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.

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

In conducting a SWOT analysis,is it enough to simply compile lists of the company's strengths,weaknesses,opportunities,and threats? Why or why not?

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Question 1

Correct Answer:

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Simply making lists of a company's strengths,weaknesses,opportunities,and threats is not enough;the payoff from SWOT analysis comes from the conclusions about a company's situation and the implications for strategy improvement that flow from the four lists.The objective of SWOT analysis is to translate the diagnosis of the company's situation into actions for improving the company's strategy and business prospects.

Identify at least three indicators of whether a company's present strategy is working well.

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Question 2

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The three best indicators of how well a company's strategy is working are (1)whether the company is achieving its stated financial and strategic objectives, (2)whether its financial performance is above the industry average,and (3)whether it is gaining customers and increasing its market share.

Quantitative measures of a company's competitive strength:

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Question 3

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Assume a firm is at a cost disadvantage with rivals because of higher supplier-related costs than key rivals.Identify three strategic moves that it can make to restore cost parity.

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Question 4

When a company performs a particular competitively important activity truly well in comparison to its rivals,it is said to have:

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Question 5

In a weighted competitive strength analysis,each strength measure is assigned a weight based on:

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Question 6

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

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Question 7

A core competence:

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Question 8

Which of the following is NOT an option for remedying a cost disadvantage associated with activities performed by forward channel allies (wholesale distributors and retail dealers)?

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Question 9

Tangible resources include:

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Question 10

The means to enhance differentiation through activities at the forward end of the value chain system do NOT include:

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Question 11

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

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Question 12

Benchmarking provides a company with which of the following?

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Question 13

Competitive strength can be determined by assigning measures based on perceived importance because:

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Question 14

A linked and closely integrated set of competitive assets centered around one or more cross-functional capabilities is termed:

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Question 15

Assume a firm is at a cost disadvantage with rivals because its internal costs are higher than rivals.Identify three strategic moves that it can make to restore cost parity.

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Question 16

The payoff of doing a thorough SWOT analysis is:

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Question 17

Which of the following is NOT a reliable measure of how well a company's current strategy is working?

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Question 18

In doing SWOT analysis and trying to identify a company's market opportunities,which of the following is NOT an example of a potential market opportunity that a company may have?

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Question 19

A sustainable competitive advantage is gained:

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Question 20

Showing 1 - 20 of 107

In conducting a SWOT analysis,is it enough to simply compile lists of the company's strengths,weaknesses,opportunities,and threats? Why or why not?

Identify at least three indicators of whether a company's present strategy is working well.

Quantitative measures of a company's competitive strength:

Assume a firm is at a cost disadvantage with rivals because of higher supplier-related costs than key rivals.Identify three strategic moves that it can make to restore cost parity.

When a company performs a particular competitively important activity truly well in comparison to its rivals,it is said to have:

In a weighted competitive strength analysis,each strength measure is assigned a weight based on:

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

A core competence:

Which of the following is NOT an option for remedying a cost disadvantage associated with activities performed by forward channel allies (wholesale distributors and retail dealers)?

Tangible resources include:

The means to enhance differentiation through activities at the forward end of the value chain system do NOT include:

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

Benchmarking provides a company with which of the following?

Competitive strength can be determined by assigning measures based on perceived importance because:

A linked and closely integrated set of competitive assets centered around one or more cross-functional capabilities is termed:

Assume a firm is at a cost disadvantage with rivals because its internal costs are higher than rivals.Identify three strategic moves that it can make to restore cost parity.

The payoff of doing a thorough SWOT analysis is:

Which of the following is NOT a reliable measure of how well a company's current strategy is working?

In doing SWOT analysis and trying to identify a company's market opportunities,which of the following is NOT an example of a potential market opportunity that a company may have?

A sustainable competitive advantage is gained:

What Is Strategy and Why Is It Important

Charting a Companys Direction: Its Vision, Mission, Objectives, Andstrategy

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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