Test Bank for Strategic Management and Competitive Advantage: Concepts and Cases, 6th Edition

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Test Bank for Strategic Management and Competitive Advantage: Concepts and Cases, 6th Edition - Page 1 preview image

Strategic Managementand CompetitiveAdvantage:Concepts and CasesSixth EditionJay B. BarneyWilliam S. HesterlyTest Bankfor StrategicManagement and CompetitiveAdvantageBy:Ram Subramanian

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1Strategic Management and Competitive Advantage, 6e(Barney)Chapter 1What is Strategy and the Strategic Management Process?1) A firm's ________ is defined as its theory about how to gain competitive advantages.A) objectiveB) missionC) visionD) strategyAnswer:DDiff: 1Page Ref: 4Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Analytical Thinking2) A sequential set of analyses and choices that can increase the likelihood that a firm willchoose a strategy that generates competitive advantages is theA) organizational change process.B) strategic management process.C) mission statement process.D) goal setting process.Answer:BDiff: 2Page Ref: 5Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Analytical Thinking3) A firm's ________ is its long-term purpose that defines both what it aspires to be in the longrun and what it wants to avoid in the meantime.A) missionB) strategyC) objectiveD) goalAnswer:ADiff: 1Page Ref: 5Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Analytical Thinking4) The strategic management process begins when a firmA) determines its objectives.B) defines its mission.C) makes a strategic choice.D) implements its strategy.Answer:BDiff: 2Page Ref: 5Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Analytical Thinking

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25) Firms whose mission is central to all they do are known as ________ firms.A) missionaryB) emergentC) parityD) visionaryAnswer:DDiff: 2Page Ref: 6Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Analytical Thinking6) From 1926 to 1995, visionary firms earned ________ returns compared to firms that were notvisionary firms.A) substantially lowerB) substantially higherC) marginally lowerD) equivalentAnswer:BDiff: 2Page Ref: 6Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Analytical Thinking7) The mission statements of visionary firmsA) suggest that profit maximizing, while an important corporate objective, is not their primaryreason for existence.B) suggest that profit maximizing is neither an important corporate objective nor their primaryreason for existence.C) suggest that profit maximizing is their primary reason for existence.D) suggest that value maximizing is their primary reason of existence.Answer:ADiff: 2Page Ref: 6Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Analytical Thinking8) Which of the following statements regarding firm mission is accurate?A) While some firms have used their missions to develop strategies that create significantcompetitive advantages, firm missions can hurt a firm's performance as well.B) Virtually all firms have used missions to develop strategies that create significant competitiveadvantages, while very few firms have used missions that can hurt their performance.C) It is very rare for firms to be able to use their missions to develop strategies that createsignificant competitive advantages, and most firm missions actually hurt their performance.D) Missions tend to have very little impact on a firm's ability to create significant competitiveadvantages.Answer:ADiff: 3Page Ref: 6Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Analytical Thinking

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39) ________ are specific measurable targets a firm can use to evaluate the extent to which it isrealizing its mission.A) StrategiesB) MissionsC) Competitive advantagesD) ObjectivesAnswer:DDiff: 1Page Ref: 6Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Analytical Thinking10) High quality objectives are those that areA) tightly connected to elements of a firm's mission and are relatively easy to measure and trackover time.B) difficult to measure and track over time.C) non-existent.D) not quantitative.Answer:ADiff: 2Page Ref: 6Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Analytical Thinking11) By conducting a(n) ________, a firm identifies the critical threats and opportunities in itscompetitive environment.A) internal analysisB) competitive analysisC) external analysisD) strategic choiceAnswer:CDiff: 1Page Ref: 7Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Analytical Thinking12) ________ helps a firm understand which of its resources and capabilities are likely to besources of competitive advantage.A) Competitive analysisB) Internal analysisC) Strategic choiceD) External analysisAnswer:BDiff: 2Page Ref: 7Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Analytical Thinking

