企業戰略管理(雙語)題庫

Chapter1StrategicManagementandStrategicComp

一.單選題(共5題,38.0分)

1Above-averagereturnsare

higherprofitsthanthefirmearnedlastyear

higherprofitsthantheindustryaveragedoverthelast10years

profitsinexcessofwhataninvestorexpectstoearnfromahistoricalpatternofperformanceofthefirm

returnsinexcessofwha(aninvestorexpects(oearnfromotherinvestmentswithasimilarlevelofrisk

正確答案：D我的答案：D得分：7.6分

2Theresource-basedmodelofthefirmarguesthat

allresourceshavethepotentialtobethebasisofsustainablecompetitiveadvantage

resourcesalonecanbeasourceofsustainablecompetitiveadvantage

thekeytocompetitivesuccessisthestructureoftheindustryinwhichthefirmcompetes

resourcesthatarevaluable,rare,costlytoimitate,andnon-substitutableformthebasisofafirm'scorecompetencies

正確答案：D我的答案：D得分：7.6分

3isacapacityforasetofresourcestoperformataskoranactivityin

anintegrativemanner.

Acapability

Acorecompetence

Sustainablecompetitiveadvantage

Organizationalintelligence

正確答案：A我的答案：A得分：7.6分

4KnowledgeiscomposedofallthefollowingEXCEPT

insight

expertise

information

intelligence

正確答案：A我的答案：A得分：7.6分

5Thestrategicmanagementprocessis

asetofactivitiesiha(willassureasustainablecompetitiveadvantageandabove-averagereturnsfbrthefirm.

adecision-makingactivityconcernedwithafirm'sinternalresources,capabilities,andcompetencies,independentoftheconditionsinitsexternalenvironment.

aprocessdirectedbytop-managementwithinputfromotherstakeholdersthatseekstoachieveabove-averagereturnsforinvestorsthrougheffectiveuseof

theorganization*sresources.

hefullsetofcommitments,decisions,andactionsrequiredforthefinntoachieveabove-averageretumsandstrategiccompetitiveness.

正確答案：D我的答案：D得分：7.6分

二.判斷題(共5題,38.。分)

Strategiccompetitivenessisachievedwhenafirmsuccessfullyformulatesandimplementsavalue-

creatingstrategy.

我的答案：V正確答案：V得分：7.6分

2Organizationalstakeholdersarethefirm'sinternalresources,capabilities,andcore

competenciesthatareusedtoaccomplishwhatmayatfirstappeartobeunattainablegoalsinthe

competitive

我的答案：V正確答案：x得分：0.0分

3Thefiveforcesmodelsuggeststhatfirmsshouldtargettheindustrywiththehighestpotentialfor

above-averagereturnsandthenimplementeitheracost-leadershipstrategyora

differentiationstrategy.

我的答案：V正確答案：V得分：7.6分

TheI/O(industrialorganization)modelassumesthattheuniquenessofafirm'sresourcesandcapabilitiesareits

tnainsourceofabove-averagereturns.

我的答案：V正確答案：X得分：0.0分

Thetwoprimarydriversofhypercompetitionaretheemergenceoftheglobaleconomyandtechnology.

我的答案：X正確答案：V得分：0。分

三.簡答題（共2題,15.2分）

1

Describetheindustrialorganization(I/O)modelofabove-averagereturns.Whatareits

mainassumptions?WhatisthekeytosuccessaccordingtotheI/Omodel?

正確答案：

TheI/Omodelofabove-averageretumsarguesthattheexternalenvironmentistheprimarydeterminantoffirmsuccess,ratherthanthefirm'sinternalresources.Themodel

hasfourunderlyingassumptions.First,theexternalenvironmentisassumedtoimposepressuresandconstraintsthatdeterminethestrategiesthatwouldresultinabove-

averageretums.Second,mostfirmscompetingwithinaparticularindustry,orinacertainsegmentoftheindustry,areassumedtocontrolsimilarstrategicallyrelevant

resourcesandpursuesimilarstrategicsinlightofthoseresources.Third,resourcesusedtoimplementstrategiesarcmobileacrossfirms,whichresultsinresourcedifferences

betweenfirmsbeingshort-lived.Fourth,organizationaldecisionmakersareassumedtoberationalandcommittedtoactinginthefirm'sbestinterestsasshownbytheirprofit

maximizingbehaviors.ThekeytosuccessaccordingtotheI/Omodelistofindthemostattractiveindustry(theonewiththehighestprofitpotential)inwhichtocompete.

