Which of the following is the best example of a well-stated strategic objective

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Which if the following is the best example of a well stated strategic objective?
What is a well stated strategic objective?
What are the strategic approach objectives?
Which of the following is not a strategic objective?

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Question	Answer
In crafting a strategy, management is in effect saying	This is who we are and where we are going.
The heart and soul of any company's strategy is the actions and moves in the marketplace that managers are taking to	Gain a competive edge over rivals.
A company's strategy is a "work in progress" and evolves over time because of	Changing circumstances and ongoing managment effort to improve strategy.
Which of the following statements about a company's strategy is true?	Competive moves and business approaches that managers employ to attract and please customer, compete successfully, capitalize on opportunities to grow the business,respond to changing market condition, and conduct operations.
A company's strategy can be considered "ethical"	A strategy must entail actions that can pass moral scru
A company's business model	Set forth how its stratergy and operating approaches will create value for customers while at the same time generating sample revenues to cover cost and realize a profit.
A winning strategy is one that	fits the company's internal and external situations, helps build sustainable competitive advantage, and improves company performance
The most trustworthy signs of a well-managed company are	Good straergy and Good straergy execution.
Which one of the following is not one of the five basic tasks of the strategy-making, strategy-executing process?	Corrective Adjustment
A company's strategic vision concerns	Describe
Which of the following are characteristics of an effectively-worded strategic vision statement?	Graphic, directional and focused
A company's mission statement addresses which of the following questions?	Who we are, what we do, and why we are here.
The distinction between a company mission statement and a strategic vision is that	Strategic Vision set forth a company's future direction("where we are going"), Mission statement describes itspresent business scope and purpose,(who we are, what we do, and why we are here").
Which of the following is the best example of a well-stated financial objective?	Increase earning per share 15% annually.
A company exhibits strategic intent when	it relentlessly pursues an ambitious strategic objective and concentrates its full resources and competitive actions on achieving that objective.
Strategy-making is	An collaborative group effort that involves managers and key employees, Not only high level executives.
In a diversified company, the strategy-making hierarchy consists of	Corporate stratergy, Business Stratergy, Funtional are strategies within each business and operating strategies ithin each business.
Which one of the following is not part of a company's macroenvironment?	The company's resource strengths, resource weaknesses and competitive capabilities
Which one of the following is not part of the five-forces model of competition?	Building competition in three steps: (1) identifying the specific competitive pressures associated with each of the five competitive forces; (2) evaluating how strong the pressures comprising each competitive force are; and (3) determining whether the col
Factors that cause the rivalry among competing sellers to be weak include	high buyer costs to switch brands, rapid growth in buyer demand, and so many industry rivals that any one company's actions have little impact on rivals' business.
Potential entrants are more likely to be deterred from actually entering an industry when	incumbent firms have previously been aggressive in defending their market positions against entry.
The competitive pressures from substitute products tend to be stronger when	Good subs are readily available, subs are attractiely priced, better performance, buyers have low cost in switching, growing buyers for subs.
Whether buyers are able to exert strong competitive pressures on industry members depends on	Buyers have low cost in switching to competing brands, buyers demand is weak or decline,large volume purchases, quantity and quality of information availble to buyers improves, some buyers become the compitition.
A competitive environment is conducive to industry members earning attractive profits when	Both suppliers and customers are in weak bargaining positions, there are no good subs, high barriers block further entry
The "driving forces" in an industry	Are major underlying causes of changing industry and competitive conditions and have the biggestinfluences in reshaping the industry landscape and altering competitive conditions.
A strategic group	Is a cluster of industry rivals that have similar competitive approaches and market position.
An industry's key success factors	Can be determined from an anaylis of an industry's dominant econmic characteristics, what competition is like, the impacts of the driving forces, the comparitive market positions of industry member and the likely next moves of industry rivals.
Which of the following is not one of the five questions that comprise the task of evaluating a company's resources and ability to compete successfully?	How well ia a firm's present strategy working?
A simple and powerful tool for evaluating the competitive power of a company's resources and capabilities is widely known as	SWOT
The difference between a company competence and a core competence is that	Company competence is performing an activity when, over time, it gains the experiences and know-how to perform an activity consistently. Core competence and activity that a companyperforms quite well.
A company resource weakness, or competitive deficiency,	Something that a company lacks or does porly in comparison to others or a condition that uts it at a disadvantage in the marketplace.
Which of the following best describes the market opportunities that tend to be most relevant to a particular company?	New legislation, slowdown in the market.
Which of the following is not an example of an external threat to a company's future profitability?	Having a weaker brand image than rivals and a smaller network of retailer dealers than rivals
The two most important parts of SWOT analysis are	Identifying the company's resource strengths and identifying the company's best market opportunities
The three steps of SWOT analysis are	Indentifyin the company's resource strengths and weakness and its oppurtunites and threats
A company's value chain identifies	the primary activities it performs that create customer value and the related support activites.
Benchmarking involves	Comparing how diffrent companies perform various value chain activities and then making cross-company comparisons of the cost of these activities.
Strategic objectives	relate to target outcomes that indicate a company is strengthening its market standing, competitive vitality, and future business prospects.
A company's values or core values concern	Beliefs, traits, and behavorial norms that company personnel are expected to display in conducting the company's business and pursuing its strategic vision and mission
The managerial purpose of setting objectives is to	Convert the strategic vision and mission into specificperformance targets.

Which if the following is the best example of a well stated strategic objective?

Which of the following is the best example of a well-stated strategic objective? Overtake key competitors on product performance or quality within three years. Correct.

What is a well stated strategic objective?

Strategic objectives are high-level goals outlining what an organization wants to achieve, with a clearly stated deadline. Strategic objectives populate your plan's Focus Areas and are very specific. Each strategic objective contributes to at least one strategic Focus Area and, once completed, is replaced by another.

What are the strategic approach objectives?

What is a strategic objective? Strategic objectives are purpose statements that help create an overall vision and set goals and measurable steps for an organization to help achieve the desired outcome. A strategic objective is most effective when it is quantifiable either by statistical results or observable data.