquidation17.Ways to pursue Differentiation successfully: ________a. creating products which are superior to competitorsb. building superior distribution channelsc. offering superior after sales serviced. creating a strong brand name through design, innovation, advertising, and so on18. Mergers and acquisitions are created for all of the following reasons except to ________a. gain new technology.b. reduce tax obligations.c. gain economies of scale.d. increase its number of employeesprehensive Strategy-Formulation Framework includes: ________a. the Input Stageb. the Matching Stage.c. the Decision Stage.d. the output Stage.20.Which of the following are tools in the matching stage________a. SWOT Matrixb. SPACE Matrixc. BCG Matrixd. IE Matrixe. CPM21.I mproving internal weaknesses by taking advantage of external opportunities is________strategiesa. WOb. STc. SOd. WT22.Two External Dimensions in SPACE matrix are ________a. Environmental Stability (ES)b. Industry Strength (IS)c. Financial Strength (FS)d. Competitive Advantage (CA)23.If a financially strong firm that has achieved major competitive advantages in a growingand stable industry, the firm’s directional vector should be located in the________quadrant of SPACE matrixa. aggressiveb. conservativec. defensived. competitive24. A division with a high relative market share position in a low-growth industry can bedescribed as a________a. star.b. cash cow.c.question mark.d.dog.25. When a division of an organization has a high relative market share and is in a fast-growingindustry, it is called a________a. star.b. cash cow.c.question mark.d.dog26 Which of these is not an attractive strategy for a cash cow division? ________a. intensive strategy.b. harvestc.divestitured.retrenchment27.If a firm locates in Cells I, II, or IV in IE Matrix, the firm should pursue__________strategya. Grow and build.b. Hold and maintainc.Harvest or divestd.No above allChapter7-81. __________ is included in the decision stage of the strategy formulation framework.a. Internal Factor Evaluation Matrix (IFE)b. Quantitative Strategic Planning Matrix (QSPM)c.BCG Business Portfolio Matrixd.Grand Strategy Matrixe.SPACE Matrix2.Annual Objectives should state __________a. Quantityb. Qualityc.Costd.Timee.Be Verifiable3. Three basic activities of strategic evaluation, review & control __________a. analyzing industry environmentb. Examine the underlying bases of a firm’s strategypare expected to actual resultsd.Identify corrective actions to ensure that performance conforms to planse.analyzing financial ratios4. Three steps in evaluation framework __________a. Review underlying basesb. Allocate resourcesc.Measure firm performanced.Take corrective actions5.Balanced Scorecard evaluate strategies from 4 perspectives: __________a. Financial performanceb. Customer knowledgec.Internal business processesd.Learning & growthe.Macro-economic situation6. Three ways to manage conflict__________a. Avoidanceb. Diffusionpetitiond.Coordinatione.Confrontation7. In the process of implementing strategy, change raises anxiety and fear, concerning__________a. Economic lossb. Inconveniencec. Uncertaintyd Break in status-quoe. improving working condition8. In the process of implementing strategy, change strategies include__________a. Force Change Strategyb. Educative Change Strategyc. integration strategyd diversification strategye. Rational or Self-Interest Change StrategyTrue/False(T)Strategy formulation, implementation and evaluation activities occur at three hierarchical levels in a large diversified organization: corporate, divisional and functional(T)In order for a firm to achieve sustained competitive advantage, a firm must continually adapt to changes in external trends and events and effectively formulate, implement, and evaluate strategies that capitalize upon those factors.Chapter 1-21.(T) By exploring, learning and piecing together a consistent pattern of behaviour over time, an organization may arrive at the same position as if it had planned everything in detail2. (T) A clear vision provides the foundation for developing a comprehensive mission statement3. (F) Mission means “What do we want to become?”4. (T) Clear vision & mission are needed before alternative strategies can be formulated andimplemented5. (F) Participation from diverse managers is not important in developing the mission.6. (T) The vision statement should be short, preferably(更适宜) one sentence7. (F)If an organization chooses to have both a mission and a vision, the mission statement should be established first, as mission identifies where we are and vision would indicate where we want to goChapter 31.