Question 1

Which of the following is not a question asked to deduce a marketing-related key success factor?

Accepted Answer

A)  What are the industry product R & D capabilities and expertise in product design? 
B)  What basis do buyers choose between the competing brands of sellers? 
C)  What product attributes and service characteristics are crucial? 
D)  What resources must a company have to be competitive? 
E)  What shortcomings are almost certain to put a company at a significant disadvantage? 
A)  What are the industry product R & D capabilities and expertise in product design? 
B)  What basis do buyers choose between the competing brands of sellers? 
C)  What product attributes and service characteristics are crucial? 
D)  What resources must a company have to be competitive? 
E)  What shortcomings are almost certain to put a company at a significant disadvantage?

Question 2

In analyzing the strength of competition among rival firms,an important consideration is

Accepted Answer

A)  the potential for buyers to exercise strong bargaining power. 
B)  the diversity of competitors in terms of visions, strategic intents, objectives, strategies, resources and countries of origin. 
C)  the number of firms pursuing differentiation strategies versus the number pursuing low-cost leadership strategies and focus strategies. 
D)  the extent to which some rivals have more than two competitively valuable competencies or capabilities. 
E)  whether the industry is characterized by a strong learning/experience curve and whether the industry is composed of many or few strategic groups. 
A)  the potential for buyers to exercise strong bargaining power. 
B)  the diversity of competitors in terms of visions, strategic intents, objectives, strategies, resources and countries of origin. 
C)  the number of firms pursuing differentiation strategies versus the number pursuing low-cost leadership strategies and focus strategies. 
D)  the extent to which some rivals have more than two competitively valuable competencies or capabilities. 
E)  whether the industry is characterized by a strong learning/experience curve and whether the industry is composed of many or few strategic groups.

Question 3

Driving forces analysis

Accepted Answer

A)  involves identifying the driving forces, assessing whether their impact will make the industry more or less attractive, and determining what strategy changes a company may need to make to prepare for the impacts of the driving forces. 
B)  identifies which strategic group is the most powerful. 
C)  helps managers identify which industry member is likely to become (or remain) the industry leader and why. 
D)  helps managers identify which key success factors are most likely to help their company gain a competitive advantage. 
E)  helps managers identify which of the five competitive forces will be the strongest driver of industry change. 
A)  involves identifying the driving forces, assessing whether their impact will make the industry more or less attractive, and determining what strategy changes a company may need to make to prepare for the impacts of the driving forces. 
B)  identifies which strategic group is the most powerful. 
C)  helps managers identify which industry member is likely to become (or remain) the industry leader and why. 
D)  helps managers identify which key success factors are most likely to help their company gain a competitive advantage. 
E)  helps managers identify which of the five competitive forces will be the strongest driver of industry change.

Question 4

Which one of the following does not cause the rivalry among competing sellers to be weak?

Accepted Answer

A)  High buyer switching costs 
B)  Rapid growth in buyer demand 
C)  Industry conditions that tempt rivals to use price cuts or other competitive weapons to boost unit sales 
D)  Low barriers to entry 
E)  Strongly differentiated products among rival sellers 
A)  High buyer switching costs 
B)  Rapid growth in buyer demand 
C)  Industry conditions that tempt rivals to use price cuts or other competitive weapons to boost unit sales 
D)  Low barriers to entry 
E)  Strongly differentiated products among rival sellers

Question 5

Which of the following is most likely to qualify as a driving force?

Accepted Answer

A)  Increases in price-cutting by rival sellers and the launch of major new advertising campaigns by one or more rivals 
B)  Wildly successful introduction of innovative new products by one or more industry rivals that force other rivals to respond quickly or lose a major share of their customers to the innovating rival(s) 
C)  An increase in the prices of substitute products 
D)  Decisions on the part the industry's three biggest competitors not to pursue a strategy of striving to be the industry's low-cost leader 
E)  Decisions by one or more outsiders not to attempt to enter the industry 
A)  Increases in price-cutting by rival sellers and the launch of major new advertising campaigns by one or more rivals 
B)  Wildly successful introduction of innovative new products by one or more industry rivals that force other rivals to respond quickly or lose a major share of their customers to the innovating rival(s) 
C)  An increase in the prices of substitute products 
D)  Decisions on the part the industry's three biggest competitors not to pursue a strategy of striving to be the industry's low-cost leader 
E)  Decisions by one or more outsiders not to attempt to enter the industry

Question 6

Identify five factors that tend to weaken the intensity of competitive rivalry among an industry's member firms.

