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[null,{"$f":"CONCATENATE(IF(X3 = \"StructureSpace\", \"j\", \"\"), IF(Y3 = \"StructureSpace\", \"p\", \"\"), IF(Z3 = \"StructureSpace\", \"b\", \"\"), IF(AA3 = \"StructureSpace\", \"o\", \"\"))","v":""},null,null,null,{"$f":"CONCATENATE(IF(X3 = \"SkillsSpace\", \"j\", \"\"), IF(Y3 = \"SkillsSpace\", \"p\", \"\"), IF(Z3 = \"SkillsSpace\", \"b\", \"\"), IF(AA3 = \"SkillsSpace\", \"o\", \"\"))","v":""},null,"Category",null,null,null,"Player 1",null,"Player 2",null,"Player 3",null,"Player 4",null,null,"StyleSpace"]
[null,null,null,null,null,null,null,1,null,null,null,null,null,null,null,null,null,null,null,null,"Blank10",null,null,null,null,null,null,"Next:",{"$f":"MOD(AF15, 10)","v":0},{"$f":"VLOOKUP(AC15, AC4:AF13, 2, FALSE)","v":"Why did Coca Cola and Pepsi Cola both win the 1974 Cola War?\n     A. Competition made the industry shrink.\n     B. Other competitors were not eliminated.\n     C. Both improved their brand image.\n     D. They did not both win the Cola War.  Only Coca Cola won. "},{"$f":"VLOOKUP($AC$15, AC4:AF13, 3, FALSE)","v":"C"},0,null,{"$f":"MOD(AK15, 10)","v":0},{"$f":"VLOOKUP($AH$15, AH4:AK13, 2, FALSE)","v":"Select the answer that best relates to strategy implementation\n     A. Strategy is an event that must happen once a year in order to be successfully implemented.\n     B. Managers always plan before acting\n     C. A company’s strategy unfolds daily based on the actions of employees\n     D. As long as the leaders of the organization come up with a good strategy, the strategy will always be realized even without the understanding and support of managers."},{"$f":"VLOOKUP($AH$15, AH4:AK13, 3, FALSE)","v":"C"},0,null,{"$f":"MOD(AP15, 10)","v":0},{"$f":"VLOOKUP($AM$15, AM4:AP13, 2, FALSE)","v":"Which is not true about implementation?\n     A. Strategy emerges through the actions of managers\n     B. Managers always take time to analyze the strategic consequences of their decisions before acting\n     C. Based on a manager’s actions, the emergent strategy could be different from the planned strategy\n     D. Strategy must be embodied in a manager’s understanding of business and his personal style\n"},{"$f":"VLOOKUP($AM$15, AM4:AP13, 3, FALSE)","v":"B"},0,null,{"$f":"MOD(AU15, 10)","v":0},{"$f":"VLOOKUP($AR$15, AR4:AU13, 2, FALSE)","v":"Which of the following is not a principle from Good to Great?\n     A. The first step in the good to great transformation is getting the right people on the bus\n     B. Compensation is a key factor in motivating people to participate in the transformation\n     C. Good-to-great management teams consist of people who debate vigorously, yet unify behind decisions regardless of parochial interests\n     D. Finding the “right person” has more to do with character traits than with specific knowledge\n"},{"$f":"VLOOKUP($AR$15, AR4:AU13, 3, FALSE)","v":"B"},0]
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[null,{"$f":"CONCATENATE(IF(X3 = \"Blank15\", \"j\", \"\"), IF(Y3 = \"Blank15\", \"p\", \"\"), IF(Z3 = \"Blank15\", \"b\", \"\"), IF(AA3 = \"Blank15\", \"o\", \"\"))","v":""},null,null,null,{"$f":"CONCATENATE(IF(X3 = \"Blank7\", \"j\", \"\"), IF(Y3 = \"Blank7\", \"p\", \"\"), IF(Z3 = \"Blank7\", \"b\", \"\"), IF(AA3 = \"Blank7\", \"o\", \"\"))","v":""},null,3,null,null,null,null,null,null,null,null,null,null,null,null,"Blank12",null,null,null,null,null,null,null,"Systems Space",null,null,null,null,"Style Space",null,null,null,null,"Structure Space"]
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[null,null,null,"Active Player",null,null,null,5,null,null,null,null,null,null,null,null,null,null,null,null,"Blank13",null,null,null,null,null,null,null,0,{"$f":"Questions!E12","v":"Which is not true about Capsim?\n     A. Capsim allows students to put the pieces learned in other courses together\n     B. Capsim teaches students to work together as a team\n     C. Both of the above are true.\n     D. Neither of the above statements is true."},{"$f":"Questions!F12","v":"C"},{"$f":"RAND()","v":0.93133287693725308},null,0,{"$f":"Questions!K11","v":"What is not a characteristic of a disruptive technology?\n     A. Current customers not interested.\n     B. Doesn’t appear profitable now to marketing and finance people.\n     C. Underperforms on current aspects, but does something new better.\n     D. All of the above are characteristics of a disruptive technology. "},{"$f":"Questions!L11","v":"D"},{"$f":"RAND()","v":4.225094413559638E-2},null,0,{"$f":"Questions!Q12","v":"From the Sabena case, we learned that the incident with the dishwashing department helped Eric:\n     A. Set boundaries\n     B. Build relationships\n     C. Accept risks\n     D. Build credibility"},{"$f":"Questions!R12","v":"D"},{"$f":"RAND()","v":0.37686851119901477}]