我的答案：

第一章簡答題第一題答案.docx

2Describeanddiscusstheresource-basedmodelofabove-averagereturns.

正確答案:

Theresource-basedmodelfocusesonthefirm'sinternalresourcesandcapabilities.Theseresourcesandcapabilitiesdeterminethefirm'sstrategyanditsabilitytoearnabove-

averagereturns.Thefirm'sresourcesareinputsintoitsproductionprocess.Resourcesmustbeformedintocapabilities,thecapacitytoperformataskoractivityinan

integrativemanner.Accordingtothismodel,capabilitiesevolveovertimeandmustbemanageddynamicallytoachieveabove-averagereturns.Resourcesandcapabilities

thatgiveafirmacompetitiveadvantagearecalledcorecompetencies.Thismodelassumesthatresourcesarenothighlymobileacrossfirms;consequently,allfinnswithina

particularindustrymaynotpossessthesamestrategicallyrelevantresourcesandcapabilities.So,differentfinnswillhavedifferentcorecompetencies.Theorganizations

strategyisbasedonGndingthebestenvironmentinwhichtoexploititscorecompetencies.

我的答案：

第一章簡答題第二題答案.docx

四.其它（共1題B8分）

1JewellCompanyisadiversifiedmanufacturerandmarketerofsimplehouseholditems,

cookware,andhardware.Initsannualreport,itexpressesitsstrategyasfollows:"Jewell

manufacturesandmarkets

staplevolumelinestothevolumepurchaser.Weaimtoincreaseshareholdervaluebycontinuing

tobuildacompanywithsuperiorearningspersharegrowthandreturnoninvestment(ROI),andto

earnareputationforexcellenceinperformanceandmanagement.Weplantodothisbymerchandising

tothecustomergoodsmarketamulti-productofferingwithsuperiorcustomerserviceperformancefor

maximummarketleverage.ThroughthiswewillachieveanROIof20%plusEPSgrowthof15%,with

theconstraintthatdebtnotexceedhalfofourequity."

Question:DoesJewellCompany,sstatementofstrategyincludeavisionstatementora

missionstatement?Whyorwhynot?

注：請在作答該題的同時，上傳個人本章總結。（完成總結時，請提前閱讀第14章的相關內容）

正確答案：

我的答案：

第一章總結.docx

第一章其他題答案及個人本章總結.docx

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Chapter2TheExternalEnvironment（副本）返回

姓名：陳慶江班級：企業戰略管理（雙語）-0002成"：94.7分

一.單選題(共10瓢43.0分)

[Thethreepartsoftheexternalenvironmentwhichaffectafirmsstrategicactionsare

economic,politicalandlegal

general,indusiry，and

competitorindustry,business,

andproductlocal,national,and

global

正確答案:B我的答案：B得分：4.3分

Thc_environmcmiscomposedofdimensionsin(hebroadersocietythatcaninfluenceanindustryandthe

firmswithinit.

Ageneral

competitor

sociocultural

industry

正確答案：A我的答案：A得分：4.3分

3TheenvironmentalsegmentsthatcomprisethegeneralenvironmenttypicallywillNOTinclude

demographicfactors

socioculturalfactors

substituteproductsorservice

Dtechnologicalfactors

正確答案：C我的答案：C得分：4.3分

4WhichofthefollowingisNOTanactivityusedin(heexternalenvironmentalanalysisprocess?

