Question 1

Which of the following is NOT an appropriate guideline for developing a strategic group map for a given industry?

Accepted Answer

A)  The variables chosen as axes for the map should indicate important differences among rival approaches. 
B)  The variables chosen as axes for the map don't have to be either quantitative or continuous. They can be discrete variables. 
C)  The variables chosen as axes for the map should be highly correlated. 
D)  Several maps should be drawn if more than one pair of variables give different exposures to the competitive positioning relationships present in the industry structure. 
E)  The sizes of the circles on the map should be drawn proportional to the combined sales of the firms in each strategic group. 
A)  The variables chosen as axes for the map should indicate important differences among rival approaches. 
B)  The variables chosen as axes for the map don't have to be either quantitative or continuous. They can be discrete variables. 
C)  The variables chosen as axes for the map should be highly correlated. 
D)  Several maps should be drawn if more than one pair of variables give different exposures to the competitive positioning relationships present in the industry structure. 
E)  The sizes of the circles on the map should be drawn proportional to the combined sales of the firms in each strategic group.

Question 2

Which of the following is NOT a good example of a substitute product that triggers stronger competitive pressures?

Accepted Answer

A)  A salad as a substitute for French fries 
B)  Wireless phones as a substitute for wired telephones 
C)  Coca-Cola as a substitute for Pepsi 
D)  Snowboards as a substitute for snow skis 
E)  Video-on-demand services from a cable TV company as a substitute for going to the movies 
A)  A salad as a substitute for French fries 
B)  Wireless phones as a substitute for wired telephones 
C)  Coca-Cola as a substitute for Pepsi 
D)  Snowboards as a substitute for snow skis 
E)  Video-on-demand services from a cable TV company as a substitute for going to the movies

Question 3

Identify and briefly explain any three factors that weaken the competitive pressures stemming from the threat that new firms will enter the industry.

Accepted Answer

Threat of entry is a weaker force when i

Question 4

The extent to which firms are meeting objectives suggests they:

Accepted Answer

A)  are likely to prosper in the future. 
B)  are likely to continue their present strategy with only minor fine-tuning. 
C)  are virtually certain to make fresh strategic moves. 
D)  recognize "status quo" as the best course of action to adopt. 
E)  realize refocusing will ensure competitive gains. 
A)  are likely to prosper in the future. 
B)  are likely to continue their present strategy with only minor fine-tuning. 
C)  are virtually certain to make fresh strategic moves. 
D)  recognize "status quo" as the best course of action to adopt. 
E)  realize refocusing will ensure competitive gains.

Question 5

Explain the meaning and significance of each of the following and their relationship to one another.
a.driving forces
b.strategic group mapping
c.key success factors

Accepted Answer

The most powerful of the change agents a

Which of the following is NOT an appropriate guideline for developing a strategic group map for a given industry?

Which of the following is NOT a good example of a substitute product that triggers stronger competitive pressures?

Identify and briefly explain any three factors that weaken the competitive pressures stemming from the threat that new firms will enter the industry.

The extent to which firms are meeting objectives suggests they:

Explain the meaning and significance of each of the following and their relationship to one another. a.driving forces b.strategic group mapping c.key success factors

What Is Strategy and Why Is It Important

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

Evaluating a Companys Resources, Capabilities,and Competitiveness

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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Exam 3: Evaluating a Companys External Environment

Which of the following is NOT an appropriate guideline for developing a strategic group map for a given industry?

Which of the following is NOT a good example of a substitute product that triggers stronger competitive pressures?

Identify and briefly explain any three factors that weaken the competitive pressures stemming from the threat that new firms will enter the industry.

The extent to which firms are meeting objectives suggests they:

Explain the meaning and significance of each of the following and their relationship to one another. a.driving forces b.strategic group mapping c.key success factors

What Is Strategy and Why Is It Important

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

Evaluating a Companys Resources, Capabilities,and Competitiveness

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