中國大學(xué)MOOC慕課愛課程(4)-企業(yè)戰(zhàn)略管理考試題4(英文)網(wǎng)課刷課掛課

1、誠信應(yīng)考 ,考試作弊將帶來嚴(yán)重后果！華南理工大學(xué)期末考試企業(yè)戰(zhàn)略管理（雙語）試卷（ B卷）注意事項(xiàng)：1.考前請將密封線內(nèi)填寫清楚；2.所有答案請直接答在答題紙上；3考試形式：閉卷；號位座。100 分， 考試時間 120 分鐘4.本試卷共三大題，滿分總分評卷人1、 選擇題（每題2分，共50分）1.WhatseparatesapowerfulstrategyfromanordinaryorweakoneisA) theabilityofthestrategytokeepthecompanyprofitable.B) managementsabilitytoforgeaseriesofmoves,b

2、othinthemarketplaceandinternally,thatproducesustainablecompetitiveadvantage.C) thespeedwithwhichithelpsthecompanyachieveitsstrategicvision.D) theprovenabilityofthestrategytogeneratemaximumprofits.E) whetheritallowsthecompanytotakesalesandmarketshareawayfromrivals.業(yè)專2.AwinningstrategyisonethatA) buil

3、ds strategic fit, is socially responsible, and maximizes shareholderwealth.院學(xué)B) ishighlyprofitableandbooststhecompanysmarketshare.C) resultsinacompanybecomingthedominantindustryleader.D) fits the companys internal and external situation, builds competitiveadvantage,andboostscompanyperformance.號學(xué)E) c

4、an pass the ethical standards test, the strategic intent test, and theprofitabilitytest.3.TherivalryamongcompetingsellerstendstobelessintensewhenA) buyerswitchingcostsarelow.B) thecostsofexitingthemarketarehigherthanthecostsofnewentry.C) industryrivalsarenotparticularlyaggressiveoractiveinemployingt

5、hevariousweaponsofcompetition(alowerprice,frequentintroductionsofnewfeaturesornewmodels,newadvertisingcampaigns,newcustomerservicefeatures,andsoon)totrytodrawsalesandmarketshareawayfromrivals.名姓企業(yè)戰(zhàn)略管理（雙語）試卷第1頁共18頁課程答案網(wǎng)課刷課flyingjghD) rivalshavediversestrategiesandobjectivesandarelocatedindifferentcou

6、ntries.E) competitive rivalry is centered on non-price factors rather aggressiveeffortstosellatthelowestpossibleprice.4.Managerialjobswithstrategy-makingresponsibilityA) arefoundonlyatthevice-presidentlevelandaboveinmostcompanies.B) aremorecommoninprofit-seekingorganizationsthaninnot-for-profitorgan

7、izations.C) arerelativelyrarebecausemoststrategy-makingisdonebythemembersofacompanysboardofdirectors.D) seldomexistwithinafunctionaldepartment(e.g.,marketingandsales)orinanoperatingunit(aplantoradistrictoffice)becausetheselevelsoftheorganizationstructurearewellbelowthelevelwherestrategicdecisionsare

8、typicallymade.E) extend throughout the managerial ranks and exist in every part of acompany business units, operating divisions, functional departments,manufacturingplants,andsalesdistricts.5.AcompanysstrategicvisionA) concernswhatapproachshouldwetaketoimplementandexecuteourbusinessmodel?B) provides

9、ananswertowhoarewe,whatdowedo,andwhyarewehere?C) istypicallyfocusedonacompanyspresentbusinessscope(itspresentcapabilities,customerfocus,activities,andbusinessmakeup)andwhatneedstobedonetosuccessfullyoutcompeterivalsinthemarketplace.D) addressestheissueofwherewearegoingandwhy.E) dealswithwhatshouldwe

10、dotomakeourstrategyworkasplanned?6.FunctionalstrategiesA) addrelevantdetailtotheoverallbusinessstrategybysettingforththeactions,approaches,andpracticestobeemployedinmanagingparticularfunctionsorbusinessprocessorkeyactivitieswithinabusiness.B) addressthespecificstrategicissuesandproblemsabusinessconf

11、ronts.C) arenormallycraftedbytheexecutiveinchargeoftheoverallbusiness.D) are concerned with how to unify the firms skills, competencies, andresourcestrengths.E) arenormallycraftedbythecompanysCEOandotherseniorexecutives.7.SuccessfuldifferentiationallowsafirmtoA) betheindustrysbest-costprovider.B) be