Accepted Answer

The answer of Identify five factors that tend to weaken...

Question 7

Which of the following is not one of the five typical sources of competitive pressures?

Accepted Answer

A)  The power and influence of industry driving forces 
B)  The bargaining power of suppliers and seller-supplier collaboration 
C)  The threat of new entrants into the market 
D)  The attempts of companies in other industries to win customers over to their own substitute products 
E)  The market maneuvering and jockeying for buyer patronage that goes on among rival sellers in the industry 
A)  The power and influence of industry driving forces 
B)  The bargaining power of suppliers and seller-supplier collaboration 
C)  The threat of new entrants into the market 
D)  The attempts of companies in other industries to win customers over to their own substitute products 
E)  The market maneuvering and jockeying for buyer patronage that goes on among rival sellers in the industry

Question 8

The state of competition in an industry is a function of

Accepted Answer

A)  the competitive pressures associated with the market maneuvering and jockeying for buyer patronage that goes on among rival firms in the industry. 
B)  competitive pressures coming from the attempts of companies in other industries attempting to win buyers over to their substitute products. 
C)  competitive pressures associated with the threat of new entrants into the marketplace. 
D)  competitive pressures associated with the bargaining power of suppliers and customers. 
E)  All of these. 
A)  the competitive pressures associated with the market maneuvering and jockeying for buyer patronage that goes on among rival firms in the industry. 
B)  competitive pressures coming from the attempts of companies in other industries attempting to win buyers over to their substitute products. 
C)  competitive pressures associated with the threat of new entrants into the marketplace. 
D)  competitive pressures associated with the bargaining power of suppliers and customers. 
E)  All of these.

Question 9

Not all buyers of an industry's product are likely to possess the same degree of bargaining power or leverage over the terms and conditions under which they purchase the product.True or false? Explain.

Accepted Answer

The answer of Not all buyers of an industry's product...

Question 10

Good competitive intelligence about the strategies and competitive strengths and weaknesses of rival companies helps management determine

Accepted Answer

A)  which competitor has the best strategy and which competitors have flawed or weak strategies. 
B)  which rivals are poised to gain market share and which seem destined to lose market share. 
C)  which rivals are likely to rank among the industry leaders on the road ahead. 
D)  which rivals are likely to initiate what kinds of fresh strategic moves and why. 
E)  All of these. 
A)  which competitor has the best strategy and which competitors have flawed or weak strategies. 
B)  which rivals are poised to gain market share and which seem destined to lose market share. 
C)  which rivals are likely to rank among the industry leaders on the road ahead. 
D)  which rivals are likely to initiate what kinds of fresh strategic moves and why. 
E)  All of these.

Question 11

Identify and briefly explain any four of the factors that influence the strength or intensity of competitive rivalry among an industry's member firms.

Accepted Answer

The answer of Identify and briefly explain any four of...

Question 12

What makes the marketplace a competitive battlefield is

Accepted Answer

A)  the race of industry members to build strong defenses against the industry's driving forces. 
B)  the constant jockeying of industry members to strengthen their standing with buyers and win a competitive edge over rivals. 
C)  the ongoing race among rival sellers to have the highest quality product. 
D)  the ongoing efforts of industry members to introduce new and improved products/services at a faster rate than their rivals. 
E)  the ongoing race among rivals to achieve the fastest rate of growth in revenues and profits. 
A)  the race of industry members to build strong defenses against the industry's driving forces. 
B)  the constant jockeying of industry members to strengthen their standing with buyers and win a competitive edge over rivals. 
C)  the ongoing race among rival sellers to have the highest quality product. 
D)  the ongoing efforts of industry members to introduce new and improved products/services at a faster rate than their rivals. 
E)  the ongoing race among rivals to achieve the fastest rate of growth in revenues and profits.

