Question 1

Which of the following is NOT an example of an external threat to a company's future profitability?

Accepted Answer

A)  The lack of a distinctive competence 
B)  New legislation that entails burdensome and costly government regulations 
C)  Slowdowns in market growth 
D)  More intense competitive pressures 
E)  The introduction of restrictive trade policies in countries where the company does business 
A)  The lack of a distinctive competence 
B)  New legislation that entails burdensome and costly government regulations 
C)  Slowdowns in market growth 
D)  More intense competitive pressures 
E)  The introduction of restrictive trade policies in countries where the company does business

Question 2

Assume a firm is at a cost disadvantage with rivals because of higher distributor/dealer costs than rivals.Identify three strategic moves that it can make to restore cost parity.

Accepted Answer

The three moves to achieve better cost c

Question 3

Why is it important for company managers to develop a "worry list" of strategic issues and problems that they need to address and resolve? What should they consider to develop this list?

Accepted Answer

Compiling a "worry list" of problems cre

Question 4

Which of the following is NOT accurate as concerns a distinctive competence?

Accepted Answer

A)  A distinctive competence is a competitively important activity that a company performs better than its rivals. 
B)  A distinctive competence is typically less restrictive for rivals to copy than a core competence. 
C)  A distinctive competence can be a basis for sustainable competitive advantage. 
D)  A distinctive competence qualifies as a superior internal strength. 
E)  A distinctive competence enables delivering stand-out value to customers (in the form of lower prices,better product performance,or superior service). 
A)  A distinctive competence is a competitively important activity that a company performs better than its rivals. 
B)  A distinctive competence is typically less restrictive for rivals to copy than a core competence. 
C)  A distinctive competence can be a basis for sustainable competitive advantage. 
D)  A distinctive competence qualifies as a superior internal strength. 
E)  A distinctive competence enables delivering stand-out value to customers (in the form of lower prices,better product performance,or superior service).

Question 5

A powerful tool for sizing up the company's competitive assets and determining whether they can provide the foundation necessary for competitive success in the marketplace is termed:

Accepted Answer

A)  resource and capability analysis. 
B)  SWOT. 
C)  competitive analysis. 
D)  financial and asset management analysis. 
E)  value chain analysis. 
A)  resource and capability analysis. 
B)  SWOT. 
C)  competitive analysis. 
D)  financial and asset management analysis. 
E)  value chain analysis.

Question 6

Which of the following areas within a company's total value chain system can managers use to improve efficiency and effectiveness?

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 7

Which of the following is NOT a good example of a company's resources?

Accepted Answer

A)  More intellectual capital and better e-commerce capabilities than rivals 
B)  Fruitful partnerships or alliances with suppliers that reduce costs and/or enhance product quality and performance 
C)  Having higher earnings per share and a higher stock price than key rivals 
D)  A well-known brand name and enjoying the confidence of customers 
E)  A lower-cost value chain than rivals 
A)  More intellectual capital and better e-commerce capabilities than rivals 
B)  Fruitful partnerships or alliances with suppliers that reduce costs and/or enhance product quality and performance 
C)  Having higher earnings per share and a higher stock price than key rivals 
D)  A well-known brand name and enjoying the confidence of customers 
E)  A lower-cost value chain than rivals

Question 8

Why do a company's core competencies matter in crafting strategy?

Accepted Answer

A core competence is a proficiently perf

Question 9

A useful way to identify a company's resources is to view them as:

Accepted Answer

A)  divided into two main categories,tangible and intangible. 
B)  productive inputs or competitive assets,except human assets and intellectual capital,which are considered capabilities or competencies. 
C)  physical resources,such as the company's brand,image,and reputation assets. 
D)  an inventory or a collection of the firm's strengths,weaknesses,opportunities,and threats. 
E)  intangible resources such as patents,copyrights,and technological processes. 
A)  divided into two main categories,tangible and intangible. 
B)  productive inputs or competitive assets,except human assets and intellectual capital,which are considered capabilities or competencies. 
C)  physical resources,such as the company's brand,image,and reputation assets. 
D)  an inventory or a collection of the firm's strengths,weaknesses,opportunities,and threats. 
E)  intangible resources such as patents,copyrights,and technological processes.

Question 10

The best indicator of how well a company's strategy is working is whether the company:

Accepted Answer

A)  is achieving its stated financial objectives,its financial performance equates to the industry average,and market share gains reflect short-term preferences for capacity maximization. 
B)  is attentive to its poor execution in functional areas,business goals are stretch,and the value proposition has a product focus. 
C)  is geared to initiatives designed to build market share and to promote corporate responsibility. 
D)  is achieving its stated financial and strategic objectives,its financial performance is better than the industry average,and it is gaining customers and increasing its market share. 
E)  is geared to initiatives to promote corporate social responsibility. 
A)  is achieving its stated financial objectives,its financial performance equates to the industry average,and market share gains reflect short-term preferences for capacity maximization. 
B)  is attentive to its poor execution in functional areas,business goals are stretch,and the value proposition has a product focus. 
C)  is geared to initiatives designed to build market share and to promote corporate responsibility. 
D)  is achieving its stated financial and strategic objectives,its financial performance is better than the industry average,and it is gaining customers and increasing its market share. 
E)  is geared to initiatives to promote corporate social responsibility.