[null,{"$f":"CONCATENATE(IF(X3 = \"Blank14\", \"j\", \"\"), IF(Y3 = \"Blank14\", \"p\", \"\"), IF(Z3 = \"Blank14\", \"b\", \"\"), IF(AA3 = \"Blank14\", \"o\", \"\"))","v":""},null,1,null,{"$f":"CONCATENATE(IF(X3 = \"Blank8\", \"j\", \"\"), IF(Y3 = \"Blank8\", \"p\", \"\"), IF(Z3 = \"Blank8\", \"b\", \"\"), IF(AA3 = \"Blank8\", \"o\", \"\"))","v":""},null,6,null,null,null,null,null,null,null,null,null,null,null,null,"Blank14",null,null,null,null,null,null,null,1,{"$f":"Questions!E10","v":"Capsim helped to accomplish which of the following course objectives:\n     A. Practice and working out business strategies and implementation plans\n     B. Integration of the knowledge you gained in previous courses and un understanding of what part of that knowledge is useful to general managers\n     C. Development and reinforcement of a general management point of view-the capacity to view the firm from an overall perspective in the context of its environment\n     D. All of the above"},{"$f":"Questions!F10","v":"D"},{"$f":"RAND()","v":0.19837501141284375},null,1,{"$f":"Questions!K10","v":"What is a flaw to the Strategy Canvas/Value Innovation Curve?\n     A. It doesn’t show how to weight each category.\n     B. It is complex and hard to understand.\n     C. Only a few specific industries can use it.\n     D. It requires knowing what suppliers care about. "},{"$f":"Questions!L10","v":"A"},{"$f":"RAND()","v":5.4723105745646317E-2},null,1,{"$f":"Questions!Q3","v":"When studying about Lincoln Electric, we learned that a better measure of financial success is:\n     A. ROA\n     B. ROE\n     C. Gross Margin\n     D. ROI"},{"$f":"Questions!R3","v":"B"},{"$f":"RAND()","v":0.83961468284195984}]
[null,null,null,null,null,null,null,"Final",null,null,null,null,null,null,null,null,null,null,null,null,"Blank15",null,null,null,null,null,null,null,2,{"$f":"Questions!E3","v":"Which strategy is most likely to be successful?\n     A. The Niche Differentiator\n     B. Differentiation with Product Lifecycle Focus\n     C. Broad Cost Leader\n     D. Any strategy can be successful in the simulation"},{"$f":"Questions!F3","v":"D"},{"$f":"RAND()","v":0.60790789710765947},null,2,{"$f":"Questions!K5","v":"Which of the following statements is true about profit pools?\n     A. The pattern of profit concentration in an industry is often very similar to the pattern of revenue concentration.\n     B. Profit pools tend to stay in one place.\n     C. A profit pool can be defined as the total profits earned in an industry at all points along the industry’s value chain.\n     D. A profit pool is the same depth in all segments of the value chain. "},{"$f":"Questions!L5","v":"C"},{"$f":"RAND()","v":0.41327169729653324},null,2,{"$f":"Questions!Q9","v":"From our class discussion on Ethics, one thing we learned was that:\n     A. The only way not to have ethical dilemmas is to become a seminary teacher\n     B. No matter what you do for a living, you will always be faced with ethical dilemmas\n     C. As long as we know what our values are, it will always be easy to make a decision related to an ethical dilemma.\n     D. You will never face an ethical dilemma if you keep the commandments"},{"$f":"Questions!R9","v":"B"},{"$f":"RAND()","v":0.98272384897745901}]
[null,null,null,"Number of Players",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"StructureSpace",null,null,null,null,null,null,null,3,{"$f":"Questions!E7","v":"Poor forecasting leads to:\n     A. Stockouts\n     B. Lost market share\n     C. A & B\n     D. Neither A nor B"},{"$f":"Questions!F7","v":"C"},{"$f":"RAND()","v":0.32691539839220363},null,3,{"$f":"Questions!K9","v":"What is one of the questions asked by the VRIO model?\n     A. Is the resource or capability valuable?\n     B. Is the resource or capability available?\n     C. Is the resource or capability unpredictable?\n     D. Is the resource or capability damaging? "},{"$f":"Questions!L9","v":"A"},{"$f":"RAND()","v":0.83294148804860968},null,3,{"$f":"Questions!Q7","v":"In the Hewlett Packard Case we learned that during Fiorina’s management, HP didn’t pay bonuses on profits, but rather bonuses were paid on HP’s performance against its competitors. Which S will most likely be involved in this situation?\n     A. Staffing\n     B. Strategy\n     C. Systems\n     D. Structure\n"},{"$f":"Questions!R7","v":"C"},{"$f":"RAND()","v":0.20604853005654089}]
[null,{"$f":"CONCATENATE(IF(X3 = \"Blank13\", \"j\", \"\"), IF(Y3 = \"Blank13\", \"p\", \"\"), IF(Z3 = \"Blank13\", \"b\", \"\"), IF(AA3 = \"Blank13\", \"o\", \"\"))","v":""},null,4,null,{"$f":"CONCATENATE(IF(X3 = \"Blank9\", \"j\", \"\"), IF(Y3 = \"Blank9\", \"p\", \"\"), IF(Z3 = \"Blank9\", \"b\", \"\"), IF(AA3 = \"Blank9\", \"o\", \"\"))","v":""},null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Blank16",null,null,null,null,null,null,null,4,{"$f":"Questions!E6","v":"Which of the following topics applies to the Capsim experience?\n     A. Hedgehog Concept\n     B. Seven S Model\n     C. Both models apply to Capsim\n     D. Neither model applies to Capsim"},{"$f":"Questions!F6","v":"C"},{"$f":"RAND()","v":0.34096406816618696},null,4,{"$f":"Questions!K8","v":"What is the worst area to be in on the Firm Level Model?\n     A. Top right, having high prices and high differentiation.\n     B. In the middle, trying to do everything for everyone.\n     C. Bottom left, having low prices and low differentiation.\n     D. Top left, having low prices and high differentiation. "},{"$f":"Questions!L8","v":"B"},{"$f":"RAND()","v":0.20702004788107775},null,4,{"$f":"Questions!Q5","v":"We learn from Lincoln Electric that actions that create alignment:\n     A. Don’t have any impact in the company\n     B. Can always create more strength for the company\n     C. Can also create places of vulnerability\n     D. A and C"},{"$f":"Questions!R5","v":"C"},{"$f":"RAND()","v":0.56947861879718664}]