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413) Actions firms take to gain competitive advantages in a single market or industry are knownasA) business level strategies.B) corporate level strategies.C) diversification strategies.D) strategy implementation.Answer:ADiff: 2Page Ref: 7Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Analytical Thinking14) Actions firms take to gain competitive advantages by operating in multiple markets orindustries simultaneously are known asA) corporate level strategies.B) diversification strategies.C) business level strategies.D) strategic alliance strategies.Answer:ADiff: 2Page Ref: 7Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Analytical Thinking15) ________ occurs when a firm adopts organizational policies and practices that are consistentwith its strategy.A) Strategy formulationB) Strategic choiceC) Strategy implementationD) Strategic controlAnswer:CDiff: 1Page Ref: 8Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Analytical Thinking16) Green Frog is an environmentally friendly firm in the cosmetics industry that has decided toundertake a strategic planning project. It wants to ensure that it performs the process correctlyand so intends to start the process with the first step of the strategic planning process, which isA) defining its mission.B) setting objectives.C) measuring performance.D) defining its business level strategy.Answer:ADiff: 1Page Ref: 5Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Application of Knowledge

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517) Green Frog is an environmentally friendly firm in the cosmetics industry. Even though GreenFrog is environmentally friendly, the strategic planning team had decided that financialperformance is one of the company's top priorities. Which of the following is the best example ofan objective the company might use to help it achieve its goal of superior financial performance?A) increasing profitabilityB) growing market share annuallyC) improving product quality every quarterD) growth in earnings per share averaging 15% or better annually for the next five yearsAnswer:DDiff: 2Page Ref: 7Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Application of Knowledge18) Green Frog is an environmentally friendly firm in the cosmetics industry. If during thestrategic planning process Green Frog tried to determine the critical threats and opportunities inits competitive environment, it would be performing a(n)A) internal analysis.B) external analysis.C) WACC analysis.D) economic analysis.Answer:BDiff: 2Page Ref: 7Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Application of Knowledge19) Green Frog is an environmentally friendly firm in the cosmetics industry. If Green Frogundertook an analysis to help it understand which of its resources and capabilities are likely to besources of competitive advantage and which are less likely to sources of such advantages itwould be performing a(n)A) internal analysis.B) external analysis.C) WACC analysis.D) economic analysis.Answer:ADiff: 2Page Ref: 7Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Application of Knowledge

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620) Green Frog is an environmentally friendly firm in the cosmetics industry. If Green Frog wereconsidering expanding beyond the cosmetics industry into pharmaceuticals in order to gaincompetitive advantages by operating in multiple markets and industries, this would be anexample of which type of strategy?A) business level strategyB) cost leadership strategyC) product differentiation strategyD) corporate level strategyAnswer:DDiff: 2Page Ref: 7Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Application of Knowledge21) One of the central questions that all strategic managers must address, regardless of theindustry they work in, is "How is the industry likely to evolve?"Answer:TRUEDiff: 1Page Ref: 4Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Analytical Thinking22) There is complete consensus among strategic managers and academic researchers about whata "strategy" is.Answer:FALSEDiff: 1Page Ref: 4Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Analytical Thinking23) For the purposes of this book, a firm's strategy is defined as its theory about how to gaincompetitive advantages.Answer:TRUEDiff: 1Page Ref: 4Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Analytical Thinking24) A "good strategy" does not necessarily have to generate a competitive advantage.Answer:FALSEDiff: 2Page Ref: 4Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Analytical Thinking