Scanning

Decrypting

Monitoring

Assessing

正確答案：B我的答案：B得分：4.3分

5Whenanalystsdevelopfeasibleprojectionsoffutureeventsandhowquicklythey

willoccurbasedonobservedchangesandtrends,theyareengagedin

Ascanning

B、

monitoring

forecasting

assessing

正確答案：C我的答案：C得分：4.3分

6Thelikelihoodofentryofnewcompetitorsisaffectedby____and

barrierstoentry,expectedretaliationofcurrentindustryorganizations

thepowerofexistingsuppliers,buyers

theprofitabilityoftheindustry,themarketshareofitsleadingfirm

thedemandfortheproduct,theprofitabilityofthecompetitors

正確答案：A我的答案：A得分：4.3分

7Economiesofscalerefertothefactthatasthe

quantityofproductproducedinagiventimeperiodincreases,thecostofmanufacturingeachunitincreases.

quantityofproductproducedinagiventimeperiodincreases,thecostofmanufacturingeachunitremainsconstant.

quantityofproductproducedinagiventimeperiodincreases,thecostofmanufacturingeachunitdecreases.

quantityofproductproducedinagiventimeperioddecreases,thecostofmanufacturingeachunitdecreases

正確答案：C我的答案：C得分：4.3分

gSwitchingcostsrefertothe

costtoaproducertoexchangeequipmentinafacilitywhennewtechnologiesemerge.

costofchangingthefirm'sstrategicgroup.

one-timecostssuppliersincurwhensellingtoadifferentcustomer.

one-timecostscustomersincurwhenbuyingfromadifferentsupplier.

正確答案：D我的答案：D得分：4.3分

9Suppliersarepowerfulwhen

satisfactorysubstitutesareavailable.

theysellacommodityproduct.

theyofferacrediblethreatofforwardintegration.

theyareinahighlyfragmentedindustry.

正確答案：C我的答案：C得分：4.3分

10Competitoranalysisfocuseson

firmswithwhichthecompanycompetes

directly.firmsthatproduceproductsthatare

substitutes.allfirmsintheindustry.

companiesthatmightentertheindustry.

正確答案：A我的答案：A得分：4.3分

二.判斷題(共10題436)

Demographic,economic,political/legal,sociocultural,technological,global,andphysicalaretheseven

elementscomprisingtheindustryenvironment.

得分：4.3分

我的答案：x正確答案：X

2Tosuccessfullydealwithtoday'sexternalenvironmentandtoachievestrategic

competitiveness,firmsmustbeawareandfullyunderstandthedifferentsegmentsofthat

environment.

得分:

我的答案：V正確答案：V4.3分

3Itisuncommonforalargefirmtoreceiveamajorityofrevenuesfromoutsideitshomecountry.

得分:4.3分

我的答案：X正確答案：X

4Thefiveforcesmodelexpandsthearenaofcompetitiveanalysisbeyonddirect

competitors(i.e.,rivals)toincludebuyersandsupplierswhomayalsobeasourceofcompetition.

得分：

我的答案：V正確答案：V4.3分

5Suppliersarepowerfulwhentheindustryisdominatedbyafewlargecompanies,no

satisfactorysubstitutesareavailable,thesellingindustryisrelativelymoreconcentratedthanthe

purchasingindustry,andswitchingcostsarehigh.

得分：

我的答案：X正確答案：V0.0分

6Anycompetitorintelligencepractice(hatislegalisalsoethical.

得分:4.3分

我的答案：X正確答案：X

7EavesdropDingisanethicalwaytoobtaininformationaboutcompetitors'actions.

得分：4.3分

我的答案：X正確答案：X

8Theprocessofcompetitoranalysisshouldexaminethecompetitor,sfuture

objectives,currentstrategy,assumptions,andcapabilities.

得分：

我的答案：V正確答案：V4.3分

9Afirmexperiencingintenserivalrywithpowerfulcompetitorsshouldenergeticallyengageincompetitoranalysis.

我的答案：V正確答案：V得分！4.3分

10Strategicgroupsarefirmsindifferentindustriesfollowingthesameorsimilarstrategies.

得分：4.3分

我的答案：X正確答案：x

三.論述題（共2瓢8.6分）

1Explainwhyitisimportantfororganizationstoanalyzeandunderstandtheexternalenvironment.

正確答案：

Organizationsdonotexistinisolation.Theexternalenvironmentoftheorganizationpresentsthreatsandopportunitieswhich(heorganizationmustaddressinits

strategicactions.Partsoftheorganization'sexternalenvironmentarechanging'rapidly,suchastechnology,andtneorganizationmustconstantlyadjusttothesechanges.