[null,null,null,null,null,null,null,{"$f":"IF(OR(Die_One = 2, Die_One = 4, Die_One = 5,  Die_One = 6), \"l\", \"\")","v":""},null,{"$f":"IF(OR(Die_One = 3, Die_One = 4, Die_One = 5, Die_One = 6), \"l\", \"\")","v":"l"},3,null,null,null,null,null,null,null,null,null,"Blank17",null,null,null,null,null,null,null,5,{"$f":"Questions!E5","v":"Which is the most important decision in Capsim?\n     A. Financing\n     B. Marketing\n     C. R&D\n     D. All decisions are of equal importance"},{"$f":"Questions!F5","v":"D"},{"$f":"RAND()","v":0.67381838736021693},null,5,{"$f":"Questions!K4","v":"Which of the following is not a reason why industries are more or less competitive?\n     A. Number of direct competitors and substitutes.\n     B. Tax advantages.\n     C. Lack or production differentiation.\n     D. Customer switching costs. "},{"$f":"Questions!L4","v":"B"},{"$f":"RAND()","v":0.42897864511329109},null,5,{"$f":"Questions!Q8","v":"From the Sabena case, one thing we learned about strategy implementation was that:\n     A. Strategy is ultimately a pattern of actions based on day-to-day decisions and actions\n     B. When the organization has a good strategy, implementation is very easy\n     C. 90% of what managers do looks like strategy\n     D. A and B\n"},{"$f":"Questions!R8","v":"A"},{"$f":"RAND()","v":0.81496929191146628}]
[null,null,null,null,null,null,null,{"$f":"IF(OR(Die_One = 6), \"l\", \"\")","v":""},{"$f":"IF(OR(Die_One = 3, Die_One = 5, Die_One = 1), \"l\", \"\")","v":"l"},{"$f":"IF(OR(Die_One = 6), \"l\", \"\")","v":""},null,null,null,null,null,null,null,null,null,null,"Blank18",null,null,null,null,null,null,null,6,{"$f":"Questions!E8","v":"Acceptable financing choices include:\n     A. Issuing Stock\n     B. Emergency Loans\n     C. Issuing Debt\n     D. A & C"},{"$f":"Questions!F8","v":"D"},{"$f":"RAND()","v":0.14487274709445819},null,6,{"$f":"Questions!K3","v":"What is one way to avoid and/or mitigate the threat of substitutes in Porter’s Five Forces?\n     A. Have as many competitors as possible.\n     B. Price your product higher than all other substitutes.\n     C. Do what you are best at and ignore what consumers really want.\n     D. Be your own substitute, through acquiring other businesses and brands. "},{"$f":"Questions!L3","v":"D"},{"$f":"RAND()","v":0.13328738712558352},null,6,{"$f":"Questions!Q4","v":"In the long run, debt is:\n     A. Cheaper than equity\n     B. More expensive than equity\n     C. Equal to equity\n     D. No idea"},{"$f":"Questions!R4","v":"A"},{"$f":"RAND()","v":0.55257390284749075}]
[null,{"$f":"CONCATENATE(IF(X3 = \"StaffingSpace\", \"j\", \"\"), IF(Y3 = \"StaffingSpace\", \"p\", \"\"), IF(Z3 = \"StaffingSpace\", \"b\", \"\"), IF(AA3 = \"StaffingSpace\", \"o\", \"\"))","v":""},{"$f":"CONCATENATE(IF(X3 = \"Blank12\", \"j\", \"\"), IF(Y3 = \"Blank12\", \"p\", \"\"), IF(Z3 = \"Blank12\", \"b\", \"\"), IF(AA3 = \"Blank12\", \"o\", \"\"))","v":""},{"$f":"CONCATENATE(IF(X3 = \"Blank11\", \"j\", \"\"), IF(Y3 = \"Blank11\", \"p\", \"\"), IF(Z3 = \"Blank11\", \"b\", \"\"), IF(AA3 = \"Blank11\", \"o\", \"\"))","v":""},{"$f":"CONCATENATE(IF(X3 = \"Blank10\", \"j\", \"\"), IF(Y3 = \"Blank10\", \"p\", \"\"), IF(Z3 = \"Blank10\", \"b\", \"\"), IF(AA3 = \"Blank10\", \"o\", \"\"))","v":""},{"$f":"CONCATENATE(IF(X3 = \"StyleSpace\", \"j\", \"\"), IF(Y3 = \"StyleSpace\", \"p\", \"\"), IF(Z3 = \"StyleSpace\", \"b\", \"\"), IF(AA3 = \"StyleSpace\", \"o\", \"\"))","v":""},null,{"$f":"IF(OR(Die_One = 3, Die_One = 4, Die_One = 5, Die_One = 6), \"l\", \"\")","v":"l"},null,{"$f":"IF(OR(Die_One = 2, Die_One = 4, Die_One = 5, Die_One = 6), \"l\", \"\")","v":""},null,null,null,null,null,null,null,null,null,null,"SharedSpace",null,null,null,null,null,null,null,7,{"$f":"Questions!E4","v":"Which is not a goal of the Capsim simulation?\n     A. Learning to work in teams\n     B. Understand which areas are important and which can be ignored.\n     C. Learning to how different disciplines like marketing and finance interact within a company\n     D. Understanding the “big picture” of management"},{"$f":"Questions!F4","v":"B"},{"$f":"RAND()","v":1.5446231736484961E-2},null,7,{"$f":"Questions!K7","v":"What is not one of the support activities in the Basic Value Chain?\n     A. Firm Infrastructure.\n     B. Technology Supremacy.\n     C. Procurement.