Question 13

A strategic group consists of those firms in an industry that

Accepted Answer

A)  are subject to the same driving forces. 
B)  are placing about the same emphasis on each distribution channel. 
C)  use the same key success factors to differentiate their products. 
D)  employ similar competitive approaches and occupy similar positions in the market. 
E)  have similar size market shares. 
A)  are subject to the same driving forces. 
B)  are placing about the same emphasis on each distribution channel. 
C)  use the same key success factors to differentiate their products. 
D)  employ similar competitive approaches and occupy similar positions in the market. 
E)  have similar size market shares.

Question 14

The rivalry among competing sellers tends to be less intense when

Accepted Answer

A)  industry conditions tempt competitors to use price cuts or other competitive weapons to boost unit sales. 
B)  buyer demand is weak and many sellers have excess capacity and/or inventory. 
C)  industry rivals are not particularly aggressive or active in making fresh moves to improve their market standing and business performance. 
D)  rivals have diverse strategies and objectives and are located in different countries. 
E)  rival sellers have weakly differentiated products. 
A)  industry conditions tempt competitors to use price cuts or other competitive weapons to boost unit sales. 
B)  buyer demand is weak and many sellers have excess capacity and/or inventory. 
C)  industry rivals are not particularly aggressive or active in making fresh moves to improve their market standing and business performance. 
D)  rivals have diverse strategies and objectives and are located in different countries. 
E)  rival sellers have weakly differentiated products.

Question 15

Which of the following is not generally a "driving force" capable of producing fundamental changes in industry and competitive conditions?

Accepted Answer

A)  Changes in the long-term industry growth rate 
B)  Increasing globalization of the industry 
C)  Product innovation and technological change 
D)  Ups and downs in the economy and in interest rates 
E)  New government regulations or significant changes in government policy toward the industry 
A)  Changes in the long-term industry growth rate 
B)  Increasing globalization of the industry 
C)  Product innovation and technological change 
D)  Ups and downs in the economy and in interest rates 
E)  New government regulations or significant changes in government policy toward the industry

Question 16

Factors that tend to result in weak rivalry among competing sellers include

Accepted Answer

A)  low buyer switching costs and low barriers to entry. 
B)  rapid growth in buyer demand, high buyer costs to switch brands, and so many industry rivals that any one company's actions have little impact on rivals' businesses. 
C)  weakly differentiated products among rival sellers. 
D)  rivals that are quite diverse in terms of their strategies, objectives, and countries of origin. 
E)  conditions where outsiders have recently acquired weak competitors and are trying to turn them into major contenders. 
A)  low buyer switching costs and low barriers to entry. 
B)  rapid growth in buyer demand, high buyer costs to switch brands, and so many industry rivals that any one company's actions have little impact on rivals' businesses. 
C)  weakly differentiated products among rival sellers. 
D)  rivals that are quite diverse in terms of their strategies, objectives, and countries of origin. 
E)  conditions where outsiders have recently acquired weak competitors and are trying to turn them into major contenders.

Question 17

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

Accepted Answer

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

Question 18

In identifying an industry's key success factors,strategists should

Accepted Answer

A)  try to single out all factors which play a major role in shaping whether buyer demand grows rapidly or slowly. 
B)  consider on what basis customers choose between competing brands, what resources and competitive capabilities firms need to be competitively successful, and what shortcomings are almost certain to put a company at a significant competitive disadvantage. 
C)  consider whether the number of strategic groups is increasing or decreasing and whether the five competitive forces are powerful or relatively weak. 
D)  consider what it will take to overtake the company with the industry's overall best strategy. 
E)  focus their attention on what it will take to capitalize on impacts of the industry's driving forces. 
A)  try to single out all factors which play a major role in shaping whether buyer demand grows rapidly or slowly. 
B)  consider on what basis customers choose between competing brands, what resources and competitive capabilities firms need to be competitively successful, and what shortcomings are almost certain to put a company at a significant competitive disadvantage. 
C)  consider whether the number of strategic groups is increasing or decreasing and whether the five competitive forces are powerful or relatively weak. 
D)  consider what it will take to overtake the company with the industry's overall best strategy. 
E)  focus their attention on what it will take to capitalize on impacts of the industry's driving forces.

