20 multiple choice questions and wants a justification

20 multiple choice questions and wants a justification

Pronunciation work for them monasteries
groups
(Groups with number ending in 1, 3, 5, 7, 9)
Case 1
THE Farra she is a Greek company retail _ _ clothes and accessories p u was founded in 1985 _ _
_ Adamantios Ortidis _ and Margaret Night. THE Farra is a from _ _ the older ones fashion
retailers _ _ _ to world , with more _ _ _ from 100 stores _ _ _ _ in 56 countries . THE Farra is
known for the ” quick ” approach of fashion , where _ means _ _ whatever it is to to plan , to
produce and to distributed _ _ New Products _ at stores _ _ her in few weeks _ _ and no in months
. _ This allows _ _ _ _ at Farra to responds _ _ quickly to changing preferences _ _ _ _ _ _ of
customers _ and at trends her purchase and to offer a wide variety of products _ _ readily
available _ what m es . THE strategy fast fashion _ her Farra is based on in four basically details :
• A central procedure design _ _ and production , whichever _ _ _ _ _ team of more than
200 designers creates _ _ _ _ new ones collections with e base the comments of
customers , the _ sales data _ _ _ and them trends of fashion . _
• A flexible and effective _ _ _ _ chain supply , where _ _ _ _ the Farra is getting ready _
most _ _ materials her and manufactures most _ _ from _ _ products _ _ her in Euro p h ,
close at centrally her offices in Hellas . That cuts me down the transportation costs _ and
their delivery times _ and allows _ _ _ _ at Farra to adapt _ _ _ the in production areas _
_ _ _ depending on _ the demand .
• One frugal system _ _ of stocks , where _ _ _ _ _ the Farra maintains come to me e p i p
eda of stocks _ _ _ at warehouses _ _ and the stores _ _ her and the it pays _ often in
small batches _ _ _ new products . _ That cuts me down the cost and their risks of stock
_ _ _ and increases the freshness and the family _ of the products .
• A customer – centric marketing approach , where _ _ _ the Farra is based on mainly at
showcases of stores _ _ her and at hearsay from _ _ in m a in in m a for promotion _ _ of
the products of , for in the traditional advertising . _ _ This economical _ _ m arketing
costs and strengthens her image her Farra as m modern and an exclusive brand . _ _
THE strategy fast fashion _ her Farra her gave the ability to achieve _ _ high e p i p eda profitability
and by chance _ and to compete with e good luck _ others fashion retailers , as _ _ _ _ _ the I&N,
the Cap and the Doubleqlo . However _ _ _ Farra against me wins _ _ also _ _ some challenges _
_ _ and risks , such as : _
• THE increased pressure _ _ _ a p o p environmental and social activists , the who _ _ they
judge _ the Farra for him negative impact _ _ her to the environment and the rights _ _
of of workers , due to her high resource consumption , production _ _ _ of waste _ and of
low wages _ _ _ and conditions work .
• THE increasing by one competition _ _ from _ _ online retailers , as _ _ _ _ the Azamon ,
Osas and Hooboo , they offer _ ha m bigger prices , faster delivery _ _ _ and a greater
variety of products _ and they are to worthy of them given m one and technology for to
understand better and to therefore serve _ the customers _ them .
•
The changed preferences _ _ _ _ _ _ and expectations _ of customers , the _ who _ _ they
ask for more _ personal , sustainable _ _ _ _ _ _ and ethical products _ and they have
greater access _ in information _ and alternatives solutions , please in the media social
networking and the platforms _ _ _ electronic e b limit .
For to face up _ _ _ they the challenges _ and their risks , h Farra has to _ _ to innovation with
me and to adapt _ _ _ constantly the strategy her for fast fashion _ and to equilibrium point _ her
efficiency _ _ _ _ and her speed of m e the quality _ and her liability _ _ of . THE Farra has to _ _
also _ _ to worthy of praise them basic her abilities and competitive advantages , as _ _ _ _ _
them possibilities design _ _ and of production , the flexibility her logistics chain and faith _ _ of
customers _ and her recognition her with a brand name _ of .
Questions
1. Which of the following best describes the management function Farra performs when
designing new collections based on customer feedback, sales data, and fashion trends?
[Α] Programming
[Β] Organization
[Γ] Leadership
[Δ] Control
[Ε] E) None of the above
Farra performs when it sources most of its materials and manufactures most of its products in
Europe, near its headquarters in Greece?
