1. Which is not in of five elements of strong execution? A.

Everyone has a good idea of the decisions and actions for which he or she is responsible B. Once made, decisions are rarely second-guessed C. Mapping improvements to the building blocks: some sample tactics D. Important information about competitive environment gets to

headquarters quickly

2. Which is not one of seven rules that apply to planning and execution? A. Keep it smile, make it concrete B. Debate assumptions, not forecasts C. A lot of value is lost in translation 3. D. Discuss resource deployment early 4. What is the core value? A. Is an organizations most fundamental reason for being. B. Is the essential and enduring tenet of an organization. C. is a clearly articulated goal that is reachable within 10 to 30 year D. define what we stand for and what we exist

5. What are the components to articulate a vision? A. Core value and core purpose B. Core value and vivid description C. Core ideology and envisioned future D. Core ideology and vivid description

6. What are four processes to manage strategy?

A. Translating the vision, communicating and linking, business planning, feedback and learning B. Translating the vision, communicating and linking, setting goals, feedback and learning C. Setting goals, setting targets, business planning, feedback and learning D. Translating the vision, communicating and linking, gaining consensus, feedback and learning 7. List some perspectives in translating vision and strategy? A. Financial, customer, setting goals B. Financial, customer, internal business process C. Financial, customer, internal business process, learning and growing D. Financial, customer, internal business process, setting goals

8. According to Johnson, Christensen and Kagermann, which elements are included in a business model? A. B. C. Mission, vision, objectives, and goals Mission, vision, customer value proposition Customers processes D. Key resources and processes, customer value proposition, goals value proposition, profit formula, key resources and

9. The most important attribute of a customer value proposition is: A. B. C. D. Precision High effectiveness How to conduct it Customers needs.

10.For new entrants who want to run business in new industry which is barrier to entry: A. B. C. D. E. benefits of scale Customer switching costs. Capital requirements. Restrictive government policy. All of them are correct.

11.According to Michael Porter, which is NOT force that shape strategy A. Government. B. The threat of new entrant. C. Rivalry among existing competitors. D. The threat of substitutes. E. The bargaining power of suppliers and buyers.

12.Which of following is a defining attribute of an effective strategic principle: A. It test the strategic soundness of a particular action B. It should be long and very detailed C. It makes the financial situation of a company more perfect D. It allows employees to operate and experiment freely

13. Which of following is the strategic principle of General Electric: A. Be direct B. Focus on trading communities C. Be number one or number two in every industry in which we compete, or get out

D. Be number one or number two in every industry in which we compete, or get out

14.What is the R in RAPID Decision Model A. Repeat B. Review C. Retry D. Recommend 15.Which of following is one of the bottlenecks of decision making? A. Global versus local decision making B. American style versus Chinese style C. Apple versus Samsung D. Big company versus small company

16. Which of the following sentences best summarizes the differences between the red and blue oceans strategies? A. Red oceans are about avoiding head-to-head competition while blue oceans are about rivals fighting over a shrinking profit pool. B. Red oceans denote an environment where products are not yet well defined while blue oceans refer to the frequently accessed marketplaces where the products are well-defined, competitors are known and competition is based on price, product quality and service. C. Blue oceans are an old paradigm that represents all the industries in existence today while red oceans are those where companies beat competition by focusing on developing compelling value innovations that create uncontested market space.

D. In the red oceans, industry boundaries are defined and accepted and the competitive rules of the game are known. Blue oceans are occasionally created well beyond existing industry boundaries.

17. According to the ______________________, it can be concluded that firms have a competitive advantage in a market if they offer products of a higher perceived value to the customers and lower relative costs than competing firms. A. red ocean strategy B. competitive triangle C. analysis of national competitiveness D. blue ocean strategy 18. According to Porters diamond, the characteristics of the ___________ play a central role in explaining the international competitiveness of the firm A. Customers B. Product offers C. New market entrants D. Home base

19. What is OE (operational effective) ? A: The implementation of similar activities better than rivals have done. It allows companies to make better use of raw materials used. B: It is to produce more products in the same time than the competition.

C: Is the implementation of effective marketing. D: As workforce management effectiveness. 20. Sustainable competitive advantages include the following features, except: A. Unique competitive position for the company. B. Activities consistent with strategy. C. There is an obvious compromise choice for competitors. D. Sustainability is part of the performance for a call to think about the revolution, managers chasing all new technology for its own sake 20. What is Strategy?

21.Which of the following sources are not used to determine the strategic position: A. Positioning based on diverse economic sense when a company can produce the best product or service specific use of special operations. B. A basis for positioning is to serve most or all of the needs of a specific group of customers. C. Cornerstone used to locate customer segments based on how the customer is accessed by many different ways. D. Locate strategy by sorting products by price, does not depend on the customer