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In the AFI strategy framework, strategy analysis primarily involves


A) evaluating the effects of internal resources and core competencies on a firm's potential to gain and sustain a competitive advantage.
B) designing a business, corporate, and global strategy to gain and sustain a competitive advantage.
C) organizing a firm in order to effectively put the formulated strategy into practice.
D) deciding the type of corporate governance that would be most effective in the implementation of a strategy.

E) None of the above
F) C) and D)

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For a firm that operates in an industry where competition is high, which of the following practices will result in inferior performance?


A) choosing a distinct but different strategic position in the industry
B) working toward increasing the difference between value creation and cost
C) trying to be everything to everybody by combining different competitive strategies
D) focusing on creating value for customers rather than destroying rivals

E) B) and C)
F) A) and D)

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When do employees fail to adopt the organizational values of a firm?


A) when the internal stakeholders of the firm are involved in designing the values
B) when the top managers in the firm are merely paying lip service to the firm's stated values
C) when the strategic leaders in the firm propagate and exhibit the same values
D) when the organizational structure, such as its strategic decision making, is aligned with its values

E) A) and B)
F) All of the above

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Describe the three broad tasks of the AFI strategy framework and provide examples of the topics and questions that managers address in relation to each task.

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Student examples will vary. A sample ans...

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Which of the following is a customer-oriented vision?


A) to be the most progressive insurance company
B) to be the best automobile company in the world
C) to enable businesses to improve their employee communications
D) to manufacture innovative products through continuous learning

E) None of the above
F) All of the above

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How do strong ethical values benefit a firm?


A) They lay the groundwork for a quick increase of profits and short-term success.
B) They serve as the guardrails put in place to keep the company on track when pursuing its mission.
C) They provide strong public relations, which can either benefit or hinder competitive advantage.
D) They emphasize benefiting stakeholders by significantly increasing profit.

E) All of the above
F) A) and B)

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Questions asked during the strategy analysis stage of the AFI framework include "How does the firm make money?" and "What effects do forces in the external environment have on the firm's potential to gain and sustain a competitive advantage?"

A) True
B) False

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What is the relationship between economic contribution and competitive advantage?

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Strategy is about creating superior valu...

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Managers should create two sets of core values, one for employees and one for themselves.

A) True
B) False

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You are the manager in charge of setting the strategy for a new frozen yogurt company. Which of the following questions would be appropriate for you to ask during the analysis phase of the AFI strategy framework?


A) Should we open our first location in Los Angeles or New York City?
B) How have consumer preferences in frozen yogurt flavors changed in the last five years?
C) Should we be competing nationally or internationally?
D) Can we secure relationships with enough organic dairy farmers to meet our commitment to using the healthiest ingredients?

E) A) and B)
F) A) and C)

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Core values provide ethical guidelines for how individual employees will behave.

A) True
B) False

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During an AFI planning session, the managers of the Fukuhara Motorcycle Corporation decided to place various stages of production in different countries in order to implement the strategy of cutting overhead costs. By doing this, what issue did the firm address?


A) philanthropic strategy
B) business ethics
C) corporate governance
D) organizational design

E) None of the above
F) All of the above

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The management of Toshi Manufacturing showed a commitment to ________ by increasing the salary of many female employees to meet its goal of having equal pay for women and men who perform comparable work.


A) scenario planning
B) upper-echelons theory
C) product-oriented vision
D) organizational core values

E) A) and B)
F) B) and C)

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Rapida Inc. and Click Inc. are two companies that have been manufacturing typewriters for almost 30 years. Due to the reduced demand for typewriters today, both companies' average return on invested capital is approximately -5 percent. The current industry average is 2 percent. In this scenario, Rapida Inc. and Click Inc. most likely have


A) competitive advantage over other firms in their industry.
B) competitive parity with each other.
C) strategic alliance with each other.
D) economies of scope instead of economies of scale.

E) A) and B)
F) A) and C)

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If a company wants to gain a competitive advantage in a highly competitive industry, it should ideally


A) execute an integrated cost-leadership and differentiation position.
B) copy the strategies of other firms through competitive benchmarking.
C) provide goods or services similar to its competitors at higher prices.
D) stake out a unique position within the industry.

E) C) and D)
F) None of the above

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Cobalt Sodas has seen its market share erode in recent years, as consumers increasingly turn toward healthier beverage choices such as unsweetened sparkling water. Hoping to rekindle interest in sugary sodas, Cobalt decides to produce a limited run of "throwback" cans using labeling first introduced in the 1980s. What is wrong with this strategy?


A) It fails to face the competitive challenge.
B) It does not involve concrete actions.
C) It lacks strategic commitments.
D) It tries to be everything to everybody.

E) None of the above
F) A) and C)

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Which of the following summarizes the difference between a firm's vision and mission?


A) A vision states what a firm wants to accomplish; a mission states how a firm plans to accomplish this vision.
B) A vision states the ethical values of a firm; a mission states the monetary goals of a firm.
C) A vision states how much a firm wants to earn; a mission states how these earnings will be accomplished.
D) A vision states the management values of a firm; a mission states the values of the other workers.

E) B) and C)
F) B) and D)

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Managers use the AFI strategy framework to


A) help their business achieve and sustain competitive parity.
B) minimize the wealth of their shareholders.
C) help reduce the economic contribution of their business.
D) explain and predict differences in firm performance.

E) A) and B)
F) A) and C)

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Which of the following tasks in the AFI strategy framework involves putting the formulated strategy into practice through organizational structure, culture, and controls?


A) strategy formulation
B) strategy implementation
C) strategy analysis
D) strategy evaluation

E) A) and B)
F) B) and C)

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To be effective, firms need to


A) back up their visions with strategic commitments that are costly and difficult to reverse.
B) increase their strategic flexibility by developing product-oriented vision statements.
C) isolate top managers from the organizational values.
D) pursue visions that are exclusively financial and not aspirational.

E) None of the above
F) C) and D)

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