(F)External Audit is t o develop an exhaustive list of every possible factor that could influence the business is the aim of external audit.2. (F)Tourism-oriented firms in the United States are hampered(受妨碍) when the value of the dollar falls3. (T) The Internet is changing the very nature of many industries by altering product life cycles and changing the historical trade-off between production standardization and flexibility4. (T)New firms sometimes enter industries with higher-quality products, lower prices and substantial marketing resources, even though there are numerous barriers to entry.5.(T)The impact of natural events upon business activity can be very powerful and difficultto predict or avoid6. (T)Both a Competitive Profile Matrix and an EFE Matrix have the same meaning in the weights, ratings and total weighted scores.7. (T) The critical success factors in a Competitive Profile Matrix are often the same as those in an EFE Matrix.Chapter 41. (T) The process of performing an internal audit, compared to the external audit, provides more opportunity for participants to understand how their jobs, departments and divisions fit into the whole organization.2. (T) The value chain is composed of value-adding activities and margin3. (T) Value Chain Analysis can enable a firm to better identify its own strengths and weaknesses especially as compared to competitors’ Value Chain Analyses4.(T) Firm infrastructure can be a powerful source of CA5. (T) The value chain is not a collection of independent activities but a system ofinterdependent activities.6. (T)Internal Factor Evaluation Matrix is a summary step when conducting an internal strategic-management audit7. (T)In competitive terms, value is the amount buyers are willing to pay for what a firm provides them8(F)The value chain is a collection of independent activities9. (T)The learning curve describes the relationship between a firm’s cumulative output and amount of inputs needed to produce a unit of output10.(T)100% learning rate means no learning at all11. (F)In industry, S typically ranges from 40% to 100%12.(F)The learning effect can lead to very large reductions in cost and it depends on the size of the individual firm13.(T)The rate of learning depends on factors such as the quality of management and the potential of the process and productsChapter 5-61. (T)Business strategy ( competitive strategy)is the determination of how a company will compete in a given business and position itself among its competitors2. (F) In a changing environment, a firm committed to concentrated growth faces low risks3. (F) Forward integration is a strategy of seeking ownership or increased control of a firm’s suppliers4. (F)Gaining ownership or increased control over distributors or retailers is called backward integration strategy5. (T)The increased use of horizontal integration as a growth strategy6. (T) Introducing present products into new geographic areas is market development7. (T) An appropriate strategy when an organization has excess production capacity is market development8. (T) Liquidation is often appropriate when retrenchment and divestiture have failed9. (F)According to Porter, strategies allow organizations to gain competitive advantage from three different bases: cost leadership, differentiation and integration10. (T) For consumers who are price sensitive, cost leadership emphasizes producing standardized products at very low per-unit cost11. (T)When an acquisition is not desired by both parties, it is called a takeover or hostile takeover12. (T) Not all M & As are effective and successful13. (T) M & As can yield great benefits, but the price and reasoning must be right14. (T) Business is both co-operation and competition15. (F)Companies are avoiding outsourcing more and more because it is more expensive than traditional methods and it does not allow a firm to concentrate on core competencies16. (T) Merger & Acquisitions can yield great benefits, but the price and reasoning must be right17 (T)According to Porter, a firm that engages in each generic strategy but fails to achieve any of them is “ stuck in the middle”.18. (T)BCG Matrix enhances multi-divisional firm in formulating strategiesChapter 7-81. (T)Implementing strategy affects an organization from top to bottom2. (T)C hanging a firm’s cu lture to fit a new strategy is usually more effective than changing a strategy to fit an existing culture3.(T)Strategy evaluation is v ital to the organization’s well-being4.(T)Strategy should not present inconsistent goals & policies5. (F) In terms of number of employees, restructuring involves increasing the size of the firm6. (F)The overall aim of the Balanced Scorecard is to balance financial objectives with strategic objectives7. (T)There must be a translation of strategic thought into strategic action8. (F)Reengineering is characterized by many strategic decisions9. (F)Restructuring is characterized by tactical decisions10.(T)In the Balanced Scorecard, the Learning & Growth Perspective is the foundation of anystrategy and focuses on the intangible assets of an organization。