Question 19

Factors that cause the rivalry among competing sellers to be weak include

Accepted Answer

A)  low buyer switching costs and rival sellers that are relatively equal is size and capability. 
B)  rapid growth in buyer demand and high buyer switching costs. 
C)  few industry rivals that any one company's actions can easily be anticipated and countered by its rivals. 
D)  low barriers to entry and weakly differentiated products among rival sellers. 
E)  slow growth in buyer demand and strongly differentiated products. 
A)  low buyer switching costs and rival sellers that are relatively equal is size and capability. 
B)  rapid growth in buyer demand and high buyer switching costs. 
C)  few industry rivals that any one company's actions can easily be anticipated and countered by its rivals. 
D)  low barriers to entry and weakly differentiated products among rival sellers. 
E)  slow growth in buyer demand and strongly differentiated products.

Question 20

Rivalry among competing sellers grows in intensity when

Accepted Answer

A)  rivals' products/services are sold at widely varying prices and there are only 2-4 rivals. 
B)  rivals have highly differentiated products and buyer demand is growing rapidly. 
C)  there are so many industry rivals that the impact of any one company's actions is spread thinly across all industry members. 
D)  the products/services of rivals are strongly differentiated and buyers have high switching costs. 
E)  buyer demand is growing slowly and the industry is composed of 6 to 10 competitors that are fairly equal in size and competitive capability. 
A)  rivals' products/services are sold at widely varying prices and there are only 2-4 rivals. 
B)  rivals have highly differentiated products and buyer demand is growing rapidly. 
C)  there are so many industry rivals that the impact of any one company's actions is spread thinly across all industry members. 
D)  the products/services of rivals are strongly differentiated and buyers have high switching costs. 
E)  buyer demand is growing slowly and the industry is composed of 6 to 10 competitors that are fairly equal in size and competitive capability.

Which of the following is not a question asked to deduce a marketing-related key success factor?

In analyzing the strength of competition among rival firms,an important consideration is

Driving forces analysis

Which one of the following does not cause the rivalry among competing sellers to be weak?

Which of the following is most likely to qualify as a driving force?

Identify five factors that tend to weaken the intensity of competitive rivalry among an industry's member firms.

Which of the following is not one of the five typical sources of competitive pressures?

The state of competition in an industry is a function of

Not all buyers of an industry's product are likely to possess the same degree of bargaining power or leverage over the terms and conditions under which they purchase the product.True or false? Explain.

Good competitive intelligence about the strategies and competitive strengths and weaknesses of rival companies helps management determine

Identify and briefly explain any four of the factors that influence the strength or intensity of competitive rivalry among an industry's member firms.

What makes the marketplace a competitive battlefield is

A strategic group consists of those firms in an industry that

The rivalry among competing sellers tends to be less intense when

Which of the following is not generally a "driving force" capable of producing fundamental changes in industry and competitive conditions?

Factors that tend to result in weak rivalry among competing sellers include

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

In identifying an industry's key success factors,strategists should

Factors that cause the rivalry among competing sellers to be weak include

Rivalry among competing sellers grows in intensity when

What Is Strategy and Why Is It Important

Charting a Companys Direction: Vision and 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 Operation

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

Which of the following is not a question asked to deduce a marketing-related key success factor?

In analyzing the strength of competition among rival firms,an important consideration is

Driving forces analysis

Which one of the following does not cause the rivalry among competing sellers to be weak?

Which of the following is most likely to qualify as a driving force?

Identify five factors that tend to weaken the intensity of competitive rivalry among an industry's member firms.

Which of the following is not one of the five typical sources of competitive pressures?

The state of competition in an industry is a function of

Not all buyers of an industry's product are likely to possess the same degree of bargaining power or leverage over the terms and conditions under which they purchase the product.True or false? Explain.

Good competitive intelligence about the strategies and competitive strengths and weaknesses of rival companies helps management determine

Identify and briefly explain any four of the factors that influence the strength or intensity of competitive rivalry among an industry's member firms.

What makes the marketplace a competitive battlefield is

A strategic group consists of those firms in an industry that

The rivalry among competing sellers tends to be less intense when

Which of the following is not generally a "driving force" capable of producing fundamental changes in industry and competitive conditions?

Factors that tend to result in weak rivalry among competing sellers include

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

In identifying an industry's key success factors,strategists should

Factors that cause the rivalry among competing sellers to be weak include

Rivalry among competing sellers grows in intensity when

What Is Strategy and Why Is It Important

Charting a Companys Direction: Vision and 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 Operation

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