Question 1

The intensity of rivalry among competing sellers does NOT depend on whether:

Accepted Answer

A)  the industry has more than two strong driving forces and whether the industry has more than two diverse and capable strategic groups. 
B)  competitors are diverse in terms of long-term directions,objectives,strategies,and countries of origin. 
C)  strong companies outside the industry have acquired weak firms in the industry and are launching aggressive moves to transform the acquired companies into strong market contenders. 
D)  one or two rivals have particularly powerful and successful strategies to grow the business,attract and retain buyers,and develop a sustained competitive advantage. 
E)  industry conditions attract industry members to use price cuts or other competitive weapons to boost total sales volume and market share. 
A)  the industry has more than two strong driving forces and whether the industry has more than two diverse and capable strategic groups. 
B)  competitors are diverse in terms of long-term directions,objectives,strategies,and countries of origin. 
C)  strong companies outside the industry have acquired weak firms in the industry and are launching aggressive moves to transform the acquired companies into strong market contenders. 
D)  one or two rivals have particularly powerful and successful strategies to grow the business,attract and retain buyers,and develop a sustained competitive advantage. 
E)  industry conditions attract industry members to use price cuts or other competitive weapons to boost total sales volume and market share.

Question 2

Market maneuvering among industry rivals:

Accepted Answer

A)  determines whether the industry's strategic group map will be static or dynamic. 
B)  centers around collaborative efforts to overcome the bargaining power of powerful suppliers and powerful buyers. 
C)  is usually an industry's strongest driving force. 
D)  is usually one of the two or three weakest competitive forces because of the close familiarity that rivals have for one another's likely next moves. 
E)  is ongoing and dynamic,with moves and countermoves of rivals producing a continually evolving competitive landscape that delivers winners and losers. 
A)  determines whether the industry's strategic group map will be static or dynamic. 
B)  centers around collaborative efforts to overcome the bargaining power of powerful suppliers and powerful buyers. 
C)  is usually an industry's strongest driving force. 
D)  is usually one of the two or three weakest competitive forces because of the close familiarity that rivals have for one another's likely next moves. 
E)  is ongoing and dynamic,with moves and countermoves of rivals producing a continually evolving competitive landscape that delivers winners and losers.

Question 3

With the aid of a strategic group map,one can:

Accepted Answer

A)  identify easily the entry and exit barriers for each strategic group. 
B)  pinpoint precisely which firms are in profitable strategic groups and which are not. 
C)  identify which competitive forces are strong and which are weak. 
D)  measure accurately whether across-group rivalry is stronger than within-group rivalry,and vice versa. 
E)  reveal which companies are close competitors and which are distant rivals,and that not all positions on the map are equally attractive. 
A)  identify easily the entry and exit barriers for each strategic group. 
B)  pinpoint precisely which firms are in profitable strategic groups and which are not. 
C)  identify which competitive forces are strong and which are weak. 
D)  measure accurately whether across-group rivalry is stronger than within-group rivalry,and vice versa. 
E)  reveal which companies are close competitors and which are distant rivals,and that not all positions on the map are equally attractive.

Question 4

Buyers are in position to exert strong bargaining power in dealing with sellers when:

Accepted Answer

A)  their costs to switch to competing brands or to substitute products are relatively high. 
B)  a particular seller's product delivers quality or performance that is very important to the buyer and is not matched by other brands. 
C)  they buy the product infrequently or in small quantities and are not particularly well-informed about sellers' products,prices,and costs. 
D)  buyer demand is growing rapidly. 
E)  Buyers are price-sensitive due to the product representing a significant fraction of their purchases. 
A)  their costs to switch to competing brands or to substitute products are relatively high. 
B)  a particular seller's product delivers quality or performance that is very important to the buyer and is not matched by other brands. 
C)  they buy the product infrequently or in small quantities and are not particularly well-informed about sellers' products,prices,and costs. 
D)  buyer demand is growing rapidly. 
E)  Buyers are price-sensitive due to the product representing a significant fraction of their purchases.

