Strategy Development Methods Interview Questions And Answers

► A) Continuing with current strategies
► B) Protecting and strengthening the organization’s position in new markets through its current products
► C) Protecting and strengthening the organization’s position in its current markets through its current products
► D) Protecting the organization’s position in its current markets through its current products

C) Protecting and strengthening the organization’s position in its current markets through its current products

► A) The intrinsic value of a company's products or assets do not change over time
► B) An organization is unable to secure sufficient resources or competences
► C) A change in the expectations of a stakeholder with low power and low interest
► D) An organization is unable to change its competences.

B) An organization is unable to secure sufficient resources or competences

► A) Diversification
► B) Market development
► C) Protect/ build
► D) Protect

C) Protect/ build

► A) Products, markets, strategic capabilities and expectations of stakeholders
► B) Products and markets
► C) Withdrawal, product development and consolidation
► D) Strategic capability

A) Products, markets, strategic capabilities and expectations of stakeholders

► A) Relatively easy
► B) Particularly difficult for weakly positioned organizations
► C) Difficult to achieve for all organizations
► D) Impossible

B) Particularly difficult for weakly positioned organizations

* A) With existing capabilities or with new capabilities
* B) Internally and externally
* C) By the management and by the workforce
* D) Market demand

A) With existing capabilities or with new capabilities

* A) New territories, new segments, new products
* B) New territories, franchising, new segments
* C) Existing segments, new territories, new uses
* D) New segments, new territories, new uses

D) New segments, new territories, new uses

* A) Internal; acquisition; joint development
* B) Internal; external; acquisition
* C) Market development; product development diversification
* D) Design, experience and ideas

A) Internal; acquisition; joint development

* A) An organization develops its strategies by building up its own resource base
* B) An organization develops its strategies by building on its own capabilities
* C) An organization develops its strategies by building up its management team
* D) An organization develops its strategies by building up its financial strength

B) An organization develops its strategies by building on its own capabilities

* A) Establishes a new subsidiary
* B) Takes over another organization
* C) Develop the capabilities to move into a new market
* D) Develops its strategies by taking over another organization

D) Develops its strategies by taking over another organization

* A) Failure to add value and inability to integrate the new company
* B) Lack of cultural fit
* C) The two companies having different core competences
* D) Failure to add value, inability to integrate the new company, lack of organizational learning and poor cultural fit

A) Failure to add value and inability to integrate the new company

* A) The market, capabilities, and stakeholder expectations
* B) The power of each partner
* C) CEO discussions on the golf course
* D) The legal frameworks in which the alliance is established

A) The market, capabilities, and stakeholder expectations

* A) Are arrangements whereby two or more organizations work in collaboration without formal relationships, where there is mutual advantage in doing so
* B) Are arrangements whereby two or more organizations work in collaboration with formal relationships
* C) Are based on personal relationships
* D) Are limited to e-commerce businesses

A) Are arrangements whereby two or more organizations work in collaboration without formal relationships, where there is mutual advantage in doing so

* A) Contractual strategic alliance
* B) Merger
* C) Joint venture
* D) Internal development

A) Contractual strategic alliance

* A) Their financial performance
* D) Operational issues
* B) How they are managed
* C) The culture of the partners

B) How they are managed

* A) Whether, a strategy addresses the circumstances in which an organization is operating
* B) The relationship between the intended strategy and the potential outcome
* C) Whether a strategy meets stakeholder expectations
* D) Key resource issues

A) Whether, a strategy addresses the circumstances in which an organization is operating

* A) Ranking; ratio analysis; scenario planning
* B) Ranking; decision tree; feasibility study
* C) Feasibility study; decision tree; scenarios
* D) Ranking; decision tree; scenarios

D) Ranking; decision tree; scenarios

* A) The expected performance outcomes, such as risk, return, and stakeholder reactions, if a strategy is implemented
* B) The resources and competences required to implement the strategy
* C) The strategic fit of the strategy to the future trends and changes in the environment
* D) The stakeholder reaction to a strategy

A) The expected performance outcomes, such as risk, return, and stakeholder reactions, if a strategy is implemented

* A) Return on capital employed, ratio analysis, funds flow analysis
* B) Return on capital employed, payback period, and discounted cashflow
* C) Payback period, discounted cashflow, and decision trees
* D) Ranking, decision trees and scenarios

B) Return on capital employed, payback period, and discounted cashflow

* A) Clear identification of the key stakeholders
* B) Difficulty in quantification
* C) Identifying objectives of the strategy
* D) Difficulties in establishing the timescales to be applied

B) Difficulty in quantification

* A) Whether an organization has the resources to deliver a strategy
* B) Whether an organization has the competences to deliver a strategy
* C) Whether an organization has the resources and competences to deliver a strategy
* D) Whether a strategy meets the expectations of key stakeholders

C) Whether an organization has the resources and competences to deliver a strategy

* A) Funds flow and break-even analyses
* B) Ratio analyses and investment appraisal
* C) Resource deployment and funds flow analyses
* D) Break-even and ratio analyses

A) Funds flow and break-even analyses

Strengths of the own organization, including technology and market position, where the organization can build on.

Weaknesses of the own organization, where the organization has to cope with these weaknesses. Note that acknowledgment of a weakness and relying on outside support is a legitimate way to cope with weaknesses.

Opportunities in the world where the organization can benefit of their current strengths. Opportunities have to be identified, assessed, and finally a subset has to be selected to pursue.