Question 1

The competitive threat that outsiders will enter a market is weaker when

Accepted Answer

A)  financially strong industry members send strong signals that they will launch strategic initiatives to combat the entry of newcomers. 
B)  the industry is characterized by the lack of sizable scale economies and learning/experience curve effects. 
C)  the industry's market growth is rapid. 
D)  there are more than 2 entry barriers. 
E)  buyers have little loyalty to the brands and product offerings of existing industry members. 
A)  financially strong industry members send strong signals that they will launch strategic initiatives to combat the entry of newcomers. 
B)  the industry is characterized by the lack of sizable scale economies and learning/experience curve effects. 
C)  the industry's market growth is rapid. 
D)  there are more than 2 entry barriers. 
E)  buyers have little loyalty to the brands and product offerings of existing industry members.

Question 2

In which one of the following instances is rivalry among competing sellers not more intense?

Accepted Answer

A)  When certain competitors are dissatisfied with their market position and make moves to bolster their standing 
B)  When strong companies outside the industry acquire weak firms in the industry and launch aggressive moves to transform their newly-acquired competitors into stronger market contenders 
C)  When competitors are fairly equal in size and capability 
D)  When the products of rivals are weakly differentiated, buyer switching costs are low, and market demand is growing slowly 
E)  When there are vast numbers of small rivals so the impact of any one company's actions is spread thinly across all industry members 
A)  When certain competitors are dissatisfied with their market position and make moves to bolster their standing 
B)  When strong companies outside the industry acquire weak firms in the industry and launch aggressive moves to transform their newly-acquired competitors into stronger market contenders 
C)  When competitors are fairly equal in size and capability 
D)  When the products of rivals are weakly differentiated, buyer switching costs are low, and market demand is growing slowly 
E)  When there are vast numbers of small rivals so the impact of any one company's actions is spread thinly across all industry members

Question 3

Competitive pressures associated with the threat of entry are greater when

Accepted Answer

A)  incumbent firms are unable or unwilling to strongly contest the entry of newcomers. 
B)  newcomers can expect to earn attractive profits and a number of outsiders have the expertise and resources to hurdle whatever entry barriers exist. 
C)  entry barriers are relatively low and buyer demand for the product is growing fairly rapidly. 
D)  existing industry members are looking to expand their market reach by entering product segments or geographic areas where they currently do not have a presence. 
E)  All of these conditions heighten the competitive pressures associated with fresh entry into the industry. 
A)  incumbent firms are unable or unwilling to strongly contest the entry of newcomers. 
B)  newcomers can expect to earn attractive profits and a number of outsiders have the expertise and resources to hurdle whatever entry barriers exist. 
C)  entry barriers are relatively low and buyer demand for the product is growing fairly rapidly. 
D)  existing industry members are looking to expand their market reach by entering product segments or geographic areas where they currently do not have a presence. 
E)  All of these conditions heighten the competitive pressures associated with fresh entry into the industry.

Question 4

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 5 key success factors and more than 5 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 5 key success factors and more than 5 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 5

As a rule,the stronger the collective impact of competitive pressures associated with the five competitive forces,

Accepted Answer

A)  the stronger are the industry's driving forces. 
B)  the lower the combined profitability of industry members. 
C)  the fewer companies that can achieve a competitive advantage via anything other than being the industry's low-cost leader. 
D)  the larger the number of competitive advantage opportunities for industry members. 
E)  the greater the number of industry key success factors. 
A)  the stronger are the industry's driving forces. 
B)  the lower the combined profitability of industry members. 
C)  the fewer companies that can achieve a competitive advantage via anything other than being the industry's low-cost leader. 
D)  the larger the number of competitive advantage opportunities for industry members. 
E)  the greater the number of industry key success factors.

Question 6

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 key factors for future competitive success? 
D)  Does the outlook for the industry present the company with sufficiently attractive prospects for profitability? 
E)  What forces are driving changes 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 key factors for future competitive success? 
D)  Does the outlook for the industry present the company with sufficiently attractive prospects for profitability? 
E)  What forces are driving changes in the industry, and what impact will these changes have on competitive intensity and industry profitability?

Question 7

Explain the meaning and significance of each of the following:
a.)bargaining power of suppliers
b.)driving forces
c.)strategic group mapping
d.)key success factors

Accepted Answer

a.) Bargaining power of suppliers refers

Question 8

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

Accepted Answer

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

The competitive threat that outsiders will enter a market is weaker when

In which one of the following instances is rivalry among competing sellers not more intense?

Competitive pressures associated with the threat of entry are greater when

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

As a rule,the stronger the collective impact of competitive pressures associated with the five competitive forces,

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

Explain the meaning and significance of each of the following: a.)bargaining power of suppliers b.)driving forces c.)strategic group mapping d.)key success factors

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

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

The competitive threat that outsiders will enter a market is weaker when

In which one of the following instances is rivalry among competing sellers not more intense?

Competitive pressures associated with the threat of entry are greater when

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

As a rule,the stronger the collective impact of competitive pressures associated with the five competitive forces,

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

Explain the meaning and significance of each of the following: a.)bargaining power of suppliers b.)driving forces c.)strategic group mapping d.)key success factors

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

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