[Α] Programming
[Β] Organization
[Γ] Leadership
[Δ] Control
[Ε] None of the above
3. Which of the following describes the competitive advantage Farra pursues when it relies
primarily on its storefronts and word-of-mouth to promote its products rather than traditional
advertising?
[Α] Innovation
[Β] Quality
[Γ] Sustainability
[Δ] Cost
[Ε] Speed
Farra ‘s 1000+ stores belong ?
[Α] Top level managers
[Β] Middle level manager
[Γ] Front line executives
[Δ] Employees with broad responsibilities and widespread acceptance by their colleagues
[Ε] None of the above
5. Which of the following best describes the capability Farra needs to develop to better
understand and serve her customers, who demand more personalized, sustainable, and ethical
products?
[Α] Technical skills
[Β] Social skills
[Γ] Conceptualizing skills
[Δ] Analytical skills
[Ε] None of the above
Case 2
Green _ Tea Inc. is a company that produces and sells organic green tea products in Europe. The
company was founded in 2019 by two young entrepreneurs who wanted to promote the health
benefits of green tea and environmental sustainability. The company sources its tea leaves from
certified organic farms in China and Japan and processes them in a state-of-the-art facility in
Greece. The company sells its products through its own online platform, as well as through
selected retailers and distributors in various European countries.
The company has grown steadily since its inception and has acquired a loyal customer base and
a strong brand reputation. However, the company also faces several challenges and
opportunities in its external environment, which affect its strategic decisions and performance.
The company’s management team wants to conduct a comprehensive analysis of its macro environment and competitive environment, using the PEST-DG and Porter ‘s five forces models ,
respectively. The management team hopes to identify key factors and trends affecting the
company’s industry and market and formulate effective strategies to achieve its goals and
objectives.
Questions
6. Which of the following is an example of a political factor affecting Green Tea Inc.
[Α] Trade agreements and tariffs between the European Union and China
[Β] Consumer preferences and trends for organic and healthy products
[Γ] Technological innovations and developments in the tea industry
[Δ] Demographic changes and population growth in Europe
7. Which of the following is an example of a social factor that affects Green Tea Inc.
[Α] The company’s environmental awareness and sustainability practices
[Β] Legal regulations and standards for organic products and food
[Γ] The cultural values and beliefs of customers and stakeholders
[Δ] Economic conditions and market fluctuations
8. Which of the following is an example of an entrant threat to Green? Tea Inc.
[Α] The high capital and operating costs required to enter the tea industry
[Β] The low switching cost cost ) and the high availability of substitutes for tea products
[Γ] The high bargaining power and low loyalty of customers and tea distributors
[Δ] Low barriers and high incentives for new businesses to enter the tea industry
9. Which of the following is an example of a threat of substitute products or services for Green
Tea Inc.
[Α] The appearance and popularity of other organic and healthy drinks such as coffee, juice
or water
[Β] The differentiation and innovation of other tea products such as black, white or herbal
tea
[Γ] The price of other tea products, such as conventional, non-organic or low quality tea
[Δ] All the above
10. How can Green Tea Inc. compare and contrast PEST-DG models and Porter ‘s five forces
models ;
[Α] Using the PEST-DG model to analyze the macro environment and Porter ‘s five forces
model to analyze the competitive environment
[Β] Porter ‘s five forces model to identify strengths and weaknesses
[Γ] Using the PEST-DG model to assess the external environment and Porter ‘s five forces
model to assess the internal environment
[Δ] With all of the above
Case 3
DEO Inc. _ is a leading manufacturer of consumer electronic products, such as smartphones ,
tablets , laptops and smartwatches . The company has a strong brand image, a loyal customer
base and an innovative product portfolio. However, the company faces increasing competition
from other players in the market such as Z a nz ung , J ua v ei , Orange and Z iao n i. The company’s
market share and profitability decline, and the company must review its corporate and
competitive (business) strategy to regain its competitive advantage.
The company’s CEO has hired you as a consultant to advise him on the best strategy for the
company. You have thoroughly analyzed the company’s internal and external environment and
identified the following strategic options:
– The company may acquire or merge with its suppliers or distributors, such as microchip
manufacturers , component manufacturers or retail chains. This would allow the company to
control more of the value chain, reduce costs, improve quality and increase its bargaining power.
– The company may enter new markets or segments related to its existing products, such as smart
home devices, wearable fitness trackers, or cloud computing services. This will allow the
company to leverage its core competencies, expand its customer base and create synergies.
– The company may enter new markets or segments unrelated to its existing products, such as
cosmetics, automobiles, or entertainment. This will allow the company to diversify risk, take
advantage of new opportunities and generate cash flow.