\n     D. Humans Resources. "},{"$f":"Questions!L7","v":"B"},{"$f":"RAND()","v":4.4754213026149126E-3},null,7,{"$f":"Questions!Q11","v":"From the article “Managing Oneself”, in order to know how one performs one must:\n     A. Ask for a 360º feedback\n     B. Use feedback analysis\n     C. Determine if one is a reader or a listener\n     D. Be willing to make mistakes\n"},{"$f":"Questions!R11","v":"C"},{"$f":"RAND()","v":0.26581400038960334}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"StrategySpace",null,null,null,null,null,null,null,8,{"$f":"Questions!E9","v":"Which of the following describes a Cost Leader with Product Lifecycle Focus strategy?\n     A. We will gain a competitive advantage by keeping R&D costs, production costs and material costs to a minimum\n     B. We will gain a competitive advantage by distinguishing our products with an excellent design, high awareness, easy accessibility and new products\n     C. Autommation levels will be increased to improve margins and to offset second shift/overtime costs\n     D. None of the above"},{"$f":"Questions!F9","v":"A"},{"$f":"RAND()","v":4.7283834048705842E-4},null,8,{"$f":"Questions!K6","v":"Which of the following is not a question to ask when mapping a profit pool?\n     A. Why have profit pools formed where they have?\n     B. Are the forces that created the profit pools likely to change?\n     C. Will new, more profitable profit pool emerge?\n     D. What are the costs to not exploiting of a profit pool? \n\n"},{"$f":"Questions!L6","v":"D"},{"$f":"RAND()","v":0.64719407552564623},null,8,{"$f":"Questions!Q6","v":"From the Lincoln Electric case, we learned that the piece-rate pay system:\n     A. Was a total failure for Lincoln Electric\n     B. Was a great incentive to increase productivity\n     C. Would work in any country of the world\n     D. Has no critics"},{"$f":"Questions!R6","v":"B"},{"$f":"RAND()","v":0.72889186187709876}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,9,{"$f":"Questions!E11","v":"Which is not an important success factor in Capsim?\n     A. Contribution Margin\n     B. Lack of Emergency Loans\n     C. Number of Products\n     D. Stock Price"},{"$f":"Questions!F11","v":"C"},{"$f":"RAND()","v":2.2140999468357569E-2},null,9,{"$f":"Questions!K12","v":"What is the best solution to managing a disruptive technology?\n     A. Ignore it.\n     B. Focus all company resources on the technology, ignoring the current sustaining technologies completely.\n     C. Create a separate division to manage the disruptive technology.\n     D. None of the above."},{"$f":"Questions!L12","v":"C"},{"$f":"RAND()","v":0.29780354641191886},null,9,{"$f":"Questions!Q10","v":"From the article “Managing Oneself”, we learned that in order to accurately identify our strengths we need to:\n     A. Use feedback analysis\n     B. Identify our weaknesses first\n     C. Ask only family members what our strengths are\n     D. Make a list of the strengths we think we have"},{"$f":"Questions!R10","v":"A"},{"$f":"RAND()","v":0.84907695608299383}]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Next:",{"$f":"MOD(AF30, 10)","v":0},{"$f":"VLOOKUP($AC$30, AC19:AF28, 2, FALSE)","v":"Which is not true about Capsim?\n     A. Capsim allows students to put the pieces learned in other courses together\n     B. Capsim teaches students to work together as a team\n     C. Both of the above are true.\n     D. Neither of the above statements is true."},{"$f":"VLOOKUP($AC$30, AC19:AF28, 3, FALSE)","v":"C"},0,null,{"$f":"MOD(AK30, 10)","v":0},{"$f":"VLOOKUP($AH$30, AH19:AK28, 2, FALSE)","v":"What is not a characteristic of a disruptive technology?\n     A. Current customers not interested.\n     B. Doesn’t appear profitable now to marketing and finance people.\n     C. Underperforms on current aspects, but does something new better.\n     D. All of the above are characteristics of a disruptive technology. "},{"$f":"VLOOKUP($AH$30, AH19:AK28, 3, FALSE)","v":"D"},0,null,{"$f":"MOD(AP30, 10)","v":0},{"$f":"VLOOKUP($AM$30, AM19:AP28, 2, FALSE)","v":"From the Sabena case, we learned that the incident with the dishwashing department helped Eric:\n     A. Set boundaries\n     B. Build relationships\n     C. Accept risks\n     D. Build credibility"},{"$f":"VLOOKUP($AM$30, AM19:AP28, 3, FALSE)","v":"D"},0]

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[null,"As discussed in the Cola Wars case, what Barrier to Entry is a reason why there is not more entry into the concentrate industry?\n     A. The huge brand equity of Coca Cola and Pepsi Cola.\n     B. Limited shelf space, fountains, and vending slots.\n     C. The cost of national distribution with a bottling/franchise system.\n     D. All of the above are reasons.","D",null,"Which strategy is most likely to be successful?\n     A. The Niche Differentiator\n     B. Differentiation with Product Lifecycle Focus\n     C. Broad Cost Leader\n     D. Any strategy can be successful in the simulation","D",null,"The definition that best describes the Clan Culture in the Competing Values Model is\n     A. A dynamic, entrepreneurial and creative place to work\n     B. A results-oriented organization\n     C. A very formalized and structured place to work\n     D. A place where success is defined in terms of sensitivity to customers and concern for people","D",null,"What is one way to avoid and/or mitigate the threat of substitutes in Porter’s Five Forces?