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对外经济贸易大学国际商学院战略管理期末考试试卷对外经济贸易大学2007─2008学年第一学期《战略管理》期末考试试卷（A卷）课程代码及课序号：MGT311－0学号：姓名：成绩：班级：课序号：任课教师：题号一二三四五合计得分Notice：Pleasewriteyournameandallyouranswersontheanswersheet.PartⅠMultipleChoice（20points,2pointsforeach.Foreachquestion,pleaseselectonebestanswer.）1.Primaryactivitiesare:A)theactivitiesmostlikelytobeimitatedbycompetitors.B)involvedinaproduct’sphysicalcreation,itsdistribution,anditsserviceafterthesale.C)theactivitiesinvolvedwhencompaniesareinitiallyestablished.D)theactivitiesthatthetopmanagementteammostvalues.2.OneofSouthwestAirlines’competitiveadvantagesishighlydifficultforcompetitorstoimitate.Thisistheir:A)advancedreservationprocessingtechnology.B)deepmarketpenetration.C)organizationalculture.D)researchanddevelopment.3．VerticalintegrationstrategiesA)extendacompany'scompetitivescopewithinthesameindustrybyexpandingthefirm'srangebackwardintosourcesofsupplyand/orforwardtowardend-usersoftheproduct.B)areoneofthebeststrategicoptionsforhelpingcompanieswintheraceforglobalmarketleadership.C)offerthepotentialtoexpandacompanylineupofproductsandservices.第1页共5页1对外经济贸易大学国际商学院战略管理期末考试试卷D)areaparticularlyeffectivemeansforenhancingacompany'sabilitytoexpandintoadditionalgeographicmarkets,particularlythemarketsofforeigncountries.4.Valuechainanalysisisatoolusedto:A)analyzeafirm’sexternalenvironmentforvalue-creatingopportunities.B)concentrateonafirm’sinternalenvironmentwithoutexercisingconcernabouttheactionsofthosecompanieswithwhichthefirmcompetes.C)understandthepartsofthefirm’sorganizationthatcreatevalueandthosethatdonot.D)determinehowlonganopportunityinafirm’sexternalenvironmentcanbeexpectedtolast.5.Tobeacorecompetency,acapabilitymustsatisfyallofthefollowingcriteriaEXCEPT:A)betechnologicallyinnovative.B)behardforcompetingfirmstoduplicate.C)bewithoutgoodsubstitutes.D)bevaluabletocustomers.6.WhichofthefollowingisNOTconsideredagenericbusiness-levelstrategy?A)productdiversificationB)costleadershipC)focuseddifferentiationD)integratedcostleadership/differentiation7.Comparedtotangibleresources,intangibleresourcesare:A)oflessstrategicvaluetothefirm.B)notthefocusofstrategicanalysis.C)amorepotentsourceofcompetitiveadvantage.D)morelikelytobereflectedonthefirm’sbalancesheet.8.Ifacompanyissuccessfulinbecomingtheindustry'slow-costprovider,thismeansA)itwillbeabletosellmoreofitsproduct/servicethanitskeycompetitorsandbethemarketshareleader.B)ithasachievedloweroverallperunitcostsforitsproduct/servicethanitscompetitors.C)ithaslowertotalcostsonitsincomestatementthandoitscompetitors.D)itwillbeabletoearngreatertotalprofitsandahigherrateofreturnoninvestmentthanitscompetitors.9.Anintegratedandcoordinatedsetofcommitmentsandactionsdesignedtoexploitcorecompetenciesandgainacompetitiveadvantageinaspecificproductmarketisadefinitionof:A)businessstrategy.第2页共5页2对外经济贸易大学国际商学院战略管理期末考试试卷B)corecompetencies.C)sustainedcompetitiveadvantage.D)strategicmission.10.Internalanalysisenablesafirmtodeterminewhatthefirm:A)cando.B)shoulddo.C)willdo.D)hasdone.PartTrueorFalseQuestionsⅡ(10points,1pointforeach)1.Avaluechainanalysisshouldbeconductedwithcompetitors’capabilitiesinmind.2.McDonald’sbrandrecognitionisafundamentalsourceofdifferentiation,whiletherigorousstandardizationofprocessesallowsittolowercosts.Thus,McDonaldsisaclassicexampleofthefocuseddifferentiationstrategy.()3.Ariskofthedifferentiationstrategyisthatthefirm’smeansofdifferentiationmayeventuallynotprovidevaluetothecustomer.()4.Outsourcingisawaytoaddvaluetothebusinessthatconvertsanexternalvalue-creatingactivityintoaninternalsupplier.（）5.Therivalryamongcompetingsellerstendstobelessintensewhenbuyerswitchingcostsarelow.()6.Whatsetsamultinationaldiversificationstrategyapartfromotherdiversificationstrategiesisadiversityofbusinessesandadiversityofnationalmarkets.()7.Anycorecompetencyhasthepotentialtoloseitsvaluecreatingability.()8.Abusiness-levelstrategyreflectsafirm’sbeliefsaboutwhatproductsandservicesitshouldbeofferingtocustomers.()9.Everycorecompetenceisacapabilityandeverycapabilityisacorecompetence.()10.Alow-costpositionintheindustryisnotavaluabledefenseagainstrivalswhencompetingonthebasisofprice.()PartIIIEssayQuestions(20points,10pointsforeach.Pleaseanswerthefollowingquestionsclearlyandbriefly)1.Describehowdiversifiedfirmscanuseactivitysharingandtransferofcorecompetenciestocreatevalue.2.Discusshowacostleadershipstrategycanallowafirmtoearnabove-averagereturnsinspiteofstrongcompetitiveforces.Addresseachofthefivecompetitiveforces.第3页共5页3对外经济贸易大学国际商学院战略管理期末考试试卷PartIVScenarioQuestion(20points)Now,youareassignedasageneralmanagerofabigbeveragecompanywhoisfacingfiercecompetitionfromCocacola.Inordertoattractcustomers,yourstrategyistodevelopmoretypesofproductstomeetdemandineachsegmentmarketofthisindustry.Now,yourcompanyisadoptingunitarystructure(职能结构)，butyouandyourteammembersarethinkingwhethertochangeitintoamorecomplexproductstructure(multi-divisionalstructure,事业部结构)toprompttheinnovationofnewproducts.Inthemeanwhile,somemembersinsistonsettingupnewcompaniesinsteadofnewdepartmentstomeetspecificdemanddeeplyineachsegmen