Question 1

Based on the chapter, a firm's resources are:

Accepted Answer

A) Used to support the firm's market targeting. 
B) Tangible 
C) Reusable 
D) None of the above. 
A) Used to support the firm's market targeting. 
B) Tangible 
C) Reusable 
D) None of the above. D

Question 2

Industrial analysis seeks to:

Accepted Answer

A) Assess industry and the firm within an industry. 
B) Analyze trends and risk associated with them. 
C) Segment industries into vertical and horizontal segments. 
D) Trace product elements through the value chain. 
A) Assess industry and the firm within an industry. 
B) Analyze trends and risk associated with them. 
C) Segment industries into vertical and horizontal segments. 
D) Trace product elements through the value chain. A

Question 3

The process of disaggregating industries based on certain characteristics is called:

Accepted Answer

A) Positioning 
B) Segmentation 
C) Strategic Grouping 
D) Industrial Analysis 
A) Positioning 
B) Segmentation 
C) Strategic Grouping 
D) Industrial Analysis B

Question 4

The critical component to developing a sound strategy is:

Accepted Answer

A) Transparency of purpose with all stakeholders and their agents. 
B) Developing a strong competitive advantage by exploiting resources. 
C) Analyzing the industry from various perspectives to identify risks. 
D) Developing clear principles to guide operations and decision-making. 
A) Transparency of purpose with all stakeholders and their agents. 
B) Developing a strong competitive advantage by exploiting resources. 
C) Analyzing the industry from various perspectives to identify risks. 
D) Developing clear principles to guide operations and decision-making.

Question 5

The following are all limitations of Porter's Five Forces except

Accepted Answer

A) It ignores changes in consumer tastes and income. 
B) It is overall quantitative rather than qualitative. 
C) It does not account for all external pressures on firms. 
D) It takes a very narrow view of firm strategy. 
A) It ignores changes in consumer tastes and income. 
B) It is overall quantitative rather than qualitative. 
C) It does not account for all external pressures on firms. 
D) It takes a very narrow view of firm strategy.

Question 6

Perfectly competitive industries:

Accepted Answer

A) Have no barriers to entry or exit. 
B) Offer a variety of products and services. 
C) Are similar to oligopolies 
D) Have limited number of firms. 
A) Have no barriers to entry or exit. 
B) Offer a variety of products and services. 
C) Are similar to oligopolies 
D) Have limited number of firms.

Question 7

Tools and frameworks to inform strategy includes all of the following except:

Accepted Answer

A) Porter's Five Forces Framework 
B) SLEEP-AT Model 
C) Strategic Group Analysis 
D) Margin Analysis 
A) Porter's Five Forces Framework 
B) SLEEP-AT Model 
C) Strategic Group Analysis 
D) Margin Analysis

Question 8

The Value Net Framework includes:

Accepted Answer

A) Competitors and Barriers 
B) Substitutes and Legislators 
C) Complementors and Suppliers 
D) Customers and Pressures 
A) Competitors and Barriers 
B) Substitutes and Legislators 
C) Complementors and Suppliers 
D) Customers and Pressures

Question 9

The Resource Based view of the firm states:

Accepted Answer

A) The major source of competitive advantage is within the firm. 
B) Exploitation of resources creates superior economic value. 
C) Both A and B 
D) Neither A and B 
A) The major source of competitive advantage is within the firm. 
B) Exploitation of resources creates superior economic value. 
C) Both A and B 
D) Neither A and B

Question 10

Which of the following is FALSE:

Accepted Answer

A) Most firms spend more time discovering how to compete rather than where to compete 
B) Sustainability creates additional costs, but is supported by most stakeholders. 
C) Firms are unique and the key to profitability is exploiting that uniqueness. 
D) Environmental Sustainability is a method to increase a firm's value. 
A) Most firms spend more time discovering how to compete rather than where to compete 
B) Sustainability creates additional costs, but is supported by most stakeholders. 
C) Firms are unique and the key to profitability is exploiting that uniqueness. 
D) Environmental Sustainability is a method to increase a firm's value.

Based on the chapter, a firm's resources are:

Industrial analysis seeks to:

The process of disaggregating industries based on certain characteristics is called:

The critical component to developing a sound strategy is:

The following are all limitations of Porter's Five Forces except

Perfectly competitive industries:

Tools and frameworks to inform strategy includes all of the following except:

The Value Net Framework includes:

The Resource Based view of the firm states:

Which of the following is FALSE:

The Environment and Natural Capital

Social Pressures on Organizations

Environmental Regulation and Its Impact on Organizations

Strategy With an Environmental Lens

Competencies and Tactics to Support Strategies

Business Strategy and Corporate Strategy

Measuring and Reporting Environmental Strategy

Marketing, Labeling, and Analyzing Products

High-Performance Operations

Keeping Focus

Environmental Sustainability in Unique Situations

Filters

Exam 5: Strategy Principles and Analyses to Inform Strategy

Based on the chapter, a firm's resources are:

Industrial analysis seeks to:

The process of disaggregating industries based on certain characteristics is called:

The critical component to developing a sound strategy is:

The following are all limitations of Porter's Five Forces except

Perfectly competitive industries:

Tools and frameworks to inform strategy includes all of the following except:

The Value Net Framework includes:

The Resource Based view of the firm states:

Which of the following is FALSE:

The Environment and Natural Capital

Social Pressures on Organizations

Environmental Regulation and Its Impact on Organizations

Strategy With an Environmental Lens

Competencies and Tactics to Support Strategies

Business Strategy and Corporate Strategy

Measuring and Reporting Environmental Strategy

Marketing, Labeling, and Analyzing Products

High-Performance Operations

Keeping Focus

Environmental Sustainability in Unique Situations

Filters