\n     A. Have as many competitors as possible.\n     B. Price your product higher than all other substitutes.\n     C. Do what you are best at and ignore what consumers really want.\n     D. Be your own substitute, through acquiring other businesses and brands. ","D",null,"Lincoln Electric was set up based on unique views of its founders. Which of the following was not impacted by James Lincoln’s philosophy?\n     A. Systems\n     B. Staff\n     C. Shared Values\n     D. None of the above\n","D",null,"When studying about Lincoln Electric, we learned that a better measure of financial success is:\n     A. ROA\n     B. ROE\n     C. Gross Margin\n     D. ROI","B",null,"Which of the following is not a principle from Good to Great?\n     A. The first step in the good to great transformation is getting the right people on the bus\n     B. Compensation is a key factor in motivating people to participate in the transformation\n     C. Good-to-great management teams consist of people who debate vigorously, yet unify behind decisions regardless of parochial interests\n     D. Finding the “right person” has more to do with character traits than with specific knowledge\n","B"]
[null,"Why did Coca Cola and Pepsi Cola both win the 1974 Cola War?\n     A. Competition made the industry shrink.\n     B. Other competitors were not eliminated.\n     C. Both improved their brand image.\n     D. They did not both win the Cola War.  Only Coca Cola won. ","C",null,"Which is not a goal of the Capsim simulation?\n     A. Learning to work in teams\n     B. Understand which areas are important and which can be ignored.\n     C. Learning to how different disciplines like marketing and finance interact within a company\n     D. Understanding the “big picture” of management","B",null,"A company with an organizational style of hard-driving competitiveness is considered is defined as a\n     A. A clan culture\n     B. A hierarchical culture\n     C. A adhocracy culture\n     D. A market culture\n","D",null,"Which of the following is not a reason why industries are more or less competitive?\n     A. Number of direct competitors and substitutes.\n     B. Tax advantages.\n     C. Lack or production differentiation.\n     D. Customer switching costs. ","B",null,"Which is not true about implementation?\n     A. Strategy emerges through the actions of managers\n     B. Managers always take time to analyze the strategic consequences of their decisions before acting\n     C. Based on a manager’s actions, the emergent strategy could be different from the planned strategy\n     D. Strategy must be embodied in a manager’s understanding of business and his personal style\n","B",null,"In the long run, debt is:\n     A. Cheaper than equity\n     B. More expensive than equity\n     C. Equal to equity\n     D. No idea","A",null,"Which is not a tenet of the Good-to-Great findings?\n     A. Good-to-great companies face the same adversity as comparison companies\n     B. Leaders retain absolute faith they can prevail and confront the brutal facts of the current reality\n     C. Charisma is an important asset for transition companies\n     D. Spending time and energy trying to motivate people is a waste of effort.\n","C"]
[null,"What was not one of the purposes of discussing the Ducati case?\n     A. To show the limits of a focused strategy, particularly regarding growth, and how a company can overcome such limits.\n     B. To discuss how the combination of tradeoffs and fit can shield a firm’s competitive position from potential imitators.\n     C. To show how tailoring a firm’s entire set of activities to a particular set of products, customers, and geographic markets can strengthen its competitive position.\n     D. To show how a low-cost strategy is superior to most other strategies. ","D",null,"Which is the most important decision in Capsim?\n     A. Financing\n     B. Marketing\n     C. R&D\n     D. All decisions are of equal importance","D",null,"Which of the following S’s is not part of the 7S’s model?\n     A. Style\n     B. Strong values\n     C. Strategy\n     D. Skills\n","B",null,"Which of the following statements is true about profit pools?\n     A. The pattern of profit concentration in an industry is often very similar to the pattern of revenue concentration.\n     B. Profit pools tend to stay in one place.\n     C. A profit pool can be defined as the total profits earned in an industry at all points along the industry’s value chain.\n     D. A profit pool is the same depth in all segments of the value chain. ","C",null,"Which is true?\n     A. Great leaders come from outside the company\n     B. Great leaders attribute success to their own decisions\n     C. Great leaders blame themselves for failures\n     D. Very few people are capable of being great leaders","B",null,"We learn from Lincoln Electric that actions that create alignment:\n     A. Don’t have any impact in the company\n     B. Can always create more strength for the company\n     C. Can also create places of vulnerability\n     D. A and C","C",null,"Which of the following is an aspect of the Hedgehog Concept?\n     A. What is your economic engine?\n     B. What can you be the best in the world at?\n     C. What are you passionate about?\n     D. All of the above\n","D"]
