The task of crafting a company's strategy is typically a job for the company's whole management team, not just a small group of senior executives. True or false? Explain and support your answer.
What will be an ideal response?
True. The more a company's operations cut across different products, industries, and geographic areas, the more that headquarters executives have little option but to delegate considerable strategy-making authority to down-the-line managers in charge of particular subsidiaries, divisions, product lines, geographic sales offices, distribution centers, and plants. On-the-scene managers who oversee specific operating units can be reliably counted on to have more detailed command of the strategic issues and choices for the particular operating unit under their supervision-knowing the prevailing market and competitive conditions, customer requirements and expectations, and all the other relevant aspects affecting the several strategic options available. Managers with day-to-day familiarity of, and authority over, a specific operating unit thus have a big edge over headquarters executives in making wise strategic choices for their operating unit. The result is that, in most of today's companies, crafting and executing strategy is a collaborative team effort in which every company manager plays a strategy-making role-ranging from minor to major-for the area he or she heads.
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Which of the following classifications of marketing research involves going below the surface to identify the true underlying problem that the marketing manager is facing?
A) problem-solving B) problem-manipulation C) problem-correction D) problem-identification E) problem exception
Under the perpetual inventory system, in addition to making the entry to record a sale, a company would
a. record an increase in inventory corresponding to the amount of the sale. b. record a decrease in inventory and an increase in cost of goods sold for the cost of the merchandise sold. c. record an increase in inventory corresponding to the cost of the inventory. d. make no additional entry until the end of the period.
With the exception of internally developed software costs, U.S. GAAP requires that the firm expense both research and development expenditures as incurred
Indicate whether the statement is true or false
Which of the following statements is not true?
A. A balanced scorecard is an integrated set of performance targets, both financial and nonfinancial, that are derived from an organization's strategies about how to achieve its goals. B. Total quality management (TQM) seeks to continuously improve the government's ability to meet or exceed demands from customers who might be external, such as taxpayers and service recipients, or internal, such as the customers of an internal service fund. C. Customer relationship management (CRM) systems create an integrated view of a customer to coordinate services from all channels of the organization with the intent to improve the long-term relationship the organization has with its customer. D. Service efforts and accomplishments (SEA) reporting links customer (taxpayer and other resource provider) satisfaction to improvements in the operating systems and processes used to provide goods and services.