Game Theory and Coordination Costs
Example Quiz Questions
Quiz 1 1. The five questions (5Qs) of business strategy do NOT include:
a. What products and services does the company plan to produce?
c. What generic strategy must the company avoid in a differentiated market?
d. What position in the industry does the company plan to hold in the future? 2. The function(s) of key stakeholders is/are to:
a. constitute the effective corporate governance of the company
b. influence the major decisions the company will make
c. determine the current and future strategy of the company
d. all of the above 3. In carrying out a competitive positioning analysis of an industry it is important to:
a. find groups of competitors that use the same approach
b. find groups of competitors that use different approaches
d. use correlated axes 4. In an industry analysis in the public sector it is NOT relevant to ask:
a. How does this influence group affect our organisation?
c. When will we feel the affect of this influence group on our organisation?
d. What gives this influence group power to affect our organisation?
Quiz 2 5. Hubbard and Beamish do NOT suggest getting competitor intelligence by:
a. talking to customers and competitors’ customers
b. visiting competitors’ premises and going through their rubbish for confidential documents c. ‘reverse engineering’ a competitor’s product or service
d. talking to people employed in the industry 6. ___ is the extent to which the organisation can use the capabilities that it already has in other businesses.
a. economies of scale
b. economies of scope
d. None of the above 7. Strategic capabilities:
a. create competitive advantage
c. are possessed by every firm in the industry
d. are easy to imitate or replicate 8. The golden rule of corporate strategy can be expressed as:
a. Value (A + B) < Value (A) + Value (B) + Coordination Costs (A + B)
b. Value (A + B) > Value (A) + Value (B) + Coordination Costs (A + B)
Quiz 1 1. The five questions (5Qs) of business strategy do NOT include:
a. What products and services does the company plan to produce?
c. What generic strategy must the company avoid in a differentiated market?
d. What position in the industry does the company plan to hold in the future? 2. The function(s) of key stakeholders is/are to:
a. constitute the effective corporate governance of the company
b. influence the major decisions the company will make
c. determine the current and future strategy of the company
d. all of the above 3. In carrying out a competitive positioning analysis of an industry it is important to:
a. find groups of competitors that use the same approach
b. find groups of competitors that use different approaches
d. use correlated axes 4. In an industry analysis in the public sector it is NOT relevant to ask:
a. How does this influence group affect our organisation?
c. When will we feel the affect of this influence group on our organisation?
d. What gives this influence group power to affect our organisation?
Quiz 2 5. Hubbard and Beamish do NOT suggest getting competitor intelligence by:
a. talking to customers and competitors’ customers
b. visiting competitors’ premises and going through their rubbish for confidential documents c. ‘reverse engineering’ a competitor’s product or service
d. talking to people employed in the industry 6. ___ is the extent to which the organisation can use the capabilities that it already has in other businesses.
a. economies of scale
b. economies of scope
d. None of the above 7. Strategic capabilities:
a. create competitive advantage
c. are possessed by every firm in the industry
d. are easy to imitate or replicate 8. The golden rule of corporate strategy can be expressed as:
a. Value (A + B) < Value (A) + Value (B) + Coordination Costs (A + B)
b. Value (A + B) > Value (A) + Value (B) + Coordination Costs (A + B)