[null,"Based on the equation “Willingness to Pay – Cost = Margin,” what did Ducati do to increase customers’ willingness to pay?\n     A. Increased their outsourcing through short-term contracts with other companies.\n     B. Created a community through limited editions, race competitions, a museum, club events, and accessories.\n     C. Concentrated on quantity rather than quality.\n     D. Lowered their prices.","B",null,"Which of the following topics applies to the Capsim experience?\n     A. Hedgehog Concept\n     B. Seven S Model\n     C. Both models apply to Capsim\n     D. Neither model applies to Capsim","C",null,"The norms the people act on and how they work is an example of\n     A. Systems\n     B. Strategy\n     C. Strong values\n     D. Style","D",null,"Which of the following is not a question to ask when mapping a profit pool?\n     A. Why have profit pools formed where they have?\n     B. Are the forces that created the profit pools likely to change?\n     C. Will new, more profitable profit pool emerge?\n     D. What are the costs to not exploiting of a profit pool? \n\n","D",null,"Who can be a great leader?\n     A. A technical expert in the industry\n     B. A manager from within who understands the company\n     C. An outsider with a new perspective and fresh ideas\n     D. All of the above\n","D",null,"From the Lincoln Electric case, we learned that the piece-rate pay system:\n     A. Was a total failure for Lincoln Electric\n     B. Was a great incentive to increase productivity\n     C. Would work in any country of the world\n     D. Has no critics","B",null,"Which is true about finding the Hedgehog Concept?\n     A. Your Hedgehog concept is the same as your core business\n     B. Finding your economic engine requires finding the one denominator that has the single greatest impact\n     C. Strategy is what made the difference between good-to-great companies and the comparison companies\n     D. Companies should try to motivate employees to become passionate about what they do\n","B"]
[null,"As we learned in the Ducati case, what is a limitation to being a narrow niche company?\n     A. You must be creative to grow, without hurting your current specialized niche.\n     B. Your competitors can easily duplicate your position.\n     C. You must work extra hard to find and satisfy suppliers.\n     D. There are no limitations to being a narrow niche company. ","A",null,"Poor forecasting leads to:\n     A. Stockouts\n     B. Lost market share\n     C. A & B\n     D. Neither A nor B","C",null,"In Kotter’s eight steps to transforming an organization we learned that a failure to “empowering others to act on the vision” could be that\n     A. Obstacles that keep the leaders from empowering others are not removed\n     B. Employees always come up with their own vision\n     C. The vision doesn’t allow people to be empowered\n     D. Empowering others is impossible","A",null,"What is not one of the support activities in the Basic Value Chain?\n     A. Firm Infrastructure.\n     B. Technology Supremacy.\n     C. Procurement.\n     D. Humans Resources. ","B",null,"Harvey Golub took over at American Express and needed to create a turnaround. Which of the following is true?\n     A. Golub took personal control of the change process\n     B. Golub failed to align the company’s evaluation systems with the changes he was making\n     C. Golub did not take care to make sure his company was aligned after the changes he made\n     D. Golub failed to empower his employees to create the changes he desired","A",null,"In the Hewlett Packard Case we learned that during Fiorina’s management, HP didn’t pay bonuses on profits, but rather bonuses were paid on HP’s performance against its competitors. Which S will most likely be involved in this situation?\n     A. Staffing\n     B. Strategy\n     C. Systems\n     D. Structure\n","C",null,"Which is not a characteristic of a culture of discipline?\n     A. Bureaucratic culture\n     B. Duality between requiring people to adhere to a system and allowing people freedom\n     C. Willingness to shun opportunities that fall outside the three circles\n     D. Appear boring and pedestrian\n","A"]