12、theindustrysbestqualityprovider.C) betheindustrysmostrespectedprovider.企業(yè)戰(zhàn)略管理（雙語）試卷第 2 頁 共 18 頁課程答案網(wǎng)課刷課flyingjghD) command a premium price for its product and/or increase unit sales(becauseadditionalbuyersarewonoverbythedifferentiatingfeatures),and/orgainbuyerloyaltytoitsbrand(becausesomebuyersarest

13、ronglyattractedtothedifferentiatingfeatures).E) competeonthebasisofalowerpricethanrivals.8.ThestrategyofafirmusingaglobalstrategyislikelytoentailA) anarrowselectionofmodelsandstyles,witheachmodel/stylefocusedonidentifiedinternationalmarketniches.B) producingandmarketingmostlystandardizedproductsworl

14、dwide,withsomecustomizationwhereandwhennecessary.C) producingthecompanysproductsatnumerousplantsscatteredaroundtheworld.D) sellingthecompanysproductsunderawidevarietyofbrandnamessothatbuyersineachcountrymarketwouldthinktheyarebuyingalocally-madebrand.E) selling direct to buyers (usually via the comp

15、anys website) to avoidhavingtoestablishnetworksofwholesale/retaildealersineachcountrymarket.9. The difference between the concept of a company mission statement and theconceptofastrategicvisionisthatA) amissionstatementtypicallyconcernsacompanyspresentbusinessscopeandpurposewhereastheprincipalconcer

16、nofastrategicvisioniswiththecompanyslongtermdirectionandfuturebusinessmake-up.B) the mission is to make a profit, whereas the strategic vision is whatbusinessestobeintotrytomakeaprofit.C) a mission statement deals with what to accomplish on behalf ofshareholdersandastrategicvisionconcernswhattoaccom

17、plishonbehalfofcustomers.D) a mission concerns what to do to achieve short-run objectives and astrategic vision concerns what to do to achieve long-run performancetargets.E) amissionstatementdealswithwhereweareheadedwhereasastrategicvisionprovidesthecriticalanswertohowwillwegetthere?10.Acompanystren

18、gthcanrelatetoA) itshuman,physicaland/ororganizationassets,itscompetitivecapabilities,anachievementorattributethatputsthecompanyinapositionofmarketadvantage,orcompetitivelyvaluablepartnershipsoralliances.B) havingquickabilitytomovefromonestrategicgrouptoanother.C) thecapabilitiesithasforshiftingback

19、andforthbetweenonevaluechainandanother,howoftenitdoesstrategiccostanalysis,andwhetheritdoesbenchmarkingbetterthanitsrivals.企業(yè)戰(zhàn)略管理（雙語）試卷第 3 頁 共 18 頁課程答案網(wǎng)課刷課flyingjghD) whetherithasmorecollaborativepartnershipsandstrategicallianceswithotherorganizationsthandoitscloserivals.E) havingmoreshareholderstha

20、nrivalfirms.11.Acompanysmacro-environmentreferstoA) theimmediateindustryandcompetitiveconditionswithwhichitmustcontend.B) theglobaleconomicandcompetitivesituationinwhichthecompanydoesbusiness.C) all the relevant forces and factors outside a companysboundaries general economic conditions, population

21、demographics,societal values and lifestyles, technological factors, governmentallegislationandregulation,andtheimmediateindustryandcompetitiveenvironmentinwhichitoperates.D) thenatureofthecompetitiverivalrythatexistsbetweenacompanyanditscompetitors.E) the dominant economic and business characteristi

22、cs of a companysindustry.12.The most popular strategy for entering new businesses and accomplishingdiversificationisA) formingajointventurewithanothercompanytoenterthetargetindustry.B) internalstartup.C) acquisitionofanexistingbusinessalreadyinthechosenindustry.D) forming a strategic alliance with a

23、nother company to enter the targetindustry.E) strategicallianceandjointventuresareequallypopularandrankwellaheadofacquisitionandinternalstart-upinfrequencyofuse.13.TheseriousnessofthecompetitivethreatofentryisgreaterwhenA) incumbentfirmsareunableorunwillingtostronglycontesttheentryofnewcomers.B) new

24、comerscanexpecttoearnattractiveprofitsandanumberofoutsidershavetheexpertiseandresourcestohurdlewhateverentrybarriersexist.C) entrybarriers are relativelylow and buyerdemand fortheproduct isgrowingfairlyrapidly.D) existingindustrymembersarelookingtoexpandtheirmarketreachbyenteringproductsegmentsorgeo

