Question 1

The competitive power of a company resource strength or competitive capability hinges on all of the following except

Accepted Answer

A) how hard it is for competitors to copy. 
B) whether it is rare and something rivals lack. 
C) whether it is really competitively valuable and has the potential to contribute to a competitive advantage. 
D) whether it is nonsubstitutable. 
E) whether it is readily available for rivals to adopt. 
A) how hard it is for competitors to copy. 
B) whether it is rare and something rivals lack. 
C) whether it is really competitively valuable and has the potential to contribute to a competitive advantage. 
D) whether it is nonsubstitutable. 
E) whether it is readily available for rivals to adopt.

Question 2

A competitively valuable resource or capability is a company's

Accepted Answer

A) enabling foundation of its business model. 
B) equally valuable substitute resource providing a competitive advantage. 
C) assessment of the availability of superior substitutes. 
D) unsurpassed worker productivity and product quality. 
E) unique piecework incentive system, providing a competitive advantage. 
A) enabling foundation of its business model. 
B) equally valuable substitute resource providing a competitive advantage. 
C) assessment of the availability of superior substitutes. 
D) unsurpassed worker productivity and product quality. 
E) unique piecework incentive system, providing a competitive advantage.

Question 3

If you were asked to use a powerful analytical tool to size up Amazon's competitive assets and determine whether they can provide the foundation necessary for its competitive success in the marketplace, you would choose

Accepted Answer

A) VRIN tests. 
B) SWOT analysis. 
C) competitive strength matrix analysis. 
D) financial and asset management analysis. 
E) value chain analysis. 
A) VRIN tests. 
B) SWOT analysis. 
C) competitive strength matrix analysis. 
D) financial and asset management analysis. 
E) value chain analysis.

Question 4

Pinpointing the strategic issues that SunPower's management needs to address ordinarily would not include

Accepted Answer

A) analyzing SunPower's external environment. 
B) evaluating SunPower's own resources and competitive position. 
C) surveying SunPower's board members, managers, select employees, and key investors regarding what strategic issues they think the company faces. 
D) developing a worry list of "how to…," "whether to…," and "what to do about…" for SunPower. 
E) assessing what challenges SunPower must overcome to be financially and competitively successful in the years ahead. 
A) analyzing SunPower's external environment. 
B) evaluating SunPower's own resources and competitive position. 
C) surveying SunPower's board members, managers, select employees, and key investors regarding what strategic issues they think the company faces. 
D) developing a worry list of "how to…," "whether to…," and "what to do about…" for SunPower. 
E) assessing what challenges SunPower must overcome to be financially and competitively successful in the years ahead.

Question 5

A company's strengths are important because they

Accepted Answer

A) pave the way for establishing a low-cost advantage over rivals. 
B) represent the quality of its competitive assets that enhance its competitiveness in the marketplace. 
C) provide extra muscle in helping lengthen the company's value chain. 
D) give it competitive protection against the industry's driving forces. 
E) provide extra organizational muscle in turning a core competence into a key success factor. 
A) pave the way for establishing a low-cost advantage over rivals. 
B) represent the quality of its competitive assets that enhance its competitiveness in the marketplace. 
C) provide extra muscle in helping lengthen the company's value chain. 
D) give it competitive protection against the industry's driving forces. 
E) provide extra organizational muscle in turning a core competence into a key success factor.

Question 6

A company's dynamic capability is not manifested by its

Accepted Answer

A) capacity to improve existing resources and capabilities 
B) ability to upgrade its R&D resources to drive product innovation 
C) capacity to add new resources and capabilities to the competitive asset portfolio 
D) ability to replace degraded resources with acquired capabilities 
E) ability to keep antiquated resources by disregarding innovative capabilities 
A) capacity to improve existing resources and capabilities 
B) ability to upgrade its R&D resources to drive product innovation 
C) capacity to add new resources and capabilities to the competitive asset portfolio 
D) ability to replace degraded resources with acquired capabilities 
E) ability to keep antiquated resources by disregarding innovative capabilities

Question 7

Calculating competitive strength ratings for a company and its rivals using the industry's most telling measures of competitive strength or weakness

Accepted Answer

A) is a way of determining which competitor has the highest overall competitive advantage in the marketplace and which competitor is faced with the lowest overall competitive disadvantage. 
B) is the most reliable indicator of which industry member has the highest overall product quality. 
C) is a powerful way of revealing which competitors are in the best and worst strategic groups. 
D) is the most reliable indicator of which industry member has the lowest overall costs and is the low-cost leader. 
E) pinpoints which industry rivals are most insulated from the industry's driving forces. 
A) is a way of determining which competitor has the highest overall competitive advantage in the marketplace and which competitor is faced with the lowest overall competitive disadvantage. 
B) is the most reliable indicator of which industry member has the highest overall product quality. 
C) is a powerful way of revealing which competitors are in the best and worst strategic groups. 
D) is the most reliable indicator of which industry member has the lowest overall costs and is the low-cost leader. 
E) pinpoints which industry rivals are most insulated from the industry's driving forces.

The competitive power of a company resource strength or competitive capability hinges on all of the following except

A competitively valuable resource or capability is a company's

If you were asked to use a powerful analytical tool to size up Amazon's competitive assets and determine whether they can provide the foundation necessary for its competitive success in the marketplace, you would choose

Pinpointing the strategic issues that SunPower's management needs to address ordinarily would not include

A company's strengths are important because they

A company's dynamic capability is not manifested by its

Calculating competitive strength ratings for a company and its rivals using the industry's most telling measures of competitive strength or weakness

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

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

The competitive power of a company resource strength or competitive capability hinges on all of the following except

A competitively valuable resource or capability is a company's

If you were asked to use a powerful analytical tool to size up Amazon's competitive assets and determine whether they can provide the foundation necessary for its competitive success in the marketplace, you would choose

Pinpointing the strategic issues that SunPower's management needs to address ordinarily would not include

A company's strengths are important because they

A company's dynamic capability is not manifested by its

Calculating competitive strength ratings for a company and its rivals using the industry's most telling measures of competitive strength or weakness

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