[null,"As we learned in the TiVo case, what is not a First Mover challenge?\n     A. Building barriers to entry.\n     B. Being innovative.\n     C. Building scale.\n     D. Establishing a category. ","B",null,"Acceptable financing choices include:\n     A. Issuing Stock\n     B. Emergency Loans\n     C. Issuing Debt\n     D. A & C","D",null,"Select the answer that best relates to strategy implementation\n     A. Strategy is an event that must happen once a year in order to be successfully implemented.\n     B. Managers always plan before acting\n     C. A company’s strategy unfolds daily based on the actions of employees\n     D. As long as the leaders of the organization come up with a good strategy, the strategy will always be realized even without the understanding and support of managers.","C",null,"What is the worst area to be in on the Firm Level Model?\n     A. Top right, having high prices and high differentiation.\n     B. In the middle, trying to do everything for everyone.\n     C. Bottom left, having low prices and low differentiation.\n     D. Top left, having low prices and high differentiation. ","B",null,"Which is not true of Level 5 Leaders?\n     A. Level 5 Leaders are ambitious\n     B. Level 5 Leaders set up their successors for even greater success\n     C. Level 5 Leaders are dazzling celebrity leaders\n     D. Level 5 Leaders exist all around us","C",null,"From the Sabena case, one thing we learned about strategy implementation was that:\n     A. Strategy is ultimately a pattern of actions based on day-to-day decisions and actions\n     B. When the organization has a good strategy, implementation is very easy\n     C. 90% of what managers do looks like strategy\n     D. A and B\n","A",null,"Which is true regarding technology?\n     A. Technology is a driver of good-to-great transitions\n     B. Good-to-great executives regularly mentioned technology as one of the top five factors in the transition\n     C. Good-to-great companies did not pioneer technology\n     D. Technology is an accelerator of momentum\n","D"]
[null,"Which of the following is a sign your company is in a bad industry?\n     A. Numerous suppliers.\n     B. Entering companies.\n     C. Mergers/acquisitions of companies in the industry.\n     D. High margins.","C",null,"Which of the following describes a Cost Leader with Product Lifecycle Focus strategy?\n     A. We will gain a competitive advantage by keeping R&D costs, production costs and material costs to a minimum\n     B. We will gain a competitive advantage by distinguishing our products with an excellent design, high awareness, easy accessibility and new products\n     C. Autommation levels will be increased to improve margins and to offset second shift/overtime costs\n     D. None of the above","A",null,"Using the Competing Values Model, the Profile of Organizational Culture (the kytes) for a Government Agency will generally be:\n     A. High in adhocracy\n     B. High in hierarchy\n     C. High in market\n     D. Low in hierarchy","B",null,"What is one of the questions asked by the VRIO model?\n     A. Is the resource or capability valuable?\n     B. Is the resource or capability available?\n     C. Is the resource or capability unpredictable?\n     D. Is the resource or capability damaging? ","A",null,"Which of the following is the biggest mistake made by Carly Fiorina at HP?\n     A. Restructuring HP into two major groups\n     B. Revamping HP’s culture of “management by walking around”\n     C. Changing HP’s positioning by building the HP brand\n     D. Supporting the Compaq merger in a proxy battle","B",null,"From our class discussion on Ethics, one thing we learned was that:\n     A. The only way not to have ethical dilemmas is to become a seminary teacher\n     B. No matter what you do for a living, you will always be faced with ethical dilemmas\n     C. As long as we know what our values are, it will always be easy to make a decision related to an ethical dilemma.\n     D. You will never face an ethical dilemma if you keep the commandments","B",null,"Which most accurately describes the transition of Good-to-great companies?\n     A. Slow progress behind the scenes (turning the flywheel)\n     B. A series of breakthrough decisions in a short period of time\n     C. One large structural change that revolutionized the company\n     D. A new savior CEO shakes up the company and causes the transition\n","A"]
[null,"Which of the following is not something we learned from the Apple case?\n     A. Product advantages (as opposed to competitive advantages) alone are difficult to sustain.\n     B. Companies must look broadly at the economics and driving forces of their industries.\n     C. Companies need to pay careful attention to timing and windows of opportunity.\n     D. To use the boat metaphor, concentrate on rowing faster and in the same direction, rather than plugging the hole. ","D",null,"Capsim helped to accomplish which of the following course objectives:\n     A. Practice and working out business strategies and implementation plans\n     B. Integration of the knowledge you gained in previous courses and un understanding of what part of that knowledge is useful to general managers\n     C. Development and reinforcement of a general management point of view-the capacity to view the firm from an overall perspective in the context of its environment\n     D. All of the above","D",null,"Using the Competing Values Model, the Profile of Organizational Culture (the kytes) for a high-tech manufacturing company will generally be:\n     A. High on hierarchy\n     B. High on market\n     C. High on adhocracy\n     D. High on clan","C",null,"What is a flaw to the Strategy Canvas/Value Innovation Curve?\n     A. It doesn’t show how to weight each category.\n     B. It is complex and hard to understand.