25、graphicareaswheretheycurrentlydonothaveapresence.E) Alloftheseconditionsheightentheprobabilityoffreshentry.14.ThecompetitiveforceofsubstituteproductstendstobestrongerinagivenmarketwhenA) thecoststobuyersofswitchingovertothesubstitutesarelow.企業(yè)戰(zhàn)略管理（雙語）試卷第 4 頁 共 18 頁課程答案網(wǎng)課刷課flyingjghB) buyersarerelati

26、velycomfortablewithusingsubstitutes.C) thequalityandperformanceofthesubstitutesiswellmatchedtowhatbuyersneedtomeettheirrequirements.D) buyershavelowbrandloyaltyanddonotexperiencehighpsychiccostsinseveringexistingbrandrelationshipsandestablishingnewones.E) All of these factors tend to enhance the com

27、petitive pressures fromsubstituteproducts.15.Businessstrategy,asdistinctfromcorporatestrategy,involvesA) deciding what the appropriate mission statements and strategic intentshouldbeforeachfunctionalareaandoperatingdepartment.B) forginganactionplanforsuccessfullycompetinginaparticularlineofbusiness.

28、C) decidingonthestrategicintentforeachofthedifferentfunctionalandoperatingdepartmentswithinthebusiness.D) the ways to coordinate the competitive approaches of a companysbusinessunitshavingthesamestrategicintent.E) adaptingthecompanysbusinessmodeltotheparticularsetofmarketconditionsprevailinginagiven

29、industry.16.ThebargainingleverageofsuppliersisgreaterwhenA) therearenogoodsubstitutesfortheitemsbeingfurnishedbythesuppliersandthenumberofsuppliersisrelativelysmall.B) thecostsofswitchingfromonesuppliertoanotherarelow.C) the buying firms purchase in large quantities and thus are importantcustomersof

30、thesuppliers.D) thereisextensiveseller-suppliercollaboration.E) thesupplierindustryiscomposedofalargenumberofrelativelysmallsuppliers.17.AcompanysstrategyisaworkinprogressbecauseofA) the ongoing need of company managers to develop new responses tosignificantnewdevelopmentsintheexternalenvironment.B)

31、 theneedtoimitatethenewstrategicmovesoftheindustryleaders.C) theneedtomakeregularadjustmentsinthecompanysstrategicvision.D) adesireonthepartofcompanymanagerstotryoutdifferentthings,keepthestrategy fromgrowing stalerespond, andavoidhaving employeesbecomeboredwithutilizingthesamestrategicapproachesmon

32、thaftermonth.E) managementsneedstokeepitsentrepreneurialskillssharp.18.ThebargainingpowerofanindustryscustomerstendstobeweakerwhenA) thenumberofbuyersissmallorifacustomerisparticularlyimportanttoaseller.企業(yè)戰(zhàn)略管理（雙語）試卷第 5 頁 共 18 頁課程答案網(wǎng)課刷課flyingjghB) buyerdemandisgrowingslowlyormaybeevendeclining.C) the

33、 costs incurred by buyers in switching to competing brands or tosubstituteproductsarerelativelyhigh.D) buyerspurchasetheitemfrequentlyandarewell-informedaboutsellersproducts,prices,andcosts.E) thebuyergroupconsistsafewlargebuyersandthesellergroupconsistsofnumeroussmallfirms.19.Craftingandexecutingst

34、rategyaretop-prioritymanagerialtasksbecauseA) makingmanagersandorganizationalmembersmorealerttothewindsofchange,newopportunities,andthreateningdevelopmentscreatesamoreproactivemanagementposture.B) whenthefivesphasesofthestrategy-making,strategy-executingprocessdrivemanagementswholeapproachtomanaging

35、thecompany,theoddsaremuchgreaterthattheinitiativesandactivitiesofdifferentdivisionsand departments, managers, and work groups will be unified into acoordinated,cohesiveeffort.C) thestrategicplanningprocessforcesmanagersallacrosstheorganizationtounifytheirdecisionsinsupportofthestrategy.D) theypushma

36、nagerstobemoreproactiveandavoidthecomplacencythatcomesfromsittingbackandwaitingtoreacttoemergingdevelopments.E) theyhelpmanagementdevelopabetterandless-riskybusinessmodelandstrategicvision.20IdentifyingandassessingacompanysresourcestrengthsandweaknessesanditsexternalopportunitiesandthreatsiscalledA)

