Question 1 of 20
An example of a cause-related NFP is:
A. Camp Fire.
B. the University of Minnesota.
C. Save the Whales.
D. Bill and Melinda Gates Foundation.
Question 2 of 20
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?
A. Cause-related marketing
B. Not-for-profit marketing alliances
D. Direct investment
Question 3 of 20
A strategic practice in which for-profit businesses link up with a social cause that fits in well with the company’s product or service is referred to as:
C. cause-related marketing.
D. strategic piggybacking.
Question 4 of 20
Examples of measurement of a church’s strategic performance include all of the following except:
A. member contributions.
B. percentage increase or decrease of members.
C. number of members.
D. All of the answer choices are correct.
Question 5 of 20
The not-for-profit marketing alliance is an extension of:
A. mergers and acquisitions.
C. cause-related marketing.
Question 6 of 20
To evaluate strategy, there must be a connection between the evaluation and the ________ of the not-for-profit organization.
C. objectives (moderate)
D. goals and objectives
Question 7 of 20
The number of markets served by a small organization is determined predominantly by:
A. the resources of the organization.
B. the size of the organization.
C. the management of the organization.
D. strategic planning in the organization.
Question 8 of 20
Both public sector and not-for-profit organizations must develop a ________ to ensure their continued existence.
A. competitive advantage
B. strong management pool
C. lobbying group
D. link with companies
Question 9 of 20
_______ is a strategic practice in which for-profit businesses link up with a social cause that fits well with their products.
A. Social corporate responsibility
B. Cause-related marketing
C. Not-for-profit alliance
D. Strategic piggybacking
Question 10 of 20
Small businesses are independent businesses that have fewer than ________ employees.
Question 11 of 20
Small businesses employ over ________ of all private workers.
A. 90 percent
B. 25 percent
C. 50 percent
D. 75 percent
Question 12 of 20
According to the Global Entrepreneurship Monitor (GEM) 2011 report, there are more than ________ million entrepreneurs in the 54 countries covered.
Question 13 of 20
The competitive strategy choices for small businesses and entrepreneurial ventures are:
A. often limited to focus strategies.
B. often limited to a low-cost strategy.
C. often limited to a differentiated strategy.
D. limited because of technological advances.
Question 14 of 20
The strategic management process differs for small businesses and entrepreneurial ventures when compared to larger organizations because small businesses and entrepreneurial ventures have:
A. inexperienced managers.
B. limited resources.
C. smaller organizational objectives.
D. low growth potential.
Question 15 of 20
Small businesses account for ________ percent of the private sector output.
Question 16 of 20
A small business is NOT characterized by:
A. being independently owned.
B. having fewer than 100 employees.
C. engaging in innovative practices.
D. having little impact on its industry.
Question 17 of 20
The strategy that has the primary intent to enhance the image of the supporting company is known as:
A. cause-related marketing.
B. not-for-profit marketing alliances.
D. direct investment.
Question 18 of 20
A strategic advantage of entrepreneurial ventures/small businesses over large businesses is:
A. economics of scale.
C. marketing options.
Question 19 of 20
Chuck Hanson encourages his employees to come with new ideas and ways to do business to replace existing practices. This process is called:
A. destructive creativity.
C. creative destruction.
D. applied creativity.
Question 20 of 20
A not-for-profit organization must meet the requirements of ________ of the U.S. Internal Revenue Service tax code.
A. Section 501(c)(3)
B. Section 301(d)(4)
C. Section 503(c)(4)
D. Section 401(c)(3)