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725) The greater the extent to which a firm's assumptions and hypotheses accurately describe howthe competition in the industry is likely to evolve, and how that evolution can be exploited toearn a profit, the more likely it is that a firm will gain a competitive advantage fromimplementing its strategies.Answer:TRUEDiff: 1Page Ref: 4Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Analytical Thinking26) It is usually possible to know for sure that a firm is choosing the right strategy.Answer:FALSEDiff: 2Page Ref: 5Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Analytical Thinking27) The strategic management process is a sequential set of analyses and choices that canincrease the likelihood that a firm will choose a good strategy that generates competitiveadvantages.Answer:TRUEDiff: 1Page Ref: 5Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Analytical Thinking28) The second step in the strategic management process is the definition of a firm's mission.Answer:FALSEDiff: 1Page Ref: 5Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Analytical Thinking29) A firm's mission defines both what it wants to be in the long run and what it wants to avoidin the meantime.Answer:TRUEDiff: 1Page Ref: 5Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Analytical Thinking30) Mission statements often contain so many common elements that even if a firm's missionstatement does not influence behavior throughout an organization, it is likely to have asignificant impact on a firm's actions.Answer:FALSEDiff: 2Page Ref: 5Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Analytical Thinking

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831) Firms whose mission statement is central to all they do are known as missionary firms.Answer:FALSEDiff: 1Page Ref: 6Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Analytical Thinking32) Visionary firms earn substantially higher returns than average firms because theyacknowledge that profit maximizing is their primary reason for existence.Answer:FALSEDiff: 3Page Ref: 6Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Analytical Thinking33) Mission statements that are very inwardly focused and are defined only with reference to thepersonal values and priorities of its founders and top managers can hurt a firm's performance.Answer:TRUEDiff: 2Page Ref: 6Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Analytical Thinking34) Objectives are the specific measurable targets a firm can use to evaluate the extent to whichit is realizing its mission.Answer:TRUEDiff: 1Page Ref: 6Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Analytical Thinking35) High quality objectives are tightly connected to the elements of a firm's mission but tend tobe relatively difficult to measure and track over time.Answer:FALSEDiff: 3Page Ref: 6Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Analytical Thinking36) By conducting an external analysis, a firm identifies the critical threats and opportunities inthe industry's competitive environment.Answer:TRUEDiff: 2Page Ref: 7Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Analytical Thinking37) Corporate level strategies are actions firms take to gain competitive advantages in a singlemarket or industry.Answer:FALSEDiff: 1Page Ref: 7Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Analytical Thinking

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938) Business level strategies are actions firms take to gain competitive advantages by operatingin multiple markets or industries simultaneously.Answer:FALSEDiff: 1Page Ref: 7Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Analytical Thinking39) Strategy implementation occurs when a firm adopts organizational policies and practices thatare consistent with its strategy.Answer:TRUEDiff: 1Page Ref: 8Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Analytical Thinking40) Define the term "strategy," discuss the set of assumptions and hypotheses that a strategy isbased on and discuss what makes a good strategy.Answer:A firm's strategy is defined as its theory about how to gain competitive advantages.This theory is based on a set of assumptions and hypotheses about how competition in thisindustry is likely to evolve and how that evolution can be exploited to earn a profit. To the extentthat these assumptions and hypotheses accurately describe how competition in this industryactually evolves, the more likely it is that a firm will gain a competitive advantage fromimplementing its strategies. Thus, a "good strategy" is a strategy that actually generates suchadvantages.Diff: 2Page Ref: 4Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Analytical Thinking41) Define the term "mission" and discuss how a firm's mission can both positively andnegatively impact a firm's performance.Answer:A firm's mission is its long-term purpose and it defines both what a firm aspires to bein the long run and what it wants to avoid in the meantime. If a mission statement does notinfluence firm behavior, it is unlikely to have an impact on a firm's actions. However, visionaryfirms, or firms whose mission is central to all they do, tend to earn substantially higher returnsthan average over the long run even though their mission statements suggest that profitmaximization is not their primary reason for existence. However, missions that are inwardlyfocused and defined only with reference to the personal values and priorities of their founders ortop managers, independent of whether or not those values and priorities are consistent with theeconomic realities facing a firm, are not likely to be a source of competitive advantage.Diff: 2Page Ref: 5Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Analytical Thinking