37、 SWOTanalysis.B) companysituationanalysis.C) competitivepositioninganalysis.D) strategicresourcemapping.E) TOWSanalysis.21.Alow-costleadersbasisforcompetitiveadvantageisA) lowerpricesthanrivalfirms.B) usingalowcost/lowpriceapproachtogainthebiggestmarketshare.C) highbuyerswitchingcosts.D) meaningfull

38、yloweroverallcoststhancompetitors.E) awell-knownreputationamongbuyersforchargingthebestpricesintheindustry.22.Inadiversifiedcompany,thestrategy-makinghierarchyconsistsofA) corporatestrategyandagroupofbusinessstrategies(oneforeachlineofbusinessthecorporationhasdiversifiedinto).B) corporatestrategy,bu

39、sinessstrategy,managerialstrategy,andoperating企業(yè)戰(zhàn)略管理（雙語）試卷第6頁共18頁課程答案網(wǎng)課刷課flyingjghstrategy.C) businessstrategies,functionalstrategies,andoperatingstrategies.D) corporatestrategy,businessstrategies,functionalstrategies,andoperatingstrategies.E) diversification strategy, line of business strategies, a

40、nd operatingstrategies.23.StrategicalliancesA) areessentialindevelopingnewtechnologiesandgettingnewproductstomarketquickly.B) are collaborative arrangements with other companies aimed at joiningforcestoachievemutuallybeneficialstrategicoutcomes.C) mosteffectiveinachievinggreatersupplychainefficiency

41、.D) areapowerfulwaytocapitalizeonindustrykeysuccessfactors.E) helpinsulateafirmfromtheadverseimpactsofindustrydrivesforces.24.AcompanysvaluechainA) showsthelinkedsetofprimaryandsupportactivitiesitperformsinthecourseoftryingtodelivervaluetoshareholdersintheformofhigherdividendsandahigherstockprice.B)

42、 depictstheinternallyperformedactivitiesassociatedwithcreatingandenhancingthecompanyscompetitiveassets.C) showsthelinkedsetofprimaryandsupportactivitiesitperformsinthecourseoftryingtodelivervaluetoitscustomers.D) concernsthebasicprocessthecompanygoesthroughinperformingR&Danddevelopingnewproducts.E)

43、consistsoftheseriesofstepsacompanygoesthroughtodevelopanewproduct,getitproducedandintothemarketplace,andthenstartcollectingrevenuesandearningaprofit.25.Whichofthefollowingisnotoneofthemostfrequentlyusedstrategicapproachestobuildingcompetitiveadvantage?A) Strivingtobetheindustryslow-costprovider,ther

44、ebyaimingforacost-basedcompetitiveadvantage.B) Outcompetingrivalsbasedonsuchdifferentiatingfeaturesashighquality,wideproductselection,reliableperformance,excellentservice,attractivestyling, technological superiority, or exceptionally good value for themoney.C) Strivingtobemoreprofitablethanrivalsand

45、aimingforacompetitiveedgebasedonbiggerprofitmargins.D) Focusingonanarrowmarketnicheandwinningacompetitiveedgebydoingabetterjobthanrivalsofsatisfyingtheneedsandtastesofbuyerscomprisingtheniche.E) Developing expertise and resource strengths that give the company企業(yè)戰(zhàn)略管理（雙語）試卷第 7 頁 共 18 頁課程答案網(wǎng)課刷課flyingjg

46、hcompetitive capabilities that rivals cant easily imitate or trump withcapabilitiesoftheirown.2、 簡答題（每題8分，共40分）1. Identifyandbrieflydescribeanyfiveofthemajorsourcesofentrybarriers.2. Whatdothegenerictypesofcompetitivestrategiesinclude?3. Whydocompaniesexpandintothemarketsofforeigncountries?4. Drawat

47、ypicalcompanyvaluechain,includingrelatedsupportactivities.theprimaryactivitiesandthe5. Drawandbrieflydescribethefiveforcesmodelofcompetition.3、 論述題（共10分）（中英文回答均可）Explainwhyacompanysstrategycannotbeplannedoutinadvance.Whydocompanystrategiesevolve?企業(yè)戰(zhàn)略管理（雙語）試卷第8頁共18頁課程答案網(wǎng)課刷課flyingjgh企業(yè)戰(zhàn)略管理（雙語）B卷答案1、 選

48、擇題（每題2分，共50分）1.WhatseparatesapowerfulstrategyfromanordinaryorweakoneisA) theabilityofthestrategytokeepthecompanyprofitable.B) managementsabilitytoforgeaseriesofmoves,bothinthemarketplaceandinternally,thatproducesustainablecompetitiveadvantage.C) thespeedwithwhichithelpsthecompanyachieveitsstrategicv