Question 5

Which of the following factors represents the strategically relevant political factors in the macro-environment that will influence the performance of all firms across the board?

Accepted Answer

A)  The strength of the federal banking system 
B)  The exogenous forces related to the general environmental demand 
C)  Social factors that could fuel a political agenda and create greater transparency 
D)  Bailouts and energy policies that are industry-specific 
E)  Tax policy,fiscal policy,and tariffs providing impetus for anti-trust matters 
A)  The strength of the federal banking system 
B)  The exogenous forces related to the general environmental demand 
C)  Social factors that could fuel a political agenda and create greater transparency 
D)  Bailouts and energy policies that are industry-specific 
E)  Tax policy,fiscal policy,and tariffs providing impetus for anti-trust matters

Question 6

Which one of the following is NOT an integral part of driving forces analysis?

Accepted Answer

A)  Determining whether forces are acting to cause fundamental changes in industry conditions and/or the industry's competitiveness 
B)  Determining whether forces are acting to cause industry rivals to shift to a different strategic group 
C)  Determining whether forces are acting to strengthen or weaken market demand 
D)  Determining whether forces are acting to make competition more or less intense 
E)  Determining whether forces are acting to raise or lower industry profitability 
A)  Determining whether forces are acting to cause fundamental changes in industry conditions and/or the industry's competitiveness 
B)  Determining whether forces are acting to cause industry rivals to shift to a different strategic group 
C)  Determining whether forces are acting to strengthen or weaken market demand 
D)  Determining whether forces are acting to make competition more or less intense 
E)  Determining whether forces are acting to raise or lower industry profitability

Question 7

The most powerful of the five competitive forces is USUALLY:

Accepted Answer

A)  the competitive pressures that stem from the ready availability of attractively priced substitute products. 
B)  the competitive pressures associated with the market maneuvering and jockeying for buyer patronage that goes on among rival sellers in the industry. 
C)  the benefits that emerge from close collaboration with suppliers and the competitive pressures that such collaboration creates. 
D)  the competitive pressures associated with the potential entry of new competitors. 
E)  the bargaining power and leverage that large customers are able to exercise. 
A)  the competitive pressures that stem from the ready availability of attractively priced substitute products. 
B)  the competitive pressures associated with the market maneuvering and jockeying for buyer patronage that goes on among rival sellers in the industry. 
C)  the benefits that emerge from close collaboration with suppliers and the competitive pressures that such collaboration creates. 
D)  the competitive pressures associated with the potential entry of new competitors. 
E)  the bargaining power and leverage that large customers are able to exercise.

Question 8

Industry rivals tend to experience weak competitive pressures from substitute products when:

Accepted Answer

A)  the available substitute products are weakly differentiated from one another. 
B)  the buyers of the industry's products are few in number and they have substantial amounts of leverage with sellers. 
C)  rival sellers experience strong bargaining power from both suppliers and influential customers. 
D)  buyers incur high costs in switching to substitutes and substitutes are higher priced relative to the quality,performance,and other attributes they deliver. 
E)  the producers of substitute products are all pursuing strategies to strongly differentiate their products on the basis of quality and product performance. 
A)  the available substitute products are weakly differentiated from one another. 
B)  the buyers of the industry's products are few in number and they have substantial amounts of leverage with sellers. 
C)  rival sellers experience strong bargaining power from both suppliers and influential customers. 
D)  buyers incur high costs in switching to substitutes and substitutes are higher priced relative to the quality,performance,and other attributes they deliver. 
E)  the producers of substitute products are all pursuing strategies to strongly differentiate their products on the basis of quality and product performance.

Question 9

Which one of the following is NOT a factor in causing supplier bargaining power to be stronger?