Theinformation(haitheorganizationgathersaboutcompetitors,customersandsuikcholdersisusedtobuildtheorganization'scapabilitiesortobuildrelationshipswith

stakeholdersin(heexternalenvironment.Theinfonnationthattheorganizationgathersabouttheexternalenvironmentmustbematchedwithitsknowledgeofitsinternal

environmenttoformitsvision,todevelopitsmission,andtotakeactionsthatresultinstrategiccompetitivenessandabove-averagereturns.

我的答案：

Mostfirmsfaceexternalenvironmentsthatareturbulent,complex,andglobal-conditionsthatmake

inierpretingthoseenvironmentsdifficult,"Tocopewithoftenambiguousandincompleteenvironmentaldata

andtoincreaseunderstandingofthegeneralenvironment,firmscompleteanexternalenvironmentalanalysis.

Piisanalysishastourparts:scanning,monitoring,forecasting,andassessing.

OpportunityGeneralenvironmentconditionthat,ifexploited,helpsacompanyachievestrategiccompetitiveness.ThreatGeneral

environmentconditionthatmayhinderacompany'seffortstoachievestrategiccompetitiveness

2Whatarehighexitbarriersandhowdotheyaffectthecompetitionwithinanindustry?

正確答案：

Exitbarriersareeconomic,strategic,andemotionalfactorscausingcompaniestoremaininanindustry,eventhoughtheprofitabilityofdoingsoisinquestion.The

followingarecommonsourcesofexitbarriers:1)specializedassetswhichcannotbeusedinanotherbusinessorlocation;2)fixedcostsofexit,suchaslaboragreements

whichpenalizeafirmforceasingoperation;3)strategicinterrelationshipsormutualdependenceofbusinessunitswhereinonebusinessofacorporationservesanother

corporatebusiness;4)emotionalbarriersthatcauseownerstobesentimentallyattacheiltothebusinessortotheirownroleinit;5)governmentandsocialrestrictionsthat

preventafirmfromclosing,ofteninordertopreventthelossofjobsinacountryorcommunity.

我的答案：

Highexitbarriershighenoughtoforcecontinuedoperationinadisadvantageousmarketbecausethepriceofleavingishigherthan

staying.

1.Specializedassets;

2.Fixedcostsofexit(i.e,laboragreements);

3.Strategicinterrelationships(i.e.,onebusinessdependson

another);4.Emotionalbarriers(i.e.,loyaltytoemployees,etc.);

5.Governmentandsocialrestrictions.

四.其它(共1題54分)

1

BarracudaInc.isalampfixturemanufacturerthatisconsideringanentrystrategyintotheU.S.homefurnishings

manufacturingindustry.Tlieexistinglandscapeconsistsofmanyplayersbutnonewithacontrollingshare.Thereare

presently2500homefurnishingsfirms,andonly600ofthosehaveover15employees.Averagenetprofitaftertaxis

between4and5%.While(heindustryisstillprimarilycomprisedofsingle-busincssfamily-runfirms(ha(manufacture

furnituredomestically,importsareincreasingatafairlyrapidrate.SomeoftheEuropeanimportsareleadersin

contemporarydesign.

Relativelylargeestablishedfirmsarealsodiversifyingintothehomefurnishingsindustryviaacquisition.Supplier

firmslothehomefurnishingsindustryareinrelativelyconcentratedindustries(likelumber,steel,andtextiles).Retailers,

theintennediatecustomerofthehomefurnishingsindusiry,havebeen

traditionallyveryfragmented.Customershavemanyproductstochoosefrom,atmanydifferentpricepoints,andfew

homefurnishingproductshavestrongbrands.Also,customerscanswitcheasilyamonghighandlow-pricedfurnitureand

otherdiscretionaryexpenditures(spanningbigscreenTVstothechoiceofpostponinganyfurniturepurchaseentirely).

O：Usingthefive-forcesframework,summarizetheopportunitiesandthreatsfacingBarracudaasitconsidersentry

intothehomefurnishingsmanufacturingindustry.Whichthreatsaregreatesttocurrentincumbenls?

