Deneme Sınavı Soruları

how much risk a firm wants to take in research 

how much risk a firm wants to take in social activities

how much risk a firm wants to take in budget

how much risk a firm wants to take in volume of external dept

how much risk a firm wants to take in volume of internal dept

Wholesalers

Customers

Shareholders

Intermediaries

Insurance companies

Financial, R&D, HR, operational, marketing and technological

Tangible & intangible assets

Organizational culture and politics

Physical, human and organizational

Risk capability

Because it is important to produce low cost products only.

Because cost leadership requires producing standard products only.

Because it is important to produce low-cost but best-value products.

Because it is important to produce high-cost and best-value products.

Because it is important to produce low-cost and low-value products.

Taking advice

Compromising

Maneuverability

Communication

Objectivity

Short  term, costly, maximizes career development

Long term, costly, maximizes career development

Short  term, minimizes career development

Long  term, costly, minimizes career development

No planning, costly, maximizes career development

Financial, R&D, HR, operational, marketing and technological

Tangible & intangible assets

Organizational culture and politics

Physical, human and organizational

Risk capability

Strategic evaluation and control

External environment analysis

Strategy formulation

Strategy generation and selection

Strategy implementation

having enough capital to establish the firm's own distribution system.

having no problem in the distribution system

performing in a fast-growing industry. 

producing non-technical products.

facing high price increases demanded by marketing channel members

QSPM is a key designed on the firm’s internal and external factors.

QSPM is only a key designed on the firm’s internal  factors.

QSPM is only a key designed on the firm’s external factors.

QSPM is only a key designed on the firm’s financial factors.

QSPM is only a key designed on the firm’s social factors.

This strategy is tied to a market
segment (niche) that is large enough and has good growth
potential.

This strategy provides a narrow range of customers with
 the best price-value range on the market.

This strategy aimes  at distinguishing a firm’s products or services
from other similar products or services offered by the competitors.

This strategy provides a wide range of customers with
 the best price-value range on the market.

This strategy provides a wide range of customers with
 the lowest price on the market.

They serve as guidelines for doing what, when, how and by whom of actions.

They direct efforts and activities of organization members.

They are a source of illegitimacy for all stakeholders.

They set work, and time, therefore it leads the performance.

They provide a cornerstone for organizational design.

Cultural forces

Technical ability

Interpersonal factors

Cognitive forces

Competitive advantage

 The mission describes why a firm exists

The mission describes an external party

The mission describes  a vision statement

The mission describes  business values, and approaches.

The mission describes  approaches

developing vision and mission statements

conducting external and internal analyses

developing long-term goals

generating, evaluating, and selecting strategies

expanding the activity areas

Advertising model

Customer solutions model

Profit pyramid model

Time model

Efficiency model

Functional approach

Core competencies analysis

VRIO analysis

OCAT analysis

Gap analysis

Apple does not require any Strategic Management as it is the wealthiest technology company in the world

To increase its tangible resources

To increase cheap labour around the world

The decrease the quality of its products and services by offshoring these to cheap labour countries

Bringing the world to its customers

Success

Climate

Profitability

Growth

Survival

Training

Land

Experience

Systems

Skills