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

Draw a typical company value chain and briefly explain why the proficiency with which a firm performs the activities comprising its value chain matters.

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Question 41

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

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Question 42

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

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Question 43

Which one of the following is NOT part of conducting a SWOT analysis?

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Question 44

A company's strengths are important because:

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Question 45

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

(Multiple Choice)

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Question 46

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

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Question 47

A productive input or competitive asset that is owned or controlled by a company is termed a:

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Question 48

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 49

Value chain analysis and benchmarking in comparison to that of rivals:

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Question 50

There are two approaches that can make the process of uncovering and identifying a firm's capabilities more systematic.They include:

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Question 51

A dynamic capability:

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Question 52

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

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Question 53

Instead of trying to match the resource strengths of rivals,what option(s)should a company consider to enhance its competitive power in the marketplace?

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Question 54

The road to competitive advantage begins with management's efforts:

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Question 55

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.

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Question 56

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One of the most telling signs of whether a company's market position is strong or precarious is:

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Question 57

For a particular company resource/capability to have real competitive power and perhaps qualify as a basis for competitive advantage,it should:

(Multiple Choice)

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Question 58

A company's value chain identifies:

(Multiple Choice)

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Question 59

Which of the following is NOT an example of a threat to a company's future profitability and well-being?

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Question 60

Showing 41 - 60 of 171

Draw a typical company value chain and briefly explain why the proficiency with which a firm performs the activities comprising its value chain matters.

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

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

Which one of the following is NOT part of conducting a SWOT analysis?

A company's strengths are important because:

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

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

A productive input or competitive asset that is owned or controlled by a company is termed a:

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?

Value chain analysis and benchmarking in comparison to that of rivals:

There are two approaches that can make the process of uncovering and identifying a firm's capabilities more systematic.They include:

A dynamic capability:

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

Instead of trying to match the resource strengths of rivals,what option(s)should a company consider to enhance its competitive power in the marketplace?

The road to competitive advantage begins with management's efforts:

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.

One of the most telling signs of whether a company's market position is strong or precarious is:

For a particular company resource/capability to have real competitive power and perhaps qualify as a basis for competitive advantage,it should:

A company's value chain identifies:

Which of the following is NOT an example of a threat to a company's future profitability and well-being?

What Is Strategy and Why Is It Important

Charting a Companys Direction: Its Vision, Mission, Objectives, and Strategy

Evaluating a Companys External Environment

The Five Generic Competitive Strategies: Which One to Employ

Strengthening a Companys Competitive Position: Strategic Moves, Timing, and Scope of Operations

Strategies for Competing in International Markets

Corporate Strategy: Diversification and the Multibusiness Company

Ethics, corporate Social Responsibility, Environmental Sustainability, and Strategy

Building an Organization Capable of Good Strategy Execution: People, Capabilities, and Structure

Managing Internal Operations: Actions That Promote Good Strategy Execution

Corporate Culture and Leadership: Keys to Good Strategy Execution

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