49、ision.D) theprovenabilityofthestrategytogeneratemaximumprofits.E) whetheritallowsthecompanytotakesalesandmarketshareawayfromrivals.Answer:BDifficulty:Medium2.AwinningstrategyisonethatA) builds strategic fit, is socially responsible, and maximizes shareholderwealth.B) ishighlyprofitableandbooststheco

50、mpanysmarketshare.C) resultsinacompanybecomingthedominantindustryleader.D) fits the companys internal and external situation, builds competitiveadvantage,andboostscompanyperformance.E) can pass the ethical standards test, the strategic intent test, and theprofitabilitytest.Answer:DDifficulty:Medium3

51、.TherivalryamongcompetingsellerstendstobelessintensewhenA) buyerswitchingcostsarelow.B) thecostsofexitingthemarketarehigherthanthecostsofnewentry.C) industryrivalsarenotparticularlyaggressiveoractiveinemployingthevariousweaponsofcompetition(alowerprice,frequentintroductionsofnewfeaturesornewmodels,n

52、ewadvertisingcampaigns,newcustomerservicefeatures,andsoon)totrytodrawsalesandmarketshareawayfromrivals.D) rivalshavediversestrategiesandobjectivesandarelocatedindifferentcountries.E) competitive rivalry is centered on non-price factors rather aggressiveeffortstosellatthelowestpossibleprice.Answer:CD

53、ifficulty:Medium4.Managerialjobswithstrategy-makingresponsibilityA) arefoundonlyatthevice-presidentlevelandaboveinmostcompanies.B) aremorecommoninprofit-seekingorganizationsthaninnot-for-profit企業(yè)戰(zhàn)略管理（雙語）試卷第9頁共18頁課程答案網(wǎng)課刷課flyingjghorganizations.C) arerelativelyrarebecausemoststrategy-makingisdonebythe

54、membersofacompanysboardofdirectors.D) seldomexistwithinafunctionaldepartment(e.g.,marketingandsales)orinanoperatingunit(aplantoradistrictoffice)becausetheselevelsoftheorganizationstructurearewellbelowthelevelwherestrategicdecisionsaretypicallymade.E) extend throughout the managerial ranks and exist

55、in every part of acompany business units, operating divisions, functional departments,manufacturingplants,andsalesdistricts.Answer:EDifficulty:Medium5.AcompanysstrategicvisionA) concernswhatapproachshouldwetaketoimplementandexecuteourbusinessmodel?B) providesananswertowhoarewe,whatdowedo,andwhyarewe

56、here?C) istypicallyfocusedonacompanyspresentbusinessscope(itspresentcapabilities,customerfocus,activities,andbusinessmakeup)andwhatneedstobedonetosuccessfullyoutcompeterivalsinthemarketplace.D) addressestheissueofwherewearegoingandwhy.E) dealswithwhatshouldwedotomakeourstrategyworkasplanned?Answer:D

57、Difficulty:Medium6.FunctionalstrategiesA) addrelevantdetailtotheoverallbusinessstrategybysettingforththeactions,approaches,andpracticestobeemployedinmanagingparticularfunctionsorbusinessprocessorkeyactivitieswithinabusiness.B) addressthespecificstrategicissuesandproblemsabusinessconfronts.C) arenorm

58、allycraftedbytheexecutiveinchargeoftheoverallbusiness.D) are concerned with how to unify the firms skills, competencies, andresourcestrengths.E) arenormallycraftedbythecompanysCEOandotherseniorexecutives.Answer:ADifficulty:Medium7.SuccessfuldifferentiationallowsafirmtoA) betheindustrysbest-costprovi

59、der.B) betheindustrysbestqualityprovider.C) betheindustrysmostrespectedprovider.D) command a premium price for its product and/or increase unit sales(becauseadditionalbuyersarewonoverbythedifferentiatingfeatures),and/orgainbuyerloyaltytoitsbrand(becausesomebuyersarestronglyattractedtothedifferentiat

60、ingfeatures).E) competeonthebasisofalowerpricethanrivals.企業(yè)戰(zhàn)略管理（雙語）試卷第 10 頁 共 18 頁課程答案網(wǎng)課刷課flyingjghAnswer:DDifficulty:Medium8.ThestrategyofafirmusingaglobalstrategyislikelytoentailA) anarrowselectionofmodelsandstyles,witheachmodel/stylefocusedonidentifiedinternationalmarketniches.B) producingandmark