Welcome to your International Navodaya Chamber of Commerce (INCOC) Platform ! Subject: Financial Management and Strategic ManagementTotal Number of Question: 40Time: 41 MinutesPlease check your email after completion of test for result.All the best... Name Phone No Email State 1. Key performance indicators (KPIs) in strategic control measure: Employee satisfaction only Strategic goals and objectives Legal compliance Internal process efficiency only None 2. Strategic drift occurs when: Strategy aligns perfectly with the environment Strategy fails to adapt to changes in the environment Employees resist operational changes Organizations focus solely on innovation None 3. The main purpose of industry analysis is to: Set internal goals Understand external competitive forces Create financial budgets Avoid market research None 4. The threat of substitutes is high when: Switching costs are low Competitors are few Industry growth is high Products are unique None 5. A strong brand image helps in: Increasing operational complexity Differentiating products and reducing buyer power Reducing economies of scale Increasing industry rivalry None 6. Strategic planning typically focuses on: Immediate operational issues Long-term organizational goals Day-to-day employee management Financial reporting accuracy None 7. The primary tool used in strategic planning is: SWOT analysis Profit and loss statements Employee feedback surveys Time management tools None 8. Which of the following is NOT a step in the strategic planning process? Defining vision and mission Setting strategic objectives Formulating tactical tasks Evaluating external opportunities None 9. A strategic plan helps organizations by: Improving short-term cash flow Aligning resources with long-term goals Avoiding external competition Focusing exclusively on internal strengths None 10. Diversification strategy involves: Entering new markets with existing products Introducing new products into new markets Selling off unrelated business units Reducing overall costs None 11. Which of the following is a retrenchment strategy? Divestment Market expansion Product development Horizontal integration None 12. The BCG matrix evaluates business units based on: Market growth rate and market share Profitability and operational efficiency Customer satisfaction and market trends Competitive strength and value chain analysis None 13. A “Cash Cow” in the BCG matrix represents: High growth, low market share Low growth, high market share High growth, high market share Low growth, low market share None 14. Strategy evaluation involves: Setting financial targets Monitoring the effectiveness of implemented strategies Creating annual operational plans Developing marketing campaigns None 15. A balanced scorecard is used to: Focus solely on financial metrics Evaluate strategy from multiple perspectives Simplify decision-making processes Reduce external risks None 16. Which is NOT a key element of strategy evaluation? Reviewing assumptions Measuring performance Corrective action Tactical implementation None 17. Strategic control is primarily concerned with: Assessing current market trends Aligning strategic objectives with actual performance Resolving operational issues Managing employee productivity None 18. Environmental scanning focuses on: Monitoring external and internal factors impacting strategy Tracking day-to-day operational performance Identifying organizational weaknesses exclusively Evaluating market competition only None 19. Which of the following is NOT a component of the PESTEL framework? Political Ethical Technological Environmental None 20. The external environment includes: Internal policies ndustry trends, competition, and regulations Employee performance metrics Organizational structure None 21. Scenario analysis helps in: Predicting the exact future Preparing for potential external events Avoiding strategic risks altogether . Determining internal operational efficiency None 22. A focus strategy targets: A specific niche market A broad market with low-cost products Broad market segments with unique offerings All market segments equally None 23. Which of the following enhances competitive advantage? Ignoring market trends Offering differentiated products Reducing R&D investments Relying on outdated technologies None 24. A company achieves cost leadership by: Focusing on high-quality production Reducing operational costs through efficiency Offering premium pricing Targeting only niche markets None 25. Industry rivalry is higher when: There are many small competitors Market growth is high Exit barriers are low Products are highly differentiated None 26. Business ethics focus on: Legal compliance only Principles of right and wrong in business conduct Maximizing shareholder wealth Operational efficiency None 27. A company engaging in CSR should: Focus only on maximizing profits Balance social, environmental, and financial goals Avoid stakeholder involvement Prioritize market competition over social issues None 28. Sustainability in business refers to: Short-term profitability Long-term environmental, social, and economic health Reducing employee turnover Eliminating external risks None 29. A company prioritizing CSR would most likely: Exploit natural resources Reduce carbon emissions Avoid transparency in operations Cut employee benefits None 30. A joint venture is characterized by: Full ownership by one company Shared ownership and resources between partners An informal collaboration without legal agreement Competing in the same market segment None 31. Which is a key benefit of strategic alliances? Increased competition Shared risks and resources Loss of autonomy Reduced market share None 32. Alliances are most effective when: Partners have conflicting goals Resources are limited on both sides Partners’ strengths complement each other Markets are declining None 33. What is a potential drawback of strategic alliances? Increased innovation Loss of proprietary information Improved market penetration Shared risk None 34. Organizational culture influences strategy by: Focusing only on financial metrics ational risks Shaping behaviors and decision-making processes Eliminating all operational risks Prioritizing external market forces None 35. A strong organizational culture is characterized by: High employee turnover Strict hierarchical structures Consistent values and shared beliefs Constantly changing leadership styles None 36. Which cultural dimension is vital for strategic flexibility? Rigidity Innovation and risk-taking Tradition and consistency Centralized decision-making None 37. A mismatch between culture and strategy can lead to: Improved operational efficiency Resistance to strategy implementation Increased employee satisfaction Greater market competitiveness None 38. Strategic agility refers to an organization’s ability to: Remain rigid in its operations Quickly adapt to changing environments Focus only on short-term goals Avoid innovation None 39. A key enabler of strategic agility is: Centralized authority Decentralized decision-making Fixed and long-term plans Reduced employee involvement None 40. Organizations with strategic agility focus on: Continuous learning and adaptation Eliminating all risks Ignoring external competition Rigid hierarchical structures None 1 out of 4 Great job on taking the INCOC Test! We appreciate your interest in test.Look out for results and future opportunities.Stay Connected !! Your quiz time is about to finish. Few seconds left. 1 2 3 4 Time's upYou cannot switch tabs while taking this quiz!You are not allowed to switch tabs violation has been recorded.you cannot minimize full screen mode!You are not allowed to minimize full screen while taking this quiz, violation has been recorded.Access denied! To begin the quiz, please grant this quiz access to your camera.Time is Up!Time is Up!