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1042) What are objectives, what role do they play in the strategic management process and whatdifferentiates high quality objectives from low quality objectives?Answer:Objectives are specific measurable targets a firm can use to evaluate the extent towhich it is realizing its mission. High quality objectives are tightly connected to elements of afirm's mission and are relatively easy to measure and track over time. Low quality objectiveseither do not exist or are not connected to elements of a firm's mission, are not quantitative, orare difficult to measure or are difficult to track over time.Diff: 2Page Ref: 5Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Analytical Thinking43) Differentiate between business level and corporate level strategies and give examples ofeach.Answer:Business level strategies are actions firms take to gain competitive advantages in asingle market or industry. The two most common business level strategies are cost leadership,such as Wal-Mart, and product differentiation, such as Tiffany's. Corporate level strategies areactions firms take to gain competitive advantages in multiple markets or industriessimultaneously. Common corporate level strategies include vertical integration strategies,diversification strategies, strategic alliance strategies and merger and acquisition strategies.Diff: 2Page Ref: 7Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Analytical Thinking44) Define strategy implementation and discuss three specific organizational policies andpractices that are particularly important in implementing a strategy.Answer:Strategy implementation occurs when a firm adopts organizational policies andpractices that are consistent with its strategy. Three specific organizational policies and practicesare particularly important in implementing a strategy: a firm's formal organizational structure, itsformal and informal management control systems, and employee compensation policies.Diff: 2Page Ref: 8Learning Obj.:1.1: Define Strategy and Describe the Strategic Management Process.AACSB:Analytical Thinking45) When a firm is able to create more economic value than rival firms it is said to have a(n)A) comparative advantage.B) competitive advantage.C) residual advantage.D) economic advantage.Answer:BDiff: 2Page Ref: 8Learning Obj.:1.2: Define Competitive Advantage and Explain its Relationship to EconomicValue Creation.AACSB:Analytical Thinking

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1146) The difference between what customers are willing to pay for a firm's products or servicesand the full economic cost of these products or services is theA) value proposition.B) cost advantage.C) economic value.D) competitive advantage.Answer:CDiff: 1Page Ref: 8Learning Obj.:1.2: Define Competitive Advantage and Explain its Relationship to EconomicValue Creation.AACSB:Analytical Thinking47) If TechnoGeek and VarsityBlue compete in the same market for the same customer andTechnoGeek generates $900 of economic value each time it sells a product or service whileVarsityBlue generates $400 of economic value each time it sells a product or service,TechnoGeek has a(n) ________ of $500.A) perceived benefitB) economic valueC) cost advantageD) competitive advantageAnswer:DDiff: 3Page Ref: 8Learning Obj.:1.2: Define Competitive Advantage and Explain its Relationship to EconomicValue Creation.AACSB:Application of Knowledge48) A competitive advantage that lasts a very short period of time is known as a ________competitive advantage.A) temporaryB) sustainedC) transientD) perpetualAnswer:ADiff: 1Page Ref: 9Learning Obj.:1.2: Define Competitive Advantage and Explain its Relationship to EconomicValue Creation.AACSB:Analytical Thinking

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1249) Firms that generate less economic value than their rivals experience a competitiveA) advantage.B) parity.C) disadvantage.D) perceived benefit.Answer:CDiff: 2Page Ref: 9Learning Obj.:1.2: Define Competitive Advantage and Explain its Relationship to EconomicValue Creation.AACSB:Analytical Thinking50) In many ways, the difference between traditional economics research and strategicmanagement research is that the former attempts to explain why ________, while the latterattempts to explain ________.A) competitive advantages should not persist; when they canB) competitive advantages should persist; when they canC) competitive advantages should persist; why they should notD) competitive parity should not persist; why they shouldAnswer:ADiff: 3Page Ref: 10Learning Obj.:1.2: Define Competitive Advantage and Explain its Relationship to EconomicValue Creation.AACSB:Analytical Thinking51) One of the first scholars to examine the longevity of competitive advantage wasA) Dennis Mueller.B) Geoffrey Waring.C) Peter Roberts.D) Rich Houston.Answer:ADiff: 3Page Ref: 10Learning Obj.:1.2: Define Competitive Advantage and Explain its Relationship to EconomicValue Creation.AACSB:Analytical Thinking52) The ultimate objective of the strategic management process is to enable a firm to choose andimplement a strategy that leads to a competitive advantage.Answer:TRUEDiff: 1Page Ref: 8Learning Obj.:1.2: Define Competitive Advantage and Explain its Relationship to EconomicValue Creation.AACSB:Analytical Thinking

