Which feature most clearly distinguishes a strategic decision from an operational decision?, It is long term, business-wide and difficult to reverse, It is always made without data, It has no financial consequences, It affects only one routine task, Which government action is an example of supply-side policy?, Reducing government spending during inflation, Raising the central-bank interest rate, Funding workforce training and transport infrastructure, Buying the domestic currency, A domestic currency appreciates. Which business is most likely to gain directly?, A local producer competing with cheaper imports, An importer buying materials from overseas, A domestic hotel relying on foreign tourists, An exporter paid in foreign currency, Which feature helps a capability qualify as a core competence?, It is easy for competitors to copy, It guarantees the lowest selling price, It only supports one old product, It creates customer value and can support competitive advantage, Which Ansoff strategy involves selling an existing product in a new market?, Diversification, Market development, Product development, Market penetration, Why can diversification be more risky than market penetration?, Competitors cannot respond, It always requires a lower price, The business lacks experience of both the new product and the new market, It uses only existing capabilities, A decision tree gives Option X an expected value of $520,000 and implementation cost of $170,000. What is the net expected value?, $350,000, $3,059, $520,000, $690,000, Which limitation of a decision tree is most important when probabilities are unreliable?, It cannot include financial outcomes, It cannot show alternative choices, It always selects the cheapest option, Its numerical result may create false confidence, What is the main purpose of force field analysis?, To measure environmental impact, To calculate market share, To identify and compare forces supporting and resisting change, To forecast inflation, Which statement correctly distinguishes scenario planning from contingency planning?, Scenario planning considers plausible futures; contingency planning prepares for a specific foreseeable disruption, Scenario planning is only financial, Contingency planning guarantees the event will not occur, They are identical, Which condition is most likely to support successful strategic implementation?, A refusal to revise the plan, No communication until the change is complete, Ignoring organisational culture, Adequate resources, supportive leadership and clear responsibilities, A strategy increases projected profit but creates serious environmental damage and employee resistance. What is the strongest judgement?, Choose it because profit is the only objective, Evaluate stakeholder effects, strategic fit, mitigation and long-term risk before deciding, Reject it automatically, Ignore qualitative evidence

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