Question 11

Identifying the strategic issues and problems that merit front-burner managerial attention:

Accepted Answer

A)  is accomplished solely by analyzing the company's internal working environment. 
B)  helps set management's agenda for taking actions to improve the company's performance and business outlook. 
C)  is done solely by evaluating the company's own internal situation-its resources and competitive position-to help come up with a "worry list" of "how to…," "whether to…," and "what to do about…" 
D)  is done solely as a basis for drawing conclusions about whether to stick with a company's present strategy or to modify it. 
E)  is accomplished solely by analyzing the company's external environment. 
A)  is accomplished solely by analyzing the company's internal working environment. 
B)  helps set management's agenda for taking actions to improve the company's performance and business outlook. 
C)  is done solely by evaluating the company's own internal situation-its resources and competitive position-to help come up with a "worry list" of "how to…," "whether to…," and "what to do about…" 
D)  is done solely as a basis for drawing conclusions about whether to stick with a company's present strategy or to modify it. 
E)  is accomplished solely by analyzing the company's external environment.

Question 12

How are a company's organizational capabilities developed and enabled?

Accepted Answer

A)  By strengthening the traditions that company executives are committed to maintaining 
B)  Through deployment of a company's resources or some combination of its resources 
C)  By talking openly about the problems of the present company and determining how new behaviors will improve performance 
D)  By shifting from decentralized to centralized decision-making 
E)  By urging company personnel to search outside the company for work practices and operating approaches that may be an improvement over what the company is presently doing 
A)  By strengthening the traditions that company executives are committed to maintaining 
B)  Through deployment of a company's resources or some combination of its resources 
C)  By talking openly about the problems of the present company and determining how new behaviors will improve performance 
D)  By shifting from decentralized to centralized decision-making 
E)  By urging company personnel to search outside the company for work practices and operating approaches that may be an improvement over what the company is presently doing

Question 13

The market opportunities most relevant to a particular company are those that:

Accepted Answer

A)  offer the best prospects for growth and profitability. 
B)  provide a strong defense against threats to the company's profitability. 
C)  embrace the most potential for product innovation. 
D)  provide avenues for taking market share away from close rivals. 
E)  hold the most potential to reduce costs. 
A)  offer the best prospects for growth and profitability. 
B)  provide a strong defense against threats to the company's profitability. 
C)  embrace the most potential for product innovation. 
D)  provide avenues for taking market share away from close rivals. 
E)  hold the most potential to reduce costs.

Question 14

The spotlight in analyzing a company's resources,internal circumstances,and competitiveness includes such questions/concerns as:

Accepted Answer

A)  whether the company is located all over the globe. 
B)  whether the company's key success factors are more dominant than the key success factors of close rivals. 
C)  whether the company has the industry's most efficient and effective value chain. 
D)  what the company's resource strengths and weaknesses are in relation to the market opportunities and external threats. 
E)  what new acquisitions the company would be well advised to make in order to strengthen its financial performance and overall balance sheet position. 
A)  whether the company is located all over the globe. 
B)  whether the company's key success factors are more dominant than the key success factors of close rivals. 
C)  whether the company has the industry's most efficient and effective value chain. 
D)  what the company's resource strengths and weaknesses are in relation to the market opportunities and external threats. 
E)  what new acquisitions the company would be well advised to make in order to strengthen its financial performance and overall balance sheet position.

Question 15

Explain why a weighted competitive strength assessment is important.

Accepted Answer

Industry and competitive analyses reveal

Question 16

When an activity becomes something a company has learned to perform proficiently and capably,the company is said to have:

Accepted Answer

A)  a competence. 
B)  a competitive advantage over rivals. 
C)  a key value chain proficiency. 
D)  a distinctive capability. 
E)  a resource advantage. 
A)  a competence. 
B)  a competitive advantage over rivals. 
C)  a key value chain proficiency. 
D)  a distinctive capability. 
E)  a resource advantage.

Question 17

Which of the following is NOT an option for remedying a supplier-related cost disadvantage?

Accepted Answer

A)  Integrate backward into the business of high-cost suppliers in an effort to reduce the costs of the items being purchased. 
B)  Negotiate more favorable prices with suppliers. 
C)  Collaborate closely with suppliers to identify mutual cost-saving opportunities. 
D)  Switch to lower-priced substitute inputs. 
E)  Persuade forward channel allies to implement best practices. 
A)  Integrate backward into the business of high-cost suppliers in an effort to reduce the costs of the items being purchased. 
B)  Negotiate more favorable prices with suppliers. 
C)  Collaborate closely with suppliers to identify mutual cost-saving opportunities. 
D)  Switch to lower-priced substitute inputs. 
E)  Persuade forward channel allies to implement best practices.

Question 18

Which of the following is NOT accurate as concerns the task of identifying the strategic issues and problems that merit front-burner managerial attention?