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1353) The size of a firm's competitive advantage is the sum of the economic value a firm is able tocreate and the economic value rivals are able to create.Answer:FALSEDiff: 2Page Ref: 8Learning Obj.:1.2: Define Competitive Advantage and Explain its Relationship to EconomicValue Creation.AACSB:Analytical Thinking54) A sustained competitive advantage is virtually permanent.Answer:FALSEDiff: 2Page Ref: 9Learning Obj.:1.2: Define Competitive Advantage and Explain its Relationship to EconomicValue Creation.AACSB:Analytical Thinking55) Waring found that firms that operate in industries that are informationally complex, requirecustomers to know a great deal in order to use the industry's products, require a great deal of R &D, and have significant economies of scale are more likely to have sustained competitiveadvantage than those firms in industries without those characteristics.Answer:TRUEDiff: 3Page Ref: 10Learning Obj.:1.2: Define Competitive Advantage and Explain its Relationship to EconomicValue Creation.AACSB:Analytical Thinking56) Discuss a firm's competitive advantage. Identify when a firm has a competitive advantageand distinguish between a temporary competitive advantage and a sustainable competitiveadvantage.Answer:In general, a firm has a competitive advantage when it is able to generate moreeconomic value than rival firms. A temporary competitive advantage is a competitive advantagethat lasts a very short period of time while a sustained competitive advantage lasts much longer.Diff: 2Page Ref: 8Learning Obj.:1.2: Define Competitive Advantage and Explain its Relationship to EconomicValue Creation.AACSB:Analytical Thinking57) The center of Osterwalder and Pigneur's business model canvas is theA) parity point.B) value proposition.C) competitive advantage.D) strategy box.Answer:BDiff: 1Page Ref: 12Learning Obj.:1.3: Describe Two Different Approaches to Measuring Competitive Advantage.AACSB:Analytical Thinking

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1458) The two types of measures of competitive advantage includeA) accounting measures and strategic measures.B) strategic measures and economic measures.C) accounting measures and economic measures.D) qualitative measures and quantitative measures.Answer:CDiff: 2Page Ref: 11Learning Obj.:1.3: Describe Two Different Approaches to Measuring Competitive Advantage.AACSB:Analytical Thinking59) A firm's ________ is a measure of its competitive advantage calculated using informationfrom a firm's published profit and loss and balance sheet statements.A) economic performanceB) accounting performanceC) strategic performanceD) sustainable performanceAnswer:BDiff: 2Page Ref: 11Learning Obj.:1.3: Describe Two Different Approaches to Measuring Competitive Advantage.AACSB:Analytical Thinking60) ________ are ratios with some measure of profit in the numerator and some measure offirms' size or assets in the denominator.A) Liquidity ratiosB) Leverage ratiosC) Activity ratiosD) Profitability ratiosAnswer:DDiff: 1Page Ref: 14Learning Obj.:1.3: Describe Two Different Approaches to Measuring Competitive Advantage.AACSB:Analytical Thinking61) Ratios that focus on the level of a firm's financial flexibility, including its ability to obtainmore debt, are known asA) leverage ratios.B) liquidity ratios.C) activity ratios.D) profitability ratios.Answer:ADiff: 1Page Ref: 14Learning Obj.:1.3: Describe Two Different Approaches to Measuring Competitive Advantage.AACSB:Analytical Thinking

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