Accepted Answer

A)  The products/services needed from suppliers are in short supply. 
B)  Industry members can't integrate backward and self-supply themselves. 
C)  The item being supplied is a commodity. 
D)  The item being supplied significantly enhances the quality or performance of the products of industry members. 
E)  Suppliers are not dependent on the industry for a large portion of their revenues. 
A)  The products/services needed from suppliers are in short supply. 
B)  Industry members can't integrate backward and self-supply themselves. 
C)  The item being supplied is a commodity. 
D)  The item being supplied significantly enhances the quality or performance of the products of industry members. 
E)  Suppliers are not dependent on the industry for a large portion of their revenues.

Question 10

Competitive markets are economic battlefields.True or false? Explain.

Accepted Answer

The answer of Competitive markets are economic battlefields.True or false?...

Question 11

Identify at least three benefits of constructing a strategic group map.

Accepted Answer

The answer of Identify at least three benefits of constructing...

Question 12

Which one of the following is NOT a factor that affects the strength of supplier bargaining power?

Accepted Answer

A)  Whether demand for supplier products is high and they are in short supply. 
B)  Whether industry members are a strong threat to integrate backward into the business of suppliers and self-supply their own requirements. 
C)  Whether industry members are struggling to make good profits because of slow-growing market demand. 
D)  Whether the costs of industry members to switch their purchases to alternative suppliers are high or low. 
E)  Whether the item being supplied is a commodity or is highly differentiated from supplier to supplier. 
A)  Whether demand for supplier products is high and they are in short supply. 
B)  Whether industry members are a strong threat to integrate backward into the business of suppliers and self-supply their own requirements. 
C)  Whether industry members are struggling to make good profits because of slow-growing market demand. 
D)  Whether the costs of industry members to switch their purchases to alternative suppliers are high or low. 
E)  Whether the item being supplied is a commodity or is highly differentiated from supplier to supplier.

Question 13

Increasing globalization of the industry can be a driving force because:

Accepted Answer

A)  the products of foreign competitors are nearly always cheaper or of better quality than those of domestic companies. 
B)  foreign producers typically have lower costs,greater technological expertise,and more product innovation capabilities than domestic firms. 
C)  companies need to spread their operating reach into more and more country markets to meet consumer demand and take advantage of available operating activities. 
D)  it results in companies having fewer competitors and a strategic group map with fewer circles. 
E)  market growth rates go up,product innovation speeds up,and new firms are likely to enter the industry. 
A)  the products of foreign competitors are nearly always cheaper or of better quality than those of domestic companies. 
B)  foreign producers typically have lower costs,greater technological expertise,and more product innovation capabilities than domestic firms. 
C)  companies need to spread their operating reach into more and more country markets to meet consumer demand and take advantage of available operating activities. 
D)  it results in companies having fewer competitors and a strategic group map with fewer circles. 
E)  market growth rates go up,product innovation speeds up,and new firms are likely to enter the industry.

Question 14

Which of the following is NOT a major question to ask in thinking strategically about industry and competitive conditions in a given industry?

Accepted Answer

A)  How many companies in the industry have good track records for revenue growth and profitability? 
B)  What strategic moves are rivals likely to make next? 
C)  What are the industry's key factors for future competitive success? 
D)  Is the outlook for the industry conducive to providing attractive profitability? 
E)  What are the driving forces in the industry,and what impact will these changes have on competitive intensity and industry profitability? 
A)  How many companies in the industry have good track records for revenue growth and profitability? 
B)  What strategic moves are rivals likely to make next? 
C)  What are the industry's key factors for future competitive success? 
D)  Is the outlook for the industry conducive to providing attractive profitability? 
E)  What are the driving forces in the industry,and what impact will these changes have on competitive intensity and industry profitability?