战略管理问答题答案（双语教学版）1.Define strategic competitiveness and above-average returns.What is the relationship between strategic competitiveness and returns on investment?战略竞争力(strategic competitiveness)是用来发展核心竞争力，获得竞争优势的一系列综合的、协调性的约定和行动。

超额利润(above-average returns) 是指一项投资的利润超过投资者预期的能从其他相同风险投资项目所获得的利润。

公司只有在获得一定战略竞争力的前提下才可能获得超额利润。

从战略层面获得的竞争优势是其他竞争对手难以模仿或寻得相似替代物的。

2.Hypercompetition is a characteristic of the current competitive landscape.Define hypercompetition and identify its primary drivers.How can organizations survive in an hypercompetitive environment?在超级竞争条件下，市场稳定性的假设被市场固有的不稳定性和变化取代，它源自全球战略的动态性以及创新的竞争性。

想要在超级竞争中生存，公司需要通过协调创新所产生的技术机会和潜在的竞争冲突之间的关系，来保持在市场上的竞争力。

3.Describe the industrial organization(I/O)model of above-average returns.What is its main assumptions?What is the key to success according to the I/O model?超额利润的行业组织模型指出相较于企业的内部资源，它的外部环境才是决定其成败的主要因素。

2011战略管理各章同步训练第一章战略管理概论1．（单选）①战略是指战争全局的方略，即战争指导者为达到一定的政治目的，依据战争规律所制定和采取的准备和实施战争的方针、政策和方法；②一个政府制定一个时期的全局性的路线、方针及国民经济和社会发展远景规划，都可视为战略；③战略的概念是在20世纪60年代引进到企业的经营管理中的；2．（07单）对战争全局做出准确的判断而确定的方略是：（C）A．企业战术B．管理战略C．战略D．战术3．（单选）战略有两大派别：①广义战略：认为战略是一种决策模式，既决定企业的目的和目标，又揭示达到这些目标的重大方针和计划，从而界定企业正在从事的或应该从事的经营业务，以及企业所属的或应该属于的经营类型；代表人物：安德鲁斯、魁因；②狭义战略：只包括实现企业目标而采取的手段，而不包括企业事先确定的目标本身；代表人物：安索夫、霍弗、申德尔；4．（06单）战略管理专家安索夫认为，企业战略由四个要素构成，即产品与市场范围、增长向量、竞争优势和：（B）A．核心能力B．协同作用C．企业使命D．外部环境（注意：四个要素及人名均可能考单选）5．（单选）①霍弗、申德尔比安索夫对战略的定义又进一步，既考虑了企业外部环境的作用，也考虑了企业的内部资源，因而更符合战略管理的思想；②战略目标一是要合理，二是要坚定地去做；6．（名词）企业战略：企业在激烈竞争的市场环境中，为求得生存和发展而做出的长远性、全局性的规划以及为实现企业远景规划和使命而采取的竞争行动和管理业务的方法；（具体地讲，企业战略：是要确定企业与外部环境的关系，规划企业所要从事的经营范围、成长方向和竞争对策，合理地组织企业结构和分配企业的全部资源，从而获得某种竞争优势；）7．（单选简答论述）企业战略特征：①总体性；②长远性；③指导性；④现实性；⑤竞争性；⑥风险性；⑦创新性；⑧稳定性；8．（06单）企业战略管理一词最早是在1976年出版的《战略计划走向战略管理》一书提出来的，该书的作者是：（D）A．彼得〃德鲁克B．迈克尔〃波特C．安德鲁斯D．安索夫9．（单选）①企业战略管理活动的重点：是制定和实施企业战略；②制定和实施企业战略的关键：是对企业内外环境条件进行评估，并在此基础上确定企业战略目标；③企业战略与战略管理的区别：企业战略实质是一种“谋划或方案”，战略管理则是对企业战略的一种“管理”，具体说是对企业的谋划或方案的制定、实施与控制；10．（名词）（区别于战略、企业战略两个名词）企业战略管理：是企业为实现战略目标，制定战略决策，实施战略方案和控制战略绩效的动态管理过程；11．（简答论述）企业战略管理的特征：①是一种高层次管理；②是一项整体性管理；③是一种动态性管理；④战略管理对企业发展来说，重在改进效能，而职能管理重在改进效率；12．（06单）与传统的职能管理相比，战略管理对企业发展来说，重在改进效能，是一种高层次管理、动态性管理和：（C）A．计划性管理B．应用性管理C．整体性管理D．持续性管理13．