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

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 21

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

(Multiple Choice)

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Question 22

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.

(Essay)

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Question 23

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

(Multiple Choice)

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Question 24

A company lacking stand-alone resource strength should focus on bundling several resource strengths into a core competence.True or false? Explain and support your answer.

(True/False)

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Question 25

A core competence:

(Multiple Choice)

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Question 26

The payoff of doing a thorough SWOT analysis is:

(Multiple Choice)

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Question 27

Activity-based costing is used to evaluate a company's cost-competitiveness and:

(Multiple Choice)

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Question 28

A distinctive competence represents competitively superior resource strength.True or false? Explain your answer.

(True/False)

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Question 29

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?

(Essay)

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Question 30

Obtaining cost information is a primary difficulty associated with benchmarking.The following are typical sources for collecting information,EXCEPT:

(Multiple Choice)

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Question 31

Which of the following is NOT a good option for trying to remedy high internal costs vis-à-vis rivals' firms?

(Multiple Choice)

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Question 32

An option for NOT remedying an internal cost disadvantage includes:

(Multiple Choice)

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Question 33

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

(Multiple Choice)

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Question 34

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

(Multiple Choice)

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Question 35

Benchmarking involves:

(Multiple Choice)

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Question 36

Organizational capabilities are virtually always:

(Multiple Choice)

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Question 37

The difference between a core competence and a distinctive competence is that:

(Multiple Choice)

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Question 38

External threats may pose various degrees of adversity upon the company and can surface from many sources and examples,EXCEPT for:

(Multiple Choice)

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Question 39

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

(Multiple Choice)

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Question 40

Showing 21 - 40 of 111

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

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

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.

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

A company lacking stand-alone resource strength should focus on bundling several resource strengths into a core competence.True or false? Explain and support your answer.

A core competence:

The payoff of doing a thorough SWOT analysis is:

Activity-based costing is used to evaluate a company's cost-competitiveness and:

A distinctive competence represents competitively superior resource strength.True or false? Explain your answer.

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?

Obtaining cost information is a primary difficulty associated with benchmarking.The following are typical sources for collecting information,EXCEPT:

Which of the following is NOT a good option for trying to remedy high internal costs vis-à-vis rivals' firms?

An option for NOT remedying an internal cost disadvantage includes:

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

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

Benchmarking involves:

Organizational capabilities are virtually always:

The difference between a core competence and a distinctive competence is that:

External threats may pose various degrees of adversity upon the company and can surface from many sources and examples,EXCEPT for:

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

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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