正確答案：

Thebestanswerswillbebasedonanapplicationofthefiveforcesmodeltothescenario.Fromthismodelstudentsshouldbeabletopointoutthatthemostsignificant

threatsarethepowerofconsumers,lackofeconomicpowerwithsuppliers,andincreasingpresenceofimports.Thesecharacteristicsplusthehighlyfragmentednatureofthe

industryitselfarelikelytotranslateintonear-perfectcompetitionleavingnosingleplayerwithaclearadvantage.Opportunitiesmayexistinparticularniches,dependingon

theinternalstrengthsofnewentrants.Intermsofthelargermarket,thereappearstobeanopportunityforalargefirmtoconsolidatetheindustryandaddbrandpower,

tlierebypotential!)'gainingpoweroversuppliersandcustomers.

我的答案：

Thereare2.500homeimnrovementcamnanies.ofwhichonlv600havemorethan15emnlovees.Averagenetnrofilaftertaxisbetween4%and5%.

Leadingenternriseshavenotvetanneared.larceentemrisesarenotmanv.comoetitivenressureislower.marketentrvdifficultvislower.butnrofitabilityisalso

low.Sunniiersforthefuniitureindustryareinrelativelyconcentratedindustriessuchastimber,steelandtextiles.Developmentisrelativelylimited,butthe

developmenttaraetmarketisvervlame.

Allinallfirst,therearefewernewentrepreneursintheindustry；

Second,suppliershavelessbargainingpower,lowerprofitability,customershavemoreproductstochoosefrom,

andpricesvary；

third,buyershavemorepurchasingpower,itisalsoeasytoswitchbetweenhigh-andlow-costfurnitureand

otherdiscretionaryspending;

fourth,therearemorealternativesandhiqherproductthreats;

Fifth,competitionamonqcompetitorsislessintenseandtheindustrylesscompetitive;Themainthingis

thatthecreativityandattractivenessoftheenterpriseisnotveryhigh,improvingtheproductisreallyimportant.

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Chapter3TheInternalOrganization（副本）-作答記錄-第2次作答記錄返回

姓名：陳慶江班級：企業戰略管理（雙語）-0002成績：100.0分

一.單選題（共8題40.0分）

1Valueconsistsof:

Aproduct'sproprietarycharacteristicsandbyitsattributesforwhichcustomersarewillingto

pay.Aproduct'sperformancecharacteristicsandbyitsattributesforwhichcustomersarewillingto

pay.Aproductsproprietarycharacteristicsandbyitsattributesforwhichcustomersconsider

payingfor.

Aproduct'sperformancecharacteristicsandbyitsattributesforwhichcustomersconsiderpayingfor.

正確答案：B我的答案：B

2Thethreeconditionsthatcharacterizedifficultmanagerialdecisionsconcerning

resources,capabilities,andcorecompetenciesare

complexity,rarity,andhumanintellectualcapital

uncertainty,complexity,andintraorganizationalconflicts

imitability.complexity,andinterorganizationalconflicts

imitability,comparability,andhumanintellectualcapital

正確答案：B我的答案：B

3Becausethefirmcombinestangibleandintangibleresourcestocreatecapabilities,

thesecapabilitiesarefragileandsubjecttosuddenlossofvalue.

theyareoftenbasedondeveloping,carrying,andexchanginginformationandknowledgethroughthefirm'shumancapital.

theyareeasilytransferredfromonefirmtoanotherasemployeeschangejobs.

thesetypesofcapabilitiesareconsideredprimaryactivitiesinthevaluechain.

正確答案：B我的答案：B

4isanexampleofacapabilitythatisbasedinthefunctionalareaofdistribution.

Effectiveuseoflogisticsmanagementtechniques

Effectivecontrolofinventoriesthroughpoint-of-purchasedatacollection

Effectiveorganizationalstructure

Productanddesignquality

正確答案：A我的答案：A

5Organizationalcultureis

amorphousandchangeable

noteasilyimiiable

sodifficulttoanalyzethatmostfirmsshoul