E)All of these.
19. A company's strategy evolves over time as a consequence of
A)the need to keep strategy matched to changing market conditions and
changing customer needs and expectations.
B)the proactive efforts of company managers to fine-tune and improve one
or more pieces of the strategy.
C)new managerial priorities and changing managerial judgments about what
the best future course for the company is.
D)the need to respond to the actions and competitive moves of rival firms. E)All of these. 20. A company strength can relate to
A)a skill or important expertise.
B)its human assets and intellectual capital.
C)an achievement or attribute that puts the company in a position of market
advantage.
D)organization assets such as proprietary technology, patents, quality control
systems, a strong balance sheet,its partnerships or alliances with otherorganizations having expertise or capabilities that enhance its owncompetitiveness. E)All of these. 21. The chief role of functional strategies is to
A)integrate the various operating-level strategies across the whole company
into a unified whole.
B)define the mission and strategic intent of each functional area.
C)help specify the needed kinds of distinctive competencies and resource
strengths.
D)add relevant detail to the hows of the overall business strategy and
competitive approach and provide a game plan for managing a particularactivity in ways that support the overall business.
E)create compatible degrees of strategic intent among a company's business
functions. 22. Whether supplier-seller relationships in an industry represent a strong or weak
source of competitive pressure is a function of
A)whether the profits of suppliers are relatively high or low. B)the number of suppliers and the number of sellers.
C)how aggressively rival sellers are maneuvering to form strategic alliances
with each of the industry's major suppliers.
D)whether suppliers can exercise sufficient bargaining power to influence the
terms and conditions of supply in their favor and the extent of seller-supplier collaboration in the industry.
E)whether the prices of the items being furnished by the suppliers are rising
《企业战略管理（双语）》试卷第 6 页 共 17 页
课程答案网课刷课flyingjghor falling.
23.A company's value chain consists
A)the steps it goes through to convert its net income into value for
shareholders.
B)the primary activities it performs in creating value for its customers and
the related support activities.
C)the series of steps it takes to get a product from the raw materials stage
into the hands of end-users.
D)the activities it performs in transforming its competencies into distinctive
competencies.
E)the company's efforts and actions to build sustainable competitive
advantage. 24.Generally, internal entry into a new business is more attractive than acquiring an
existing firm in the targeted industry when
A)the costs associated with internal startup are less than the costs of buying
an existing company and there is ample time to launch the new businessfrom the ground up.
B)there will be positive effects on the entrant's other existing businesses. C)the target industry is young, fragmented, and growing rapidly. D)all of the potential acquisition candidates are losing money.
E)the target industry is comprised of several relatively large and well-established firms. 25. Strategy-making is
A)primarily an individual responsibility rather than a group task.
B)more of a collaborative group effort (that involves, to some degree, all
managers and sometimes key employees) as opposed to being a functionof a few high-level executives.
C)first and foremost the function of a company's strategic planning staff. D)first and foremost the function and responsibility of a company's board of
directors.
E)first and foremost the function and responsibility of a company's chief
executive officer.
2、简答题（每题8分，共40分）（中英文回答均可）
1.Draw and briefly describe the five forces model of competition.2.Explain the benefits of a strategy of related diversification.
3.Draw a typical company value chain, including the primary activities and the
related support activities.
4.What are the typical reasons for pursuing mergers and acquisitions?
5.What are the five phases of the strategy-making, strategy-executing process andwhat does each one involve?
《企业战略管理（双语）》试卷第 7 页 共 17 页
课程答案网课刷课flyingjgh3、论述题（共10分）（中英文回答均可）
Explain why a company's strategy cannot be planned out in advance. Why docompany strategies evolve?
《企业战略管理（双语）》试卷第 8 页 共 17 页
课程答案网课刷课flyingjgh《企业战略管理（双语）》A卷答案一、选择题（每题2分，共50分）
1. In formulating a strategy, management is, in effect saying
A)\
B)\
of business.\
C)\
D)\
these markets and customer needs, compete in this fashion, allocate ourresources and energies in these ways, and use these particular approachesto doing business.\
E)\Answer: D Difficulty: Medium 2. In a single-business company, the strategy-making hierarchy consists of
A)business strategy and functional strategies.
B)business strategy, functional strategies, and operating strategies. C)business strategy and operating strategy.
D)managerial strategy, business strategy, functional strategies, and operating
strategies.
E)corporate strategy, functional strategies, and operating strategies. Answer: B Difficulty: Medium 3. SWOT analysis is
A)a helpful tool for predicting whether the company's value chain is cost
competitive.
B)simple tool for sizing up a company's resource capabilities and
deficiencies, its market opportunities, and the external threats to its futurewell-being.
C)a helpful tool for evaluating whether a company is competitively stronger
than its closest rivals.
D)a helpful tool for benchmarking whether a firm's strategy is closely
matched to industry key success factors.
E)a helpful tool for identifying the reasons why a company is or is not
profitable.
Answer: B Difficulty: Easy 4. A company's actual strategy is
A)mostly hidden to outside view and is known only to top-level managers. B)typically planned well in advance and usually deviates little from the
planned set of actions and business approaches because of the risks ofmaking on-the-spot changes.
《企业战略管理（双语）》试卷第 9 页 共 17 页
课程答案网课刷课flyingjghC)best delegated to the company's board of directors because of their
fiduciary responsibility, their ultimate responsibility for the company'swell-being, and their strong business expertise.
D)partly proactive and partly reactive to changing circumstances.
E)partly a function of the strategic vision, partly a function of the target
strategic and financial objectives, partly a function of marketopportunities, and partly a function of the strategies being used by rivalcompanies (particularly those companies that are industry leaders). Answer: D Difficulty: Medium
5. Factors that cause the rivalry among competing sellers to be weak include
A)low buyer switching costs.
B)rapid growth in buyer demand and high buyer costs to switch brands.
C)high costs of exiting the market as compared to the costs of entering the
market.
D)a set of competitors that are quite diverse in terms of their strategies,
objectives, and countries of origin.
E)conditions where it is customary for rivals to collaborate closely with both
their suppliers and their customers. Answer: B Difficulty: Medium 6. The competitive force of substitute products tends to be stronger in a given market
when
A)buyers are relatively comfortable with using substitutes and the costs to
buyers of switching over to the substitutes are low.
B)buyers view substitutes as likely to be in short supply from time to time. C)the quality and performance of the substitutes is well above what buyers
need to meet their requirements.
D)buyers have high psychic costs in severing existing brand relationships
and establishing new ones.
E)when demand for the industry's product is not very price sensitive. Answer: A Difficulty: Medium 7. Achieving a cost advantage over rivals entails
A)concentrating on a narrow portion of the value chain and abandoning all
other activities that create costs.
B)being a first-mover in pursuing backward and forward integration and
controlling as much of the value chain as possible.
C)outmanaging rivals in controlling the cost drivers and finding creative
ways to cut cost-producing activities out of the value chain.
D)being a heavy user of offensive strategies and a light user of defensive
strategies.
E)producing a standard product, redesigning the product infrequently, and
having minimal advertising.
《企业战略管理（双语）》试卷第 10 页 共 17 页
课程答案网课刷课flyingjgh
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