Question 1

As a manager at the French discount retailer Carrefour, you could derive a competitive advantage from

Accepted Answer

A) building organizational expertise in performing Carrefour's competitively important value chain activities. 
B) understanding how Carrefour's value chain activities provide opportunity for growth. 
C) building value-creating activities all along Carrefour's value chain. 
D) increasing Carrefour's superiority over rivals by executing even unimportant tasks and activities extremely well. 
E) sustaining Carrefour's current chain of activities to lower costs. 
A) building organizational expertise in performing Carrefour's competitively important value chain activities. 
B) understanding how Carrefour's value chain activities provide opportunity for growth. 
C) building value-creating activities all along Carrefour's value chain. 
D) increasing Carrefour's superiority over rivals by executing even unimportant tasks and activities extremely well. 
E) sustaining Carrefour's current chain of activities to lower costs.

Question 2

You have been asked to defend why your strategic analysis of StitchFix solely consists of an assessment of the company's external environment but not an evaluation of its internal resources and competitive position. How would you respond?

Accepted Answer

Your assessment was indeed incomplete, b

Question 3

If you were advising Hilton Hotels, what three main approaches would you suggest to rectify any weaknesses in this company's customer value proposition?

Accepted Answer

The three moves to achieve improved cost

Question 4

Activity-based costing is used to evaluate a company's cost competitiveness and ________

Accepted Answer

A) determine whether the value chains of rival companies are similar or different. 
B) benchmark the costs of primary value chain activities against the costs of the support value chain activities. 
C) determine the costs of each primary and support activity comprising a company's value chain and thereby reveal the nature and makeup of a company's internal cost structure. 
D) determine the costs of each strategic action a company initiates. 
E) analyze the costs of each primary activity. 
A) determine whether the value chains of rival companies are similar or different. 
B) benchmark the costs of primary value chain activities against the costs of the support value chain activities. 
C) determine the costs of each primary and support activity comprising a company's value chain and thereby reveal the nature and makeup of a company's internal cost structure. 
D) determine the costs of each strategic action a company initiates. 
E) analyze the costs of each primary activity.

Question 5

Conducting a competitive strength assessment does not involve an analysis of

Accepted Answer

A) factors on which a company is competitively strongest and weakest vis-à-vis key rivals. 
B) whether a company should correct its weaknesses by adopting best practices and/or revamping the makeup of its value chain. 
C) which of the rated companies is competitively strongest and what size competitive advantage it enjoys. 
D) whether a company has a net competitive advantage or a net competitive disadvantage relative to key rivals (with the size of the advantage/disadvantage being indicated by the differences among the companies' competitive strength scores). 
E) which rival company is competitively weakest and the areas where it is most vulnerable to competitive attack. 
A) factors on which a company is competitively strongest and weakest vis-à-vis key rivals. 
B) whether a company should correct its weaknesses by adopting best practices and/or revamping the makeup of its value chain. 
C) which of the rated companies is competitively strongest and what size competitive advantage it enjoys. 
D) whether a company has a net competitive advantage or a net competitive disadvantage relative to key rivals (with the size of the advantage/disadvantage being indicated by the differences among the companies' competitive strength scores). 
E) which rival company is competitively weakest and the areas where it is most vulnerable to competitive attack.

Question 6

Resource and capability analysis is achieved by

Accepted Answer

A) probing the caliber of a firm's competitive assets relative to those of rival firms. 
B) attaining price stability. 
C) analyzing only internal strengths and weaknesses through a matrix comparison model. 
D) cost-benefit analysis of the company's core product sales. 
E) performing resource-specific activities within the organization to allocate available capital. 
A) probing the caliber of a firm's competitive assets relative to those of rival firms. 
B) attaining price stability. 
C) analyzing only internal strengths and weaknesses through a matrix comparison model. 
D) cost-benefit analysis of the company's core product sales. 
E) performing resource-specific activities within the organization to allocate available capital.

Question 7

________ identifies and assesses a company's resource strengths and weaknesses and its external opportunities and threats.

