Corporate Strategy

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“Corporate Strategy Interview Questions and Answers will guide us now that Corporate strategy refers to the overarching strategy of the diversified firm. Such a corporate strategy answers the questions of "which businesses should we be in?" and "how does being in these businesses create synergy and/or add to the competitive advantage of the corporation as a whole?" So learn more about Corporate Strategy Capability with the help of this Corporate Strategy Interview Questions with Answers guide”



27 Corporate Strategy Questions And Answers

1⟩ What is the purpose of an activity map?

► A) A system to facilitate better time planning

► B) It is used in business process reengineering to show how the different activities of an organization are linked together.

► C) It is used to identify and understand strategic capability by mapping how the different activities of an organization are linked together.

► D) A list of activities undertaken by an organization

C) It is used to identify and understand strategic capability by mapping how the different activities of an organization are linked together

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2⟩ The value chain is composed of primary & support activities. Which answer below provides the correct components for primary activities?

► A) Service, human resource management, marketing & sales, operations and outbound logistics

► B) Marketing & Sales, Operations, Outbound Logistics and Service

► C) Procurement, Firm Infrastructure, Human Resource Management, Technology Development, and Marketing & Sales

► D) Inbound Logistics, Operations, Outbound Logistics, Marketing & Sales, and Service.

D) Inbound Logistics, Operations, Outbound Logistics, Marketing & Sales and Service

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3⟩ Strategic stretch involves?

► A) The fit between the organization and its environment

► B) Creating new opportunities by stretching and exploiting capabilities in new ways

► C) The skills of the senior management

► D) Utilizing all the resources of an organization to their full capacity

B) Creating new opportunities by stretching and exploiting capabilities in new ways

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5⟩ What are core competences?

► A) Resources that critically underpin competitive advantage and others cannot obtain.

► B) Activities and processes needed to meet customers' minimum requirements and therefore to continue to exist.

► C) Key skills required for success in a particular business.

► D) Activities that underpin competitive advantage and are difficult for competitors to imitate or obtain

D) Activities that underpin competitive advantage and are difficult for competitors to imitate or obtain

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6⟩ In the resource-based view of strategy, what type of strategic capabilities are the sources of sustainable competitive advantage?

* A) Unique resources and core competences

* B) Dynamic capabilities

* C) Operational excellence

* D) Strategic capabilities, which are valuable to buyers, rare, robust, and non-substitutable

D) Strategic capabilities, which are valuable to buyers, rare, robust, and non-substitutable

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7⟩ Which types of organizational knowledge are sources of competitive advantage?

* A) Explicit knowledge, which is classified and formalized in a planned and systematic way

* B) Personal knowledge, which is hard to communicate and formalize

* C) Customer databases, market research reports, management reports.

* D) Collective and shared experience accumulated through systems, routines, and activities of sharing across the organization.

D) Collective and shared experience accumulated through systems, routines, and activities of sharing across the organization

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8⟩ Robustness of strategic capabilities is more likely when?

* A) Linkages in the value network are exploited.

* B) Core competences are complex, ambiguous, and dependent on culture/history.

* C) Competences lie with specific individuals.

* D) Core competences lie in separate parts of the organization’s value chain.

A) Linkages in the value network are exploited.

B) Core competences are complex, ambiguous, and dependent on culture/history.

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9⟩ Competitive advantage through linkages between the organization and its value network can be achieved by?

* A) Vertical integration

* B) Adopting common quality standards internally and externally (with suppliers)

* C) Examining supplier specifications, common merchandising, applying quality management principles, or by collaborating with other organizations in the form of strategic alliances or joint ventures.

* D) Outsourcing customer service to India

C) Examining supplier specifications, common merchandising, applying quality management principles or by collaborating with other organizations in the form of strategic alliances or joint ventures

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10⟩ Which of the following drivers determines cost efficiency?

* A) Supply Costs, Experience, Product/Process Design, and Economies of Scale.

* B) Supply Costs & Economies of Scale.

* C) Product/Process Design and Economies of Scale

* D) Experience

A) Supply Costs, Experience, Product/Process Design, and Economies of Scale

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11⟩ Tell me who is your primary customer?

The first imperative and the heart of every successful strategy implementation-is allocating resources to customers. Continuously competing demands for resources from business units, support functions and external partners require a method for judging whether the allocation choices you have made are optimal.

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12⟩ SWOT should be?

* A) A general list of issues under each heading

* B) Focused on key issues and as specific as possible.

* C) Completed when an analysis of the external environment has been conducted.

* D) SWOT analysis is the best strategic management framework for analyzing the competitive positioning of an organization.

B) Focused on key issues and as specific as possible

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13⟩ What are the some key concepts of corporate strategy?

★ Vision could be regarded as the reason for making the trip, and selecting the intended destination.

★ Values influence the choice of path, the direction and speed of travel, and may even affect how you decide on your destination.

★ mission is the path it will travel.

★ Strategy defines the direction and speed it will travel.

★ Policies influence how the journey is made.

★ Tactics may be required if the path is blocked or is rougher than expected.

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14⟩ What are your values in corporate strategy?

Values are the guiding beliefs about how you should operate. Core values reflect what is important to an organisation, and they may well be a factor in how the overall 'vision' is defined. They do not change from time to time and in different situations, and they underpin the culture of the organisation. With corporate social responsibility (CSR) becoming an increasingly important issue in many quarters, more and more firms are taking action to turn their organisation's values into a competitive asset.

Example:

★ Dedication to every client's success.

★ Innovation that matters, for our company and for the world.

★ Trust and personal responsibility in all relationships.

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15⟩ How do you generating creative tension?

To overcome such inertia, you must push people out of their comfort zones and spur them to innovate. I will provide a menu of techniques you can use to generate creative tension to ensure that everyone is thinking and acting like a winning competitor.

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16⟩ What are your strategic boundries?

Every strategy brings with it the risk that an individual's actions will pull the business off course. Here again, it's easy to fail to inoculate the business against this risk. As we will see, the trick is in setting clear boundaries.

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17⟩ Industry/sector benchmarking compares?

* B) Organizational performance between firms/public sector organizations in the same industry or sector

* C) Organizational performance between firms/public sector organizations in different countries

* D) Organizational performance between different divisions of the firm

B) Organizational performance between firms/public sector organizations in the same industry or sector

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18⟩ The purpose of a SWOT analysis is to analyze?

* A) The business environment in which an organization operates

* B) The strategic capability of an organization

* C) The business environment and the strategic capability of an organization relative to its competitors

* D) External and organizational environments

C) The business environment and the strategic capability of an organization relative to its competitors

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20⟩ How much actionable corporate strategy?

Top-performing companies ensure their corporate strategy is both intuitive and realistic. It should be easy to communicate internally and externally and also provide for an approach that can be acted on by all business units at all levels.

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