\n     C. Only a few specific industries can use it.\n     D. It requires knowing what suppliers care about. ","A",null,"Erik Weytjens faced several difficult decisions at Sabena Airlines. His situation taught us:\n     A. Leaders make decisions on the fly that determine the course of an entire company\n     B. Leaders are under pressure from many different influences that affect decision-making\n     C. Strategic decisions are made by low-level, front-line managers\n     D. All of the above","D",null,"From the article “Managing Oneself”, we learned that in order to accurately identify our strengths we need to:\n     A. Use feedback analysis\n     B. Identify our weaknesses first\n     C. Ask only family members what our strengths are\n     D. Make a list of the strengths we think we have","A",null,"Which is not a part of the “Flywheel Effect”?\n     A. Accumulation of visible results\n     B. Flywheel builds momentum\n     C. People are energized by results\n     D. Continued improvement\n","D"]
[null,"What did we learn from the Formula One Racing case?\n     A. While highly complex and unique resources are very easy to imitate, they are also easy to manage and accepting to changes in the environment.\n     B. Advantage is never created by luck, but is always created by a careful, planned combination of resources and control over the environment.\n     C. Strategies based on highly mobile resources need to focus on either finding ways of locking in these resources or in building competence to allow the company to continually find and acquire new ones.\n     D. An external view is damaging to sustaining an advantage; therefore, an external view should be avoided at all costs.  ","C",null,"Which is not an important success factor in Capsim?\n     A. Contribution Margin\n     B. Lack of Emergency Loans\n     C. Number of Products\n     D. Stock Price","C",null,"A company where being a product or service leader is important is most likely to be high on\n     A. Adhocracy culture\n     B. Clan culture\n     C. Market culture\n     D. Hierarchy culture","A",null,"What is not a characteristic of a disruptive technology?\n     A. Current customers not interested.\n     B. Doesn’t appear profitable now to marketing and finance people.\n     C. Underperforms on current aspects, but does something new better.\n     D. All of the above are characteristics of a disruptive technology. ","D",null,"Meg Whitman took over as CEO of eBay. Her success teaches us:\n     A. A charismatic leader brought in from outside is always more successful than one promoted from within\n     B. A successful leader takes care to understand the culture of the company\n     C. It is best for a new leader to consult with and have the approval of her predecessor\n     D. A CEO cannot preserve the clan culture of a small company and still achieve rapid growth","B",null,"From the article “Managing Oneself”, in order to know how one performs one must:\n     A. Ask for a 360º feedback\n     B. Use feedback analysis\n     C. Determine if one is a reader or a listener\n     D. Be willing to make mistakes\n","C",null,"Which is not a characteristic of the Doom Loop?\n     A. Acquisitions are used to create momentum\n     B. Implement big change efforts, dramatic revolutions\n     C. Spend little energy trying to motivate or align people\n     D. New leaders bring radical new paths\n","C"]
[null,"What is not a driver for growth in the Starbucks case?\n     A. Competitors.\n     B. Market characteristics.\n     C. Demand/opportunities.\n     D. Investors/management. ","A",null,"Which is not true about Capsim?\n     A. Capsim allows students to put the pieces learned in other courses together\n     B. Capsim teaches students to work together as a team\n     C. Both of the above are true.\n     D. Neither of the above statements is true.","C",null,"Using the 7’s model, skills relate to\n     A. The guiding concepts and fundamental ideas\n     B. The basic competencies that reside in the organization\n     C. The people and their background and competencies\n     D. The way in which tasks and people are divided","B",null,"What is the best solution to managing a disruptive technology?\n     A. Ignore it.\n     B. Focus all company resources on the technology, ignoring the current sustaining technologies completely.\n     C. Create a separate division to manage the disruptive technology.\n     D. None of the above.","C",null,"Which of these caused the most trouble for Carly Fiorina?\n     A. Structure\n     B. Strategy\n     C. Shared Values\n     D. Skills","C",null,"From the Sabena case, we learned that the incident with the dishwashing department helped Eric:\n     A. Set boundaries\n     B. Build relationships\n     C. Accept risks\n     D. Build credibility","D",null,"Which of these is a major difference between Good-to-great companies and the comparison companies?\n     A. Use of technology\n     B. Good-to-great companies were in industries with many opportunities\n     C. Comparison companies were in difficult industries and faced complex problems\n     D. Level 5 Leadership\n","D"]