（单选简答）对企业战略构成要素，安索夫观点是最权威的；企业战略要素：①产品与市场范围（这是首先要确定的要素；可以明确企业寻求获利能力的范围）；②增长向量（指企业的成长方向；指获利能力扩展的方向）；③竞争优势（这是获利能力的保证）；④协同效应（这是获利能力实现的“加速器”）；14．（单选简答）增长向量有四种发展方向的战略：①市场渗透战略（现有市场卖现有产品）；②市场开发战略（新市场卖现有产品）；③产品开发战略（现有市场卖新产品）；④多元化战略（新市场卖新产品）；15．（04单）现有产品与现有市场领域组合而产生的一种企业成长战略是：（A）A．市场渗透战略B．市场开发战略C．产品开发战略D．多元化战略16．（06单）上海通用汽车公司在中国市场上不断推出新的汽车型号，扩大在中国汽车市场的占有率，这属于：（B）A．市场开发战略B．产品开发战略C．多元化战略D．市场渗透战略17．（单选）①企业发挥竞争优势要注意两个方面：一是要正确地认识企业的竞争优势；二是要有效地利用企业的竞争优势；②企业制定经营战略时，要认真分析有关的市场环境和竞争状态，从中选择发挥竞争优势的产品与市场领域；③协同效应表现在：销售协同效应、运行协同效应、管理协同效应；18．（单选）①从事单一业务的中小企业，战略分为两个层次，即公司战略和职能战略；②多元化大企业战略分为三个层次：公司战略、竞争战略、职能战略；③公司战略主要决定两个问题：一是“我们应该做什么业务”，即确定企业的使命与任务，或确定产品与市场领域；二是“我们怎样管理这些业务”，即企业在不同战略事业单位间如何分配资源及采取何种成长方向；④当企业组织形态简单，经营业务和目标单一时，公司战略就是经营业务的战略，即业务战略；⑤竞争战略主要考虑的是产品和服务的竞争问题；19．（04名）公司战略：又称总体战略，是一个企业的整体战略总纲，是企业最高管理层指导和控制企业一切行为的最高行动纲领；20．（单选简答）公司战略特点：①从形成的性质看，公司战略是有关企业全局发展的、整体性的、长期的战略行为；②从参与战略形成的人员看，公司战略的制定与实施人员主要是企业的高层管理人员；③从对企业发展影响程度看，公司战略与企业的组织形态有着密切的关系；21．（07名）竞争战略：又称战略经营单位战略或事业部战略，是在公司战略的指导下，各个战略业务单位制定的部门战略，是公司战略之下的子战略；22．（单选简答）竞争战略的重点进一步细分为：①如何贯彻落实企业使命和目标；②分析外部面临的机会与威胁；③分析内部面临的优势与劣势；④确定战略业务单位的战略目标；⑤确定战略业务单位的战略重点、战略阶段和主要战略措施；23．（单选简答）公司战略与竞争战略比较：①公司战略是有关企业全局发展的、整体性的、长期的战略计划，对企业长期发展深远影响；竞争战略只是业务单位局部战略问题，影响某一具体产品和市场，只能在一定程度上影响公司战略的实现；②公司战略是企业高层管理者参与；竞争战略是各事业部子公司的经理参与；24．（名词）职能战略：为贯彻、实施和支持公司战略与竞争战略而在企业特定的职能管理领域制定的战略；25．（单选）①职能战略的重点是：提高企业资源的利用效率，使企业资源的利用效率最大化；②与公司战略和竞争战略相比，职能战略更详细、具体和具有可操作性；③职能战略是公司战略、竞争战略与实际达到预期战略目标之间的桥梁；26．（单选简答）职能战略侧重点：①如何贯彻落实战略业务单位发展的战略目标；②职能战略目标的论证及其细分化；③确定职能战略的战略重点、战略阶段和主要战略措施；④战略实施中的风险分析和应变能力分析；27．（08单）下列说法不正确．．．的是：（C）A．公司战略又称总体战略B．竞争战略主要考虑产品和服务在市场上的竞争问题C．职能战略又称竞争战略D．职能战略的重点是提高企业资源的利用效率，使企业资源的利用效率最大化28．（08单）在企业战略体系中，竞争战略主要包括哪些具体战略：（B）A．成长型战略、稳定型战略、收缩型战略B．成本领先战略、差异化战略、集中化战略C．市场营销战略、人力资源战略、财务战略D．研究与开发战略、运营战略、财务战略29．（09单）战略管理一般过程包括：（B）A．战略分析、战略制定与实施、战略选择与控制B．战略分析、战略制定与选择、战略实施与控制C．战略分析与选择、战略实施与控制、战略评价与反馈．D．战略分析与选择、战略评价与选择、战略实施与控制30．（单选简答）①战略分析是指对影响企业现在和未来生存和发展的一些关键因素进行分析，这是战略管理的第一步；②战略分析包括外部环境分析和内部环境分析；③外部环境又分为三类：一是宏观环境；二是产业环境；三是竞争环境；④宏观环境是间接环境；产业环境和竞争环境是直接环境；⑤竞争环境包括：五力；潜在进入者威胁、替代品威胁、产业内现有竞争者、买方和卖方的议价能力；⑥内部环境也分为三类：一是企业资源条件；二是企业战略能力；三是核心能力；⑦核心能力是形成企业持续竞争优势的决定性因素；⑧核心能力是“组织中的积累性学识，特别是关于如何协调不同的生产技能和有机结合多种技术流的学识”；31．（07简）环境分析的主要内容。

