Outsourcing strategies O are nearly always a more attractive strategic option than merger and acquisition strategies. ○ carry the substantial risk of making a company overly dependent on its suppliers. ○ carry the substantial risk of raising a company's costs. O increase a company's risk exposure to changing technology and/or changing buyer preferences. O involve farming out value chain activities presently performed in-house to outside specialists and strategic allies. Every corporation should have a strong independent board of directors that does all of the following except O evaluate the leadership skills of the CEO and other senior executives. O guide management in choosing a strategic direction and makes independent judgments about the validity and wisdom of management's proposed strategic actions. ○ retain sufficient courage to curb management actions deemed inappropriate or unduly risky. O take responsibility for leading the strategy-making, strategy-executing process. ○ remain well-informed about the company's performance and exercises its fiduciary duty to protect shareholders responsibly.
Outsourcing strategies O are nearly always a more attractive strategic option than merger and acquisition strategies. ○ carry the substantial risk of making a company overly dependent on its suppliers. ○ carry the substantial risk of raising a company's costs. O increase a company's risk exposure to changing technology and/or changing buyer preferences. O involve farming out value chain activities presently performed in-house to outside specialists and strategic allies. Every corporation should have a strong independent board of directors that does all of the following except O evaluate the leadership skills of the CEO and other senior executives. O guide management in choosing a strategic direction and makes independent judgments about the validity and wisdom of management's proposed strategic actions. ○ retain sufficient courage to curb management actions deemed inappropriate or unduly risky. O take responsibility for leading the strategy-making, strategy-executing process. ○ remain well-informed about the company's performance and exercises its fiduciary duty to protect shareholders responsibly.
Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment
Section: Chapter Questions
Problem 1CE
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Transcribed Image Text:Outsourcing strategies
O are nearly always a more attractive strategic option than merger and acquisition strategies.
○ carry the substantial risk of making a company overly dependent on its suppliers.
○ carry the substantial risk of raising a company's costs.
O increase a company's risk exposure to changing technology and/or changing buyer preferences.
O involve farming out value chain activities presently performed in-house to outside specialists and strategic allies.
Transcribed Image Text:Every corporation should have a strong independent board of directors that does all of the following except
O evaluate the leadership skills of the CEO and other senior executives.
O guide management in choosing a strategic direction and makes independent judgments about the validity and wisdom
of management's proposed strategic actions.
○ retain sufficient courage to curb management actions deemed inappropriate or unduly risky.
O take responsibility for leading the strategy-making, strategy-executing process.
○ remain well-informed about the company's performance and exercises its fiduciary duty to protect shareholders
responsibly.
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