Accepted Answer

A) A SWOT analysis 
B) A competitive asset/liability analysis 
C) A competitive positioning analysis 
D) A strategic resource assessment 
E) Company resource mapping 
A) A SWOT analysis 
B) A competitive asset/liability analysis 
C) A competitive positioning analysis 
D) A strategic resource assessment 
E) Company resource mapping

Question 8

A much-used and potent managerial tool for determining whether a company performs particular functions or activities in a manner that represents "the best practice" when both cost and effectiveness are taken into account is

Accepted Answer

A) competitive strength analysis. 
B) activity-based costing. 
C) resource cost mapping. 
D) SWOT analysis. 
E) benchmarking. 
A) competitive strength analysis. 
B) activity-based costing. 
C) resource cost mapping. 
D) SWOT analysis. 
E) benchmarking.

Question 9

The external market opportunities which are most relevant to a company are the ones that

Accepted Answer

A) can increase market share. 
B) are reinforced by the overall business strategy and reflect the business model. 
C) match up well with the firm's competitive assets, offer the best prospects for growth and profitability, and present the most potential for competitive advantage. 
D) qualify to correct its internal weaknesses and resource deficiencies. 
E) are relevant for defending against the external threats to its well-being. 
A) can increase market share. 
B) are reinforced by the overall business strategy and reflect the business model. 
C) match up well with the firm's competitive assets, offer the best prospects for growth and profitability, and present the most potential for competitive advantage. 
D) qualify to correct its internal weaknesses and resource deficiencies. 
E) are relevant for defending against the external threats to its well-being.

Question 10

Describe a company (real or fictional)that is at a cost disadvantage compared to its rivals. What strategic moves should this company undertake to restore cost parity?

Accepted Answer

To improve any company's cost competitiv

Question 11

You have been hired to evaluate SunPower's ability to compete successfully against its market rivals in the U.S. solar power industry. Briefly list the guiding questions for your strategic assessment of SunPower.

Accepted Answer

The six questions are as follows:
1. How

Question 12

Understanding where a company is competitive requires

Accepted Answer

A) determining whether a company has a cost-effective value chain. 
B) developing quantitative strength ratings for the company and key rivals on each industry key success factor and each pivotal resource, capability, and value chain activity. 
C) identifying a company's core competencies and distinctive competencies (if any). 
D) analyzing whether a company is well positioned to gain market share and be the industry's profit leader. 
E) developing quantitative measures of a company's chances for future profitability. 
A) determining whether a company has a cost-effective value chain. 
B) developing quantitative strength ratings for the company and key rivals on each industry key success factor and each pivotal resource, capability, and value chain activity. 
C) identifying a company's core competencies and distinctive competencies (if any). 
D) analyzing whether a company is well positioned to gain market share and be the industry's profit leader. 
E) developing quantitative measures of a company's chances for future profitability.

Question 13

Using value chain analysis, which primary and secondary activities would you consider to be most and least valuable for a company like Facebook?

Accepted Answer

A value chain analysis for Facebook shou

Question 14

Among W.L. Gore's tangible resources are

Accepted Answer

A) human assets and intellectual capital. 
B) creativity, production technologies, and patents. 
C) brand, image, and reputation. 
D) relationships. 
E) company culture. 
A) human assets and intellectual capital. 
B) creativity, production technologies, and patents. 
C) brand, image, and reputation. 
D) relationships. 
E) company culture.

Question 15

Managers can improve efficiency and effectiveness in a company's value chain by analyzing

Accepted Answer

A) a company's own internal activity segments, the suppliers' part, and the forward (distribution)channel portion of the value chain system. 
B) a company's reinforced activities identified as efficiency measures for improved effectiveness. 
C) only the internal activity segments. 
D) only the suppliers' part. 
E) only the distributors' channel portion. 
A) a company's own internal activity segments, the suppliers' part, and the forward (distribution)channel portion of the value chain system. 
B) a company's reinforced activities identified as efficiency measures for improved effectiveness. 
C) only the internal activity segments. 
D) only the suppliers' part. 
E) only the distributors' channel portion.