Question 15

Whether buyer bargaining power poses a strong or weak source of competitive pressure on industry members depends in part on:

Accepted Answer

A)  the degree to which buyers have any bargaining preferences and the extent to which buyers are price-sensitive. 
B)  how many buyers are engaged in collaborative partnerships with sellers. 
C)  whether entry barriers are high or low and the size of the pool of likely entry candidates. 
D)  whether the overall quality of the items being furnished by industry members is rising or falling. 
E)  whether demand-supply conditions represent a buyer's market or a seller's market. 
A)  the degree to which buyers have any bargaining preferences and the extent to which buyers are price-sensitive. 
B)  how many buyers are engaged in collaborative partnerships with sellers. 
C)  whether entry barriers are high or low and the size of the pool of likely entry candidates. 
D)  whether the overall quality of the items being furnished by industry members is rising or falling. 
E)  whether demand-supply conditions represent a buyer's market or a seller's market.

Question 16

Rivalry increases:

Accepted Answer

A)  when buyer demand is growing fast or increasing. 
B)  as it becomes more costly for buyers to switch brands. 
C)  as the products of rival sellers becomes more strongly differentiated. 
D)  when there is excess supply of unused production capacity,especially if high fixed costs exist. 
E)  All of these. 
A)  when buyer demand is growing fast or increasing. 
B)  as it becomes more costly for buyers to switch brands. 
C)  as the products of rival sellers becomes more strongly differentiated. 
D)  when there is excess supply of unused production capacity,especially if high fixed costs exist. 
E)  All of these.

Question 17

Which of the following is NOT among the factors that affect whether competitive rivalry among participating firms is strong,moderate,or weak?

Accepted Answer

A)  Whether the products of rival sellers are strongly or weakly differentiated 
B)  Whether demand for the industry's product is growing rapidly or slowly 
C)  The degree to which rivals deploy whatever means it believes will attract and retain buyers,strengthen market position,and yield good profits 
D)  Whether the industry's key driving forces yield firms in the industry with adequate profits are strong or weak 
E)  Whether industry conditions tempt competitors to use price discounting or other competitive weapons to boost total sales volume and market share 
A)  Whether the products of rival sellers are strongly or weakly differentiated 
B)  Whether demand for the industry's product is growing rapidly or slowly 
C)  The degree to which rivals deploy whatever means it believes will attract and retain buyers,strengthen market position,and yield good profits 
D)  Whether the industry's key driving forces yield firms in the industry with adequate profits are strong or weak 
E)  Whether industry conditions tempt competitors to use price discounting or other competitive weapons to boost total sales volume and market share

Question 18

Which of the following is particularly pertinent in evaluating whether an industry presents a sufficiently attractive business opportunity?

Accepted Answer

A)  The industry's growth potential,whether competition appears destined to become stronger or weaker,and whether the industry's overall profit prospects are above average,average,or below average 
B)  An assessment of which firms in the industry have the best and worst competitive strategies,whether the number of strategic groups in the industry is increasing or decreasing,and whether economies of scale and experience curve effects are a key success factor 
C)  Whether there are more than five key success factors and more than five barriers to entry 
D)  Constructing a strategic group map and assessing the attractiveness of the competitive position of each strategic group 
E)  Whether the market leaders enjoy competitive advantages and how hard it is to develop a strongly differentiated product 
A)  The industry's growth potential,whether competition appears destined to become stronger or weaker,and whether the industry's overall profit prospects are above average,average,or below average 
B)  An assessment of which firms in the industry have the best and worst competitive strategies,whether the number of strategic groups in the industry is increasing or decreasing,and whether economies of scale and experience curve effects are a key success factor 
C)  Whether there are more than five key success factors and more than five barriers to entry 
D)  Constructing a strategic group map and assessing the attractiveness of the competitive position of each strategic group 
E)  Whether the market leaders enjoy competitive advantages and how hard it is to develop a strongly differentiated product

Question 19

Identify and briefly discuss any three of the factors that influence the bargaining strength and leverage of buyers.

Accepted Answer

The answer of Identify and briefly discuss any three of...

