Time allowed: 30 minutes
Strategy
1. How do mainstream customers perceive a (technology-based) disruptive innovation compared to mainstream existing products/services?
a) Not interesting because it does not meet their needs
b) Very interesting because it is cheaper
c) Very interesting because it is a real newness
2. What does ambidexterity refer to?
a) The separation of emerging businesses from the existing ones in the organization
b) Creation of an R&D unit dedicated to develop technologies and solutions for new businesses
c) Dedicate a new plant to the production of new products
3. A Blue Ocean Strategy is based on:
a) The search of one or more profitable segments of customers within existing markets not yet properly targeted by incumbents
b) The search for target customers different from those currently addressed by incumbents in a given segment
c) The search for new market segments not yet targeted by incumbents, because in a stage of development close to early emergence.
4. A source of differentiation advantage for a certain company can be:
a) A distribution method for reaching the final customer
b) The presence of a unique product feature, even if not perceived by the final customer
c) A premium price on the products of competitors
5. In a multidomestic model of international expansion
a) The relevance of local responsiveness is greater than the need of integrating common activities at global level
b) The relevance of local responsiveness is greater than the need for duplicating activities in each country
c) The relevance of local responsiveness is at its highest due to the strength of local competitors
6. What does a company Vision define?
a) The products/services that the company produces and the customers it serves
b) The ultimate reason for being of the company
c) The ultimate aspirations of the company
7. Porter’s 5 forces are:
a) Number of existing competitors, number of young companies in the market, number of substitute products, level of concentration of suppliers, level of concentration of buyers
b) Intensity of internal rivalry, number of new entrants, threat of substitution, concentration of suppliers, concentration of buyers
c) Intensity of internal rivalry, entry barriers, indirect competition, bargaining power of suppliers, bargaining power of buyers
8. In strategy roadmapping, strategic alternatives are assessed against the following conditions:
a) The expected market growth and the expected profit margin of each alternative
b) The expected economic impact and the expected implementation problems of each alternative
c) The expected revenues and the expected costs of each alternative
9. Which is the typical advantage of platform based businesses compared to traditional businesses:
a) A stronger focus on few differentiation advantages
b) An easier access to complementary assets
c) Lower costs thanks to the reduction of fixed costs
10. Which of the following statements related to the Resource Based View is correct:
a) Competitive advantages depend primarily on the availability of intangible resources that are rare and not easily imitable
b) Competitive advantages depend primarily on the availability of tangible resources that are valuable, rare and not easy to imitate or substitute
c) Competitive advantages depend on the availability of resources, both tangible and intenglible, as long as they are valuable, rare, not imitable or substitutable
STARTUPS AND ENTREPRENEURIAL STRATEGY
11. Which of the following alternatives represents the type of data that can be used in a business plan for a startup company?
a) Market Data
b) Historical Data
c) Results of Lean startup tests
d) All the options above
12. What has to be included in the “Cost Structure” building block of the Business Model Canvas
a) All the costs sustained by the company
b) The amount of costs by single item
c) The cost positions of the company which are the direct result of the business model
13. Which one of the following statements about the Strategic Business Unit (SBU) is RIGHT:
a) A SBU must focus on a specific market and be responsible of its economic performance
b) A SBU must have distinct and divergent objectives compared to those of the company
c) A SBU must have clearly defined suppliers and customers across the value chain
14. Organizational capabilities are defined as:
a) Any resource, activity or process that creates distinctive value for the customers
b) The firm’s capacity to deploy tangible, intangible and human resources for a desired end result
c) The combination of tangible, intangible and human resources owned by a company
15. Which of the following options is not one exit strategy for a startup company?
a) Trade sale
b) IPO
c) Write-off
d) None of the options above
MARKETING
16. Which of the following is NOT a benefit of segmentation:
a) Effective design of the marketing levers
b) Greater focus of company resources and professionals
c) Fragmentation of distribution costs
d) Reduction of risk
17. Which of the following is a competitor-based pricing?
a) Perceived value pricing
b) Going-rate pricing
c) Target return pricing
d) Dynamic pricing
18. Which of the following does not represent a key role in the purchasing process in B2C markets?
a) The influencer
b) The decider
c) The initiatior
d) The moderator
19. For positioning purposes, which advantage the value curve may have comparatively to the perception map?
a) It can display both emotional and functional attributes
b) It can account for more than two attributes
c) You can include competitors into the analysis
d) It displays the relative positioning
20. What is a branded house?
a) A single identity that encompasses all products
b) A strong brand at a level under the master brand
c) Independent brand, which is overtly endorsed by a master brand
d) Multiple strong brands housed in a weak or unknown corporate entity
Answer
- A
- A
- B
- A
- A
- C
- C
- B
- D
- C
- D
- C
- A
- B
- C
- C
- B
- D
- B
- A