– The company can acquire or merge with its competitors. This would allow the company to
increase its market share, eliminate competition, achieve economies of scale and enhance
innovation.
– The company can focus on its existing products and markets and improve its performance by
investing more in research and development, marketing, customer service and quality. This will
allow the company to strengthen its competitive advantage, increase its customer loyalty and
maintain its profitability.
Questions
11.
What would be the main advantage for DEO Inc. if it followed a strategy of vertical
integration?
[Α] It would allow the company to enter new markets and segments related to its existing
products.
[Β] It would allow the company to diversify risk and take advantage of new opportunities
unrelated to its existing products.
[Γ] It would allow the company to increase its market share and eliminate rivalry with its
competitors.
[Δ] It would allow the company to control more of the value chain and reduce costs, improve
quality and increase its bargaining power.
12.
What is the main reason for unrelated group diversification for DEO Inc.
[Α] To diversify risk and take advantage of new opportunities unrelated to its existing
products.
[Β] To control more of the value chain and reduce costs, improve quality and increase its
bargaining power.
[Γ] To enter new markets and segments related to its existing products.
[Δ] To increase its market share and eliminate competition with its competitors.
13.
Which of the following is an example of a cost leadership strategy in the consumer
electronics industry?
[Α] Offering high quality products with high quality features and design and charging a high
price.
[Β] Offer standard products with basic features and functionality and charge a low price.
[Γ] Offering customized products with unique features and benefits and targeting a niche
market.
[Δ] Offering innovative products with new features and capabilities, and building a loyal
customer base.
14.
Which of the following is a potential risk in case the DEO Inc. _ did correlated
differentiation follow?
[Α] It may face regulatory and legal hurdles and potential backlash from customers and
stakeholders.
[Β] It can dilute its core competencies and brand identity by entering too many unrelated
markets or segments.
[Γ] It can lose its competitive advantage and customer loyalty by focusing too much on its
existing products and markets.
[Δ] It may face difficulties in integrating and coordinating the different businesses and
markets in which it operates.
15.
Which of the following is a possible way to overcome the difficulties of a strategy of
horizontal integration for DEO Inc. ?
[Α] It may divest or spin off some of its businesses or products to avoid being seen as a
monopoly or threat.
[Β] It can invest more in research and development, marketing, customer service and quality
to maintain its performance and profitability.
[Γ] It can cooperate and collaborate with its competitors to share resources, capabilities and
risks and create value for customers.
[Δ] It can adopt a flexible and adaptive organizational structure and culture to facilitate the
integration and innovation of the merged entities.
Case 4
Xanthi has spent the last year traveling to different businesses on behalf of her company. He
visited factories in Mexico and Thailand , a financial enterprise in Singapore, a pearl company in
Japan and many other places. Now she has collected her thoughts regarding the various places
she visited.
16. In Mexico and Japan Xanthi noticed that it was easy to get people to work together for the
good of the team. How would you describe this feature?
[Α] Collectivity
[Β] Individualism
[Γ] Humanism
[Δ] Self confidence
[Ε] Uncertainty avoidance
17. In Venezuela, Xanthi found that people usually showed great respect to their superiors. When
meeting someone above them, Xanthi noticed that the local managers exhibited extremely
servile behavior. What rating would you give to this feature?
[Α] Future orientation
[Β] Great uncertainty avoidance
[Γ] Short power distance
[Δ] Long power distance
[Ε] Individualism
18. In Denmark, Xanthi met people who admired Americans’ ability to be so “bold” and flexible
about making decisions about the future, while Danes are rule-based when faced with
uncertainty. What characterization would you give to this characteristic of Americans?
[Α] Little uncertainty avoidance
[Β] Great uncertainty avoidance
[Γ] Long power distance
[Δ] Individualism
[Ε] Masculinity
19. In Greece Xanthi visited a pharmaceutical company. He found the managers to be
sympathetic but not at all shy. If they believed they were right they usually became aggressive
and got into confrontations. What rating would you give to this feature?
[Α] Great uncertainty avoidance
[Β] Self confidence
[Γ] Future orientation
[Δ] Little uncertainty avoidance
[Ε] Sense of honor
20. In a multicultural group, what is a potential advantage of diversity?
[Α] Reduced possibility of conflicts and disagreements.
[Β] Enhanced creativity and innovation due to different perspectives.
[Γ] Faster decision-making processes.
[Δ] Stronger alignment with a single cultural perspective.