Question 16

A core competence

Accepted Answer

A) is a more competitively valuable strength than a competence because of the key role the activities play in the company's strategy. 
B) typically has competitive value, the amount of which is reflected in the physical and tangible assets on a company's balance sheet. 
C) usually is grounded in the technological expertise of a particular department or work group. 
D) is more difficult for rivals to copy than a distinctive competence. 
E) refers to a company's lowest-cost and most efficiently executed value-chain activity. 
A) is a more competitively valuable strength than a competence because of the key role the activities play in the company's strategy. 
B) typically has competitive value, the amount of which is reflected in the physical and tangible assets on a company's balance sheet. 
C) usually is grounded in the technological expertise of a particular department or work group. 
D) is more difficult for rivals to copy than a distinctive competence. 
E) refers to a company's lowest-cost and most efficiently executed value-chain activity.

Question 17

Tangible resources do not include

Accepted Answer

A) physical resources. 
B) financial resources. 
C) human assets. 
D) technological assets. 
E) organizational resources. 
A) physical resources. 
B) financial resources. 
C) human assets. 
D) technological assets. 
E) organizational resources.

Question 18

One important indicator of how well a company's present strategy is working is whether

Accepted Answer

A) it has more core competencies than close rivals. 
B) its strategy is built around at least two of the industry's key success factors. 
C) the company is achieving its financial and strategic objectives and whether it is an above-average industry performer. 
D) it is customarily a first-mover in introducing new or improved products (a good sign)or a late-mover (a bad sign). 
E) it is subject to weaker competitive forces and pressures than close rivals (a good sign)or stronger competitive forces and pressures (a bad sign). 
A) it has more core competencies than close rivals. 
B) its strategy is built around at least two of the industry's key success factors. 
C) the company is achieving its financial and strategic objectives and whether it is an above-average industry performer. 
D) it is customarily a first-mover in introducing new or improved products (a good sign)or a late-mover (a bad sign). 
E) it is subject to weaker competitive forces and pressures than close rivals (a good sign)or stronger competitive forces and pressures (a bad sign).

Question 19

If you were a consultant to SunPower, one of the largest solar power companies in the United States, you would not recommend this activity to remedy high internal costs relative to its rivals.

Accepted Answer

A) finding ways to detour around activities or items where costs are high 
B) redesigning the product or some of its components to permit more economical manufacture or assembly 
C) implementing aggressive strategic resource mapping to permit across-the-board cost reduction 
D) outsourcing high-cost activities to vendors or contractors who can perform them more economically 
E) relocating high-cost activities (like manufacturing)to geographic areas (like China or Latin America or Eastern Europe)where they can be performed more cost-effectively 
A) finding ways to detour around activities or items where costs are high 
B) redesigning the product or some of its components to permit more economical manufacture or assembly 
C) implementing aggressive strategic resource mapping to permit across-the-board cost reduction 
D) outsourcing high-cost activities to vendors or contractors who can perform them more economically 
E) relocating high-cost activities (like manufacturing)to geographic areas (like China or Latin America or Eastern Europe)where they can be performed more cost-effectively

Question 20

When companies engage in value-creating activities, they do so by

Accepted Answer

A) focusing on exploiting a company's best-executed operating strategy. 
B) concentrating on efficient performance of the company's primary value chain activities. 
C) concentrating on minimizing the costs associated with the design of a product or service. 
D) drawing on specific company resources and capabilities that underlie and enable the activity. 
E) focusing on working with forward-channel allies to develop capabilities to outmatch the capabilities of rivals. 
A) focusing on exploiting a company's best-executed operating strategy. 
B) concentrating on efficient performance of the company's primary value chain activities. 
C) concentrating on minimizing the costs associated with the design of a product or service. 
D) drawing on specific company resources and capabilities that underlie and enable the activity. 
E) focusing on working with forward-channel allies to develop capabilities to outmatch the capabilities of rivals.

As a manager at the French discount retailer Carrefour, you could derive a competitive advantage from

You have been asked to defend why your strategic analysis of StitchFix solely consists of an assessment of the company's external environment but not an evaluation of its internal resources and competitive position. How would you respond?

