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Question
What are some of the key issues to take into account when considering whether or not to vertically integrate?
Answer
Answers will vary.
Related questions
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B. financial risk taking
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One of the following is not a type of risk that executives must address. Which is it?
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On average, approximately what percentage of corporate ventures reaches profitability within six years?
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Management innovations such as total quality, just-in-time, benchmarking, business process reengineering, and outsourcing are important, but not enough for building sustainable competitive advantage.
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The three interrelated and principal activities of strategic management are: strategy analysis, strategy formulation, and strategy implementation.
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Fortune Brands states they will cut corporate overhead costs by $30 million a year. This is an example of a:
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B. financial strategic objective
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In contrast to the vision of an organization, its mission should:
A. be shorter in length
B. encompass both the purpose of the company as well as the basis of competition
C. encompass all the major rules and regulations of the corporate work force
D. be less detailed.
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Examples of __________ include: To be the happiest place on earth (Disneyland), and Restoring patients to full life (Medtronic).
A. vision statements
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C. strategic objectives
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The hierarchy of organizational goals is in this order (least specific to most specific):
A. vision statements, strategic objectives, mission statements
B. mission statements, strategic objectives, vision statements
C. vision statements, mission statements, strategic objectives
D. mission statements, vision statements, strategic objectives
Q:
Strategy formulation and implementation is a challenging ongoing process. To be effective, it should not involve:
A. the CEO and the board of directors
B. the board of directors, CEO, and CFO
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B. functional areas work together to attain overall goals
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Members of boards of directors are:
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B. elected by the shareholders as their representatives
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D. only allowed to serve one term of four years
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__________ involves ensuring proper strategic controls and organizational designs.
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B. Corporate-level strategy
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Objectives in organizations should be clear, stated, and known by employees throughout the organization.
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Strategic objectives should be measurable, specific, appropriate, and realistic, but not constrained by time deadlines.
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Most organizations with strong cultures and a sound system of rewards and incentives can eventually internalize boundaries rather than use explicit rules and regulations. Which of the following is not a technique for moving in that direction?
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B. Develop managerial role models.
C. Minimize training and indoctrination.
D. Align reward systems with organizational goals and objectives.
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Rules and regulations are examples of ______________ and _____________.
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B. controls; norms
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As firms simultaneously downsize and face the need for increased coordination across organizational boundaries, a control system based primarily on ______________ is dysfunctional.
A. boundaries and constraints
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For businesses facing complex and turbulent business environments, which of the following is true?
A. Goals and objectives that are uncertain prevent opportunism.
B. Traditional strategic controls are usually inappropriate.
C. Complacency about predetermined milestones can prevent adaptability.
D. Detailed plans are needed to maintain order.