Accepted Answer

A)  It entails drawing upon the results and conclusions from analyzing the company's external environment. 
B)  It entails drawing on the results and conclusions from evaluating the company's own resources and competitive position. 
C)  It entails developing a "worry list" of "how to…," "whether to…," and "what to do about…" 
D)  Identifying the strategic issues and problems that the company faces is the first thing that company managers need to do before starting to analyze the company's internal and external environment. 
E)  Developing a list of issues and problems that management need to address (and to resolve)should always precede deciding upon a strategy and what actions to take to improve the company's position and prospects. 
A)  It entails drawing upon the results and conclusions from analyzing the company's external environment. 
B)  It entails drawing on the results and conclusions from evaluating the company's own resources and competitive position. 
C)  It entails developing a "worry list" of "how to…," "whether to…," and "what to do about…" 
D)  Identifying the strategic issues and problems that the company faces is the first thing that company managers need to do before starting to analyze the company's internal and external environment. 
E)  Developing a list of issues and problems that management need to address (and to resolve)should always precede deciding upon a strategy and what actions to take to improve the company's position and prospects.

Question 19

Identify the six questions to consider in evaluating a company's ability to compete successfully against market rivals.

Accepted Answer

The six questions are as follows:
1. How

Question 20

A company requires a dynamically evolving portfolio of resources and capabilities to:

Accepted Answer

A)  assist the strategic planning team in overall direction. 
B)  sustain complex manufacturing systems as a strategic recall. 
C)  sustain its competitiveness and help drive improvements in its performance. 
D)  sustain benefits of high market share as an interest in growth strategies. 
E)  transform knowledge into a management style supporting competition in a globally diverse world. 
A)  assist the strategic planning team in overall direction. 
B)  sustain complex manufacturing systems as a strategic recall. 
C)  sustain its competitiveness and help drive improvements in its performance. 
D)  sustain benefits of high market share as an interest in growth strategies. 
E)  transform knowledge into a management style supporting competition in a globally diverse world.

Which of the following is NOT an example of an external threat to a company's future profitability?

Assume a firm is at a cost disadvantage with rivals because of higher distributor/dealer costs than rivals.Identify three strategic moves that it can make to restore cost parity.

Why is it important for company managers to develop a "worry list" of strategic issues and problems that they need to address and resolve? What should they consider to develop this list?

Which of the following is NOT accurate as concerns a distinctive competence?

A powerful tool for sizing up the company's competitive assets and determining whether they can provide the foundation necessary for competitive success in the marketplace is termed:

Which of the following areas within a company's total value chain system can managers use to improve efficiency and effectiveness?

Which of the following is NOT a good example of a company's resources?

Why do a company's core competencies matter in crafting strategy?

A useful way to identify a company's resources is to view them as:

The best indicator of how well a company's strategy is working is whether the company:

Identifying the strategic issues and problems that merit front-burner managerial attention:

How are a company's organizational capabilities developed and enabled?

The market opportunities most relevant to a particular company are those that:

The spotlight in analyzing a company's resources,internal circumstances,and competitiveness includes such questions/concerns as:

Explain why a weighted competitive strength assessment is important.

When an activity becomes something a company has learned to perform proficiently and capably,the company is said to have:

Which of the following is NOT an option for remedying a supplier-related cost disadvantage?

Which of the following is NOT accurate as concerns the task of identifying the strategic issues and problems that merit front-burner managerial attention?

Identify the six questions to consider in evaluating a company's ability to compete successfully against market rivals.

A company requires a dynamically evolving portfolio of resources and capabilities to:

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

Filters

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

Which of the following is NOT an example of an external threat to a company's future profitability?

Assume a firm is at a cost disadvantage with rivals because of higher distributor/dealer costs than rivals.Identify three strategic moves that it can make to restore cost parity.

Why is it important for company managers to develop a "worry list" of strategic issues and problems that they need to address and resolve? What should they consider to develop this list?

Which of the following is NOT accurate as concerns a distinctive competence?

A powerful tool for sizing up the company's competitive assets and determining whether they can provide the foundation necessary for competitive success in the marketplace is termed:

Which of the following areas within a company's total value chain system can managers use to improve efficiency and effectiveness?

Which of the following is NOT a good example of a company's resources?

Why do a company's core competencies matter in crafting strategy?

A useful way to identify a company's resources is to view them as:

The best indicator of how well a company's strategy is working is whether the company:

Identifying the strategic issues and problems that merit front-burner managerial attention:

How are a company's organizational capabilities developed and enabled?

The market opportunities most relevant to a particular company are those that:

The spotlight in analyzing a company's resources,internal circumstances,and competitiveness includes such questions/concerns as:

Explain why a weighted competitive strength assessment is important.

When an activity becomes something a company has learned to perform proficiently and capably,the company is said to have:

Which of the following is NOT an option for remedying a supplier-related cost disadvantage?

Which of the following is NOT accurate as concerns the task of identifying the strategic issues and problems that merit front-burner managerial attention?

Identify the six questions to consider in evaluating a company's ability to compete successfully against market rivals.

A company requires a dynamically evolving portfolio of resources and capabilities to:

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

Filters