Question 1 5 / 5 points

Which of the following is not one of the unique strategies that have been developed for not-for-profit organizations in order to cope with changing environmental conditions?

Question options:

Cause-related marketing

Not-for-profit marketing alliances

Licensing

Direct investment

Question 2 5 / 5 points

Research on community arts organizations has indicated that Porter’s strategies of ________ are utilized.

Question options:

cost leadership, innovation, and focus

differentiation and focus

innovation and focus

cost leadership, differentiation, and focus

Question 3 5 / 5 points

The not-for-profit marketing alliance is an extension of:

Question options:

mergers and acquisitions.

divestment.

cause-related marketing.

licensing.

Question 4 5 / 5 points

Which of these is NOT a characteristic of entrepreneurial ventures?

Question options:

Little impact on industry

Innovative practices

Pursue opportunities

Have growth and profitability as main goals

Question 5 5 / 5 points

Charles Hanson just opened Chuck’s Bikes and Trikes, a motorcycle repair facility. Charles has 25 employees even though the repair facility is located in a small rural town. Chuck’s Bikes and Trikes is an example of:

Question options:

an entrepreneurial venture.

a small business.

an innovative business.

All of the answer choices are correct.

Question 6 5 / 5 points

Small businesses are independent businesses that have fewer than ________ employees.

Question options:

100

200

300

500

Question 7 5 / 5 points

An example of a cause-related NFP is:

Question options:

Camp Fire.

the University of Minnesota.

Save the Whales.

Bill and Melinda Gates Foundation.

Question 8 5 / 5 points

A strategic advantage of entrepreneurial ventures/small businesses over large businesses is:

Question options:

economics of scale.

flexibility.

marketing options.

distribution.

Question 9 5 / 5 points

An alliance in which the not-for-profit organization proposes and initiates the partnership is referred to as:

Question options:

a not-for-profit marketing alliance.

cause-related marketing.

effect-related marketing.

licensing.

Question 10 5 / 5 points

To evaluate strategy, there must be a connection between the evaluation and the ________ of the not-for-profit organization.

Question options:

revenues

goals

objectives (moderate)

goals and objectives

Question 11 5 / 5 points

Small businesses and entrepreneurial ventures are the driving force of change in the process of:

Question options:

market positioning.

strategic positioning.

creative destruction.

competitor interrelationships.

Question 12 5 / 5 points

According to the Global Entrepreneurship Monitor (GEM) 2011 report, there are more than ________ million entrepreneurs in the 54 countries covered.

Question options:

25

36

400

250

Question 13 5 / 5 points

All of the following are part of the strategic management process for small businesses except:

Question options:

strategy analysis.

strategy formation.

strategy evaluation.

strategy implementation.

Question 14 5 / 5 points

Small businesses account for ________ percent of the private sector output.

Question options:

10

20

25

50

Question 15 5 / 5 points

The strategic management process differs for small businesses and entrepreneurial ventures when compared to larger organizations because small businesses and entrepreneurial ventures have:

Question options:

inexperienced managers.

limited resources.

smaller organizational objectives.

low growth potential.

Question 16 5 / 5 points

A business that is characterized by innovative strategic practices and which has as its main goals profitability and growth is called:

Question options:

a small business.

an entrepreneurial venture.

strategically positioned.

a cash cow.

Question 17 5 / 5 points

Both public sector and not-for-profit organizations must develop a ________ to ensure their continued existence.

Question options:

competitive advantage

strong management pool

lobbying group

link with companies

Question 18 5 / 5 points

Chuck Hanson encourages his employees to come with new ideas and ways to do business to replace existing practices. This process is called:

Question options:

destructive creativity.

innovation.

creative destruction.

applied creativity.

Question 19 5 / 5 points

A strategic partnership between a not-for-profit organization and a corporate partner is referred to as:

Question options:

licensing.

strategic piggybacking.

a not-for-profit marketing alliance.

cause-related marketing.

Question 20 5 / 5 points

All of the following organizations are examples of social service NFPs except:

Question options:

Junior League.

American Red Cross.

Mothers Against Drunk Drivers.

Academy of Management.