Question 20

A competitive environment where there is strong rivalry among sellers,low entry barriers,strong competition from substitute products,and considerable bargaining leverage on the part of both suppliers and customers:

Accepted Answer

A)  is competitively unattractive from the standpoint of earning good profits. 
B)  offers little ability to build a sustainable competitive advantage. 
C)  is highly conducive to achieving strong product differentiation and high customer loyalty to the company's brand. 
D)  offers moderate to good prospects for making a reasonable profit and building a sustainable competitive advantage. 
E)  requires that industry members have a strongly differentiated product offering in order to be profitable. 
A)  is competitively unattractive from the standpoint of earning good profits. 
B)  offers little ability to build a sustainable competitive advantage. 
C)  is highly conducive to achieving strong product differentiation and high customer loyalty to the company's brand. 
D)  offers moderate to good prospects for making a reasonable profit and building a sustainable competitive advantage. 
E)  requires that industry members have a strongly differentiated product offering in order to be profitable.

The intensity of rivalry among competing sellers does NOT depend on whether:

Market maneuvering among industry rivals:

With the aid of a strategic group map,one can:

Buyers are in position to exert strong bargaining power in dealing with sellers when:

Which of the following factors represents the strategically relevant political factors in the macro-environment that will influence the performance of all firms across the board?

Which one of the following is NOT an integral part of driving forces analysis?

The most powerful of the five competitive forces is USUALLY:

Industry rivals tend to experience weak competitive pressures from substitute products when:

Which one of the following is NOT a factor in causing supplier bargaining power to be stronger?

Competitive markets are economic battlefields.True or false? Explain.

Identify at least three benefits of constructing a strategic group map.

Which one of the following is NOT a factor that affects the strength of supplier bargaining power?

Increasing globalization of the industry can be a driving force because:

Which of the following is NOT a major question to ask in thinking strategically about industry and competitive conditions in a given industry?

Whether buyer bargaining power poses a strong or weak source of competitive pressure on industry members depends in part on:

Rivalry increases:

Which of the following is NOT among the factors that affect whether competitive rivalry among participating firms is strong,moderate,or weak?

Which of the following is particularly pertinent in evaluating whether an industry presents a sufficiently attractive business opportunity?

Identify and briefly discuss any three of the factors that influence the bargaining strength and leverage of buyers.

A competitive environment where there is strong rivalry among sellers,low entry barriers,strong competition from substitute products,and considerable bargaining leverage on the part of both suppliers and customers:

What Is Strategy and Why Is It Important

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

Evaluating a Companys Resources, Capabilities, and Competitiveness

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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Exam 3: Evaluating a Companys External Environment

The intensity of rivalry among competing sellers does NOT depend on whether:

Market maneuvering among industry rivals:

With the aid of a strategic group map,one can:

Buyers are in position to exert strong bargaining power in dealing with sellers when:

Which of the following factors represents the strategically relevant political factors in the macro-environment that will influence the performance of all firms across the board?

Which one of the following is NOT an integral part of driving forces analysis?

The most powerful of the five competitive forces is USUALLY:

Industry rivals tend to experience weak competitive pressures from substitute products when:

Which one of the following is NOT a factor in causing supplier bargaining power to be stronger?

Competitive markets are economic battlefields.True or false? Explain.

Identify at least three benefits of constructing a strategic group map.

Which one of the following is NOT a factor that affects the strength of supplier bargaining power?

Increasing globalization of the industry can be a driving force because:

Which of the following is NOT a major question to ask in thinking strategically about industry and competitive conditions in a given industry?

Whether buyer bargaining power poses a strong or weak source of competitive pressure on industry members depends in part on:

Rivalry increases:

Which of the following is NOT among the factors that affect whether competitive rivalry among participating firms is strong,moderate,or weak?

Which of the following is particularly pertinent in evaluating whether an industry presents a sufficiently attractive business opportunity?

Identify and briefly discuss any three of the factors that influence the bargaining strength and leverage of buyers.

A competitive environment where there is strong rivalry among sellers,low entry barriers,strong competition from substitute products,and considerable bargaining leverage on the part of both suppliers and customers:

What Is Strategy and Why Is It Important

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

Evaluating a Companys Resources, Capabilities, and Competitiveness

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

Filters