Q1) Why a company’s strategy is termed as  a game plan management?

Q2) Define Strategy.

Q3) What is company’s business model?

Q4) Why crafting, implementing and executing  a strategy are  top priority managerial  tasks  for two basic  reasons?

Q5) What are five  different tasks  of strategic management?

Q6) Define  strategic vision.

Q7)Difference between  strategic vision and  mission statement

Q8)  Why strategic vision is important?

Q9) What is the purpose  of setting objectives?

Q10) Why company wide  objectives are broken down into specific  targets for each organizational unit?

Q11) How performance of a company  is determined?

Q12) Strategy represents  management’s  answer to such fundamental business questions

Q13) What is strategic plan?

Q14) What are characteristics  of the five tasks process?

Q15) administrative  aspects

Q16) Define fits concepts

Q17) What are three elements of a  strategic vision?

Q18) What is the difference between  fully integrated firm and partially  integrated  firm?

Q19) what do you understand  by narrow or broad  business  definition and mission?

Q20) Why a mission  statement for   functional  departments is outline?

Q21) Define  strategic inflection points.

Q22) Why it is considered  important  to communicate the strategic vision to lower-level  managers and employees?

Q23) Why it is necessary  to keep the  vision statement simple and clear?

Q24) A well conceived  , well stated  strategic vision  pays off in several respects?

Q25) State  certain financial and strategic objectives

Q26) BHAG  stands for ?

Q27)  Why organization needs to establish  both log range and short range  objectives?

Q28) Short range objectives serves as standsteps or  milestones?

Q29) How much  stretch should objective  entail?

Q30)  What are two powerful  advantages of  a top down  process of setting  company wide performance targets first and then insisting that the functional and strategic performance  targets established for business units, division functional departments,  and operating  units  be directly connected  to the achievement  of company objectives?

Q31) Why the task  of crafting  strategy is never ending ?

Q32) Is  strategy making   a task  for senior executives

Q33) Four kinds of   strategies?

Q34)  Crafting   cooperate  strategy  for a diversified  company involves  four kinds of initiatives ?

Q35) What is  the central thrust of business strategy?

Q36) why a good strategy   is well matched to a company’s   external and internal situation?

Q37) What is the difference between powerful  and weak business strategy?

Q38) What are  three facets of crafting  a business  strategy that yields  sustainable competitive  advantage?

Q39)  Distinctive competencies  is related to which aspects ?

Q40)  On  whom lead responsibility  for business  strategy falls?

Q41)  Define  functional  strategy  with example.

Q42) Why managers  of different functional   departments are required  to work closely?

Q43)  Define  operating strategy.

Q44) What are  the factors  that shape a company’s strategy?

Q45)What is macro environment?

Q46) What are economic  characters of industry?

Q47)  Factors  that influence  the tempo   of cross company rivalry?

Q48) What are  different types of entry barriers?

Q49)  What is the  best test  of whether  potential entry is a  strong  or weak competitive  force in the market place?

Q50) How  supplier bargaining power can create competitive  pressure?

Q51) What are  strategic implications of five competitive  forces?

Q52) Discuss  some driving forces?

Q53) What is the  link between driving  forces and strategy?

Q54) Define environmental scanning.

Q55) What is the purpose of environmental  scanning ?

Q56) Define  strategic  gray?

Q57) What are the  key factors  for competitive success?

Q58)  What  is the  role of company  situation analysis?

Q59) How buyers bargaining power can create competitive pressure?

Q60) How supplier bargaining power can create competitive pressure?

Q61)Name four analytical techniques  involve in situation analysis?

Q62) How can  we evaluate  the performance of a company’s  strategy?

Q63)  On what  basic principle swot analysis rest?

Q64) Define strength.

Q65) What are  different forms of strength?

Q66)  Define  company’s  competence.

Q67) Define company’s  competitive capability.

Q68) When company’s  competence becomes  a meaningful  competitive capability?

Q69) Define Core competencies.

Q70) Define distinctive competencies.

Q71) What is the importance  of distinctive competence to strategy making?

Q72) What are signs of  competitive strength and weakness?

Q73) When a company enjoys  competitive advantage?

Q74) What  are five generic  competitive  strategies?

Q75) What is the  purpose of company’s situation analysis?

Q76) Name four different  analytical techniques used for assessing  situation ?

Q77) What are different forms of strength?