If you were advising Hilton Hotels, what three main approaches would you suggest to rectify any weaknesses in this company's customer value proposition?

Activity-based costing is used to evaluate a company's cost competitiveness and ________

Conducting a competitive strength assessment does not involve an analysis of

Resource and capability analysis is achieved by

________ identifies and assesses a company's resource strengths and weaknesses and its external opportunities and threats.

A much-used and potent managerial tool for determining whether a company performs particular functions or activities in a manner that represents "the best practice" when both cost and effectiveness are taken into account is

The external market opportunities which are most relevant to a company are the ones that

Describe a company (real or fictional)that is at a cost disadvantage compared to its rivals. What strategic moves should this company undertake to restore cost parity?

You have been hired to evaluate SunPower's ability to compete successfully against its market rivals in the U.S. solar power industry. Briefly list the guiding questions for your strategic assessment of SunPower.

Understanding where a company is competitive requires

Using value chain analysis, which primary and secondary activities would you consider to be most and least valuable for a company like Facebook?

Among W.L. Gore's tangible resources are

Managers can improve efficiency and effectiveness in a company's value chain by analyzing

A core competence

Tangible resources do not include

One important indicator of how well a company's present strategy is working is whether

If you were a consultant to SunPower, one of the largest solar power companies in the United States, you would not recommend this activity to remedy high internal costs relative to its rivals.

When companies engage in value-creating activities, they do so by

What Is Strategy and Why Is It Important?

Charting a Companys Direction

Evaluating a Companys External Environment

The Five Generic Competitive Strategies

Strengthening a Companys Competitive Position

Strategies for Competing in International Markets

Corporate Strategy

Ethics, Corporate Social Responsibility, Environmental Sustainability, and Strategy

Building an Organization Capable of Good Strategy Execution

Managing Internal Operations

Corporate Culture and Leadership

Filters

Exam 4: Evaluating a Companys Resources, Capabilities, and Competitiveness

As a manager at the French discount retailer Carrefour, you could derive a competitive advantage from

You have been asked to defend why your strategic analysis of StitchFix solely consists of an assessment of the company's external environment but not an evaluation of its internal resources and competitive position. How would you respond?

If you were advising Hilton Hotels, what three main approaches would you suggest to rectify any weaknesses in this company's customer value proposition?

Activity-based costing is used to evaluate a company's cost competitiveness and ________

Conducting a competitive strength assessment does not involve an analysis of

Resource and capability analysis is achieved by

________ identifies and assesses a company's resource strengths and weaknesses and its external opportunities and threats.

A much-used and potent managerial tool for determining whether a company performs particular functions or activities in a manner that represents "the best practice" when both cost and effectiveness are taken into account is

The external market opportunities which are most relevant to a company are the ones that

Describe a company (real or fictional)that is at a cost disadvantage compared to its rivals. What strategic moves should this company undertake to restore cost parity?

You have been hired to evaluate SunPower's ability to compete successfully against its market rivals in the U.S. solar power industry. Briefly list the guiding questions for your strategic assessment of SunPower.

Understanding where a company is competitive requires

Using value chain analysis, which primary and secondary activities would you consider to be most and least valuable for a company like Facebook?

Among W.L. Gore's tangible resources are

Managers can improve efficiency and effectiveness in a company's value chain by analyzing

A core competence

Tangible resources do not include

One important indicator of how well a company's present strategy is working is whether

If you were a consultant to SunPower, one of the largest solar power companies in the United States, you would not recommend this activity to remedy high internal costs relative to its rivals.

When companies engage in value-creating activities, they do so by

What Is Strategy and Why Is It Important?

Charting a Companys Direction

Evaluating a Companys External Environment

The Five Generic Competitive Strategies

Strengthening a Companys Competitive Position

Strategies for Competing in International Markets

Corporate Strategy

Ethics, Corporate Social Responsibility, Environmental Sustainability, and Strategy

Building an Organization Capable of Good Strategy Execution

Managing Internal Operations

Corporate Culture and Leadership

Filters