isec战略管理考试题及答案一、单项选择题（每题2分，共20分）1. ISEC战略管理中，企业战略的制定过程不包括以下哪一项？A. 环境分析B. 战略制定C. 战略实施D. 战略评估答案：D2. 以下哪一项不是ISEC战略管理中提到的企业核心竞争力？A. 独特的技术B. 品牌影响力C. 地理位置D. 管理团队答案：C3. 在ISEC战略管理中，SWOT分析不包括以下哪一项？A. 优势（Strengths）B. 劣势（Weaknesses）C. 机会（Opportunities）D. 风险（Risks）答案：D4. ISEC战略管理中，企业战略的实施不包括以下哪一项？A. 资源分配B. 组织结构调整C. 制定行动计划D. 市场调研答案：D5. 以下哪一项不是ISEC战略管理中提到的企业战略类型？A. 成本领先战略B. 差异化战略C. 集中化战略D. 多元化战略答案：D6. ISEC战略管理中，企业进行战略调整的依据不包括以下哪一项？A. 外部环境变化B. 内部资源变化C. 竞争对手行动D. 企业利润最大化答案：D7. 在ISEC战略管理中，以下哪一项不是企业战略实施的关键因素？A. 领导力B. 执行力C. 创新力D. 财务状况答案：D8. ISEC战略管理中，企业战略评估的目的是以下哪一项？A. 确定战略目标B. 监控战略实施C. 调整战略计划D. 制定战略预算答案：C9. 以下哪一项不是ISEC战略管理中提到的企业战略执行的障碍？A. 资源不足B. 组织结构不合理C. 员工抵触D. 市场需求增加答案：D10. ISEC战略管理中，企业战略规划的最终目标是以下哪一项？A. 提高市场份额B. 增加企业利润C. 实现可持续发展D. 降低生产成本答案：C二、多项选择题（每题3分，共15分）1. ISEC战略管理中，企业战略制定需要考虑的因素包括哪些？A. 企业使命B. 企业愿景C. 企业价值观D. 企业目标答案：ABCD2. 在ISEC战略管理中，以下哪些属于企业战略的外部环境分析？A. 政治法律环境B. 经济环境C. 社会文化环境D. 技术环境答案：ABCD3. ISEC战略管理中，企业战略实施过程中可能遇到的问题包括哪些？A. 资源分配不均B. 组织结构不适应C. 员工执行力不足D. 市场变化迅速答案：ABCD4. 以下哪些是ISEC战略管理中提到的企业战略评估的方法？A. 财务分析B. 市场份额分析C. 客户满意度调查D. 竞争对手分析答案：ABCD5. ISEC战略管理中，企业战略调整可能涉及的方面包括哪些？A. 产品线调整B. 市场定位调整C. 组织结构调整D. 管理团队调整答案：ABCD三、简答题（每题10分，共30分）1. 简述ISEC战略管理中企业战略制定的一般步骤。