Corporate Strategy Interview Preparation Guide
Prepare comprehensively for your Corporate Strategy interview with our extensive list of 27 questions. These questions are specifically selected to challenge and enhance your knowledge in Corporate Strategy. Perfect for all proficiency levels, they are key to your interview success. Secure the free PDF to access all 27 questions and guarantee your preparation for your Corporate Strategy interview. This guide is crucial for enhancing your readiness and self-assurance.27 Corporate Strategy Questions and Answers:
1 :: The value chain attempts to identify those activities, which add value?
► A) The organization’s stakeholders
► B) The senior strategic managers in the organization
► C) The organization’s shareholders
► D) The customer or final user
D) The customer or final user
► B) The senior strategic managers in the organization
► C) The organization’s shareholders
► D) The customer or final user
D) The customer or final user
2 :: What are core competences?
► A) Resources that critically underpin competitive advantage and others cannot obtain.
► B) Activities and processes needed to meet customers' minimum requirements and therefore to continue to exist.
► C) Key skills required for success in a particular business.
► D) Activities that underpin competitive advantage and are difficult for competitors to imitate or obtain
D) Activities that underpin competitive advantage and are difficult for competitors to imitate or obtain
► B) Activities and processes needed to meet customers' minimum requirements and therefore to continue to exist.
► C) Key skills required for success in a particular business.
► D) Activities that underpin competitive advantage and are difficult for competitors to imitate or obtain
D) Activities that underpin competitive advantage and are difficult for competitors to imitate or obtain
3 :: Strategic stretch involves?
► A) The fit between the organization and its environment
► B) Creating new opportunities by stretching and exploiting capabilities in new ways
► C) The skills of the senior management
► D) Utilizing all the resources of an organization to their full capacity
B) Creating new opportunities by stretching and exploiting capabilities in new ways
► B) Creating new opportunities by stretching and exploiting capabilities in new ways
► C) The skills of the senior management
► D) Utilizing all the resources of an organization to their full capacity
B) Creating new opportunities by stretching and exploiting capabilities in new ways
4 :: The value chain is composed of primary & support activities. Which answer below provides the correct components for primary activities?
► A) Service, human resource management, marketing & sales, operations and outbound logistics
► B) Marketing & Sales, Operations, Outbound Logistics and Service
► C) Procurement, Firm Infrastructure, Human Resource Management, Technology Development, and Marketing & Sales
► D) Inbound Logistics, Operations, Outbound Logistics, Marketing & Sales, and Service.
D) Inbound Logistics, Operations, Outbound Logistics, Marketing & Sales and Service
► B) Marketing & Sales, Operations, Outbound Logistics and Service
► C) Procurement, Firm Infrastructure, Human Resource Management, Technology Development, and Marketing & Sales
► D) Inbound Logistics, Operations, Outbound Logistics, Marketing & Sales, and Service.
D) Inbound Logistics, Operations, Outbound Logistics, Marketing & Sales and Service
5 :: What is the purpose of an activity map?
► A) A system to facilitate better time planning
► B) It is used in business process reengineering to show how the different activities of an organization are linked together.
► C) It is used to identify and understand strategic capability by mapping how the different activities of an organization are linked together.
► D) A list of activities undertaken by an organization
C) It is used to identify and understand strategic capability by mapping how the different activities of an organization are linked together
► B) It is used in business process reengineering to show how the different activities of an organization are linked together.
► C) It is used to identify and understand strategic capability by mapping how the different activities of an organization are linked together.
► D) A list of activities undertaken by an organization
C) It is used to identify and understand strategic capability by mapping how the different activities of an organization are linked together
6 :: Competitive advantage through linkages between the organization and its value network can be achieved by?
* A) Vertical integration
* B) Adopting common quality standards internally and externally (with suppliers)
* C) Examining supplier specifications, common merchandising, applying quality management principles, or by collaborating with other organizations in the form of strategic alliances or joint ventures.
* D) Outsourcing customer service to India
C) Examining supplier specifications, common merchandising, applying quality management principles or by collaborating with other organizations in the form of strategic alliances or joint ventures
* B) Adopting common quality standards internally and externally (with suppliers)
* C) Examining supplier specifications, common merchandising, applying quality management principles, or by collaborating with other organizations in the form of strategic alliances or joint ventures.
* D) Outsourcing customer service to India
C) Examining supplier specifications, common merchandising, applying quality management principles or by collaborating with other organizations in the form of strategic alliances or joint ventures
7 :: Which of the following drivers determines cost efficiency?
* A) Supply Costs, Experience, Product/Process Design, and Economies of Scale.
* B) Supply Costs & Economies of Scale.
* C) Product/Process Design and Economies of Scale
* D) Experience
A) Supply Costs, Experience, Product/Process Design, and Economies of Scale
* B) Supply Costs & Economies of Scale.
* C) Product/Process Design and Economies of Scale
* D) Experience
A) Supply Costs, Experience, Product/Process Design, and Economies of Scale
8 :: Robustness of strategic capabilities is more likely when?
* A) Linkages in the value network are exploited.
* B) Core competences are complex, ambiguous, and dependent on culture/history.
* C) Competences lie with specific individuals.
* D) Core competences lie in separate parts of the organization’s value chain.
A) Linkages in the value network are exploited.
B) Core competences are complex, ambiguous, and dependent on culture/history.
* B) Core competences are complex, ambiguous, and dependent on culture/history.
* C) Competences lie with specific individuals.
* D) Core competences lie in separate parts of the organization’s value chain.
A) Linkages in the value network are exploited.
B) Core competences are complex, ambiguous, and dependent on culture/history.
9 :: Which types of organizational knowledge are sources of competitive advantage?
* A) Explicit knowledge, which is classified and formalized in a planned and systematic way
* B) Personal knowledge, which is hard to communicate and formalize
* C) Customer databases, market research reports, management reports.
* D) Collective and shared experience accumulated through systems, routines, and activities of sharing across the organization.
D) Collective and shared experience accumulated through systems, routines, and activities of sharing across the organization
* B) Personal knowledge, which is hard to communicate and formalize
* C) Customer databases, market research reports, management reports.
* D) Collective and shared experience accumulated through systems, routines, and activities of sharing across the organization.
D) Collective and shared experience accumulated through systems, routines, and activities of sharing across the organization
10 :: In the resource-based view of strategy, what type of strategic capabilities are the sources of sustainable competitive advantage?
* A) Unique resources and core competences
* B) Dynamic capabilities
* C) Operational excellence
* D) Strategic capabilities, which are valuable to buyers, rare, robust, and non-substitutable
D) Strategic capabilities, which are valuable to buyers, rare, robust, and non-substitutable
* B) Dynamic capabilities
* C) Operational excellence
* D) Strategic capabilities, which are valuable to buyers, rare, robust, and non-substitutable
D) Strategic capabilities, which are valuable to buyers, rare, robust, and non-substitutable