Question 1

What are some possible threats to the differentiation position?

Accepted Answer

Needless to say, the intent to provide a

Question 2

What are some possible threats to focus positions?

Accepted Answer

Although focused low-cost or focused dif

Question 3

To successfully pursue the integrated position, managers must make tradeoffs for one position over another.

Accepted Answer

A) True 
 B)False

Question 4

When managers decide on generic competitive positions, they are actually deciding on strategies themselves.

Accepted Answer

A) True 
 B)False

Question 5

Explain the four stages of the industry life cycle.

Accepted Answer

The four stages of the industry life cyc

Question 6

Pacific Cycle grabbed the lion's share of the U.S. bicycle market by pioneering the concept of sourcing bicycles from Asia.

Accepted Answer

A) True 
 B)False

Question 7

The cost of differentiation has ________.

Accepted Answer

A)  a direct effect on customers' willingness to pay 
B)  no direct effect on customers' willingness to pay 
C)  a direct impact on overfulfilling the needs of buyers 
D)  no direct impact on overfulfilling the needs of buyers 
A)  a direct effect on customers' willingness to pay 
B)  no direct effect on customers' willingness to pay 
C)  a direct impact on overfulfilling the needs of buyers 
D)  no direct impact on overfulfilling the needs of buyers

Question 8

All of the following are production costs except ________.

Accepted Answer

A)  fixed costs 
B)  variable costs 
C)  average costs 
D)  scale costs 
A)  fixed costs 
B)  variable costs 
C)  average costs 
D)  scale costs

Question 9

To be ready for the maturity phase, a firm's strategy will need to accommodate rapid growth.

Accepted Answer

A) True 
 B)False

Question 10

Successful strategic positions are based on the effective implementation of the drivers of cost or differentiation.

Accepted Answer

A) True 
 B)False

Question 11

During an industry's embryonic phase, capital needs may surpass resources and capabilities.

Accepted Answer

A) True 
 B)False

Question 12

Explain the five-step process used to test the quality of a firm's strategy.

Accepted Answer

1. Does your strategy exploit your key r

Question 13

Successful differentiation enables firms to set prices at the industry average and gain market share or ________.

Accepted Answer

A)  lower prices over those of competitors and gain higher margins 
B)  raise prices over those of competitors and gain higher margins 
C)  set prices above industry average and gain a smaller market share 
D)  set prices below industry average and gain a larger market share 
A)  lower prices over those of competitors and gain higher margins 
B)  raise prices over those of competitors and gain higher margins 
C)  set prices above industry average and gain a smaller market share 
D)  set prices below industry average and gain a larger market share

Question 14

All of the following are well-known companies pursuing the low-cost leadership strategy except ________.

Accepted Answer

A)  Wal-Mart 
B)  Dell 
C)  Honda 
D)  Cargill 
A)  Wal-Mart 
B)  Dell 
C)  Honda 
D)  Cargill

Question 15

A successful attempt to integrate low-cost and differentiation positions is called straddling.

Accepted Answer

A) True 
 B)False

Question 16

What are some of the possible threats facing the low-cost competitive position?

Accepted Answer

There are numerous threats facing firms

Question 17

What is an integrated position?

Accepted Answer

An integrated position is a strategic po

Question 18

In 1980, Michael Porter introduced an integrated theory of strategy, which considered the structure of an industry and its effect on the ________.

Accepted Answer

A)  future customer base of the industry 
B)  environment 
C)  population it currently serves 
D)  performance of firms within it 
A)  future customer base of the industry 
B)  environment 
C)  population it currently serves 
D)  performance of firms within it

Question 19

When are customers willing to pay more for a product?

Accepted Answer

Generally, premium prices are paid when

Question 20

What is the purpose of strategic positioning?

Accepted Answer

The purpose of strategic positioning is

What are some possible threats to the differentiation position?

What are some possible threats to focus positions?

To successfully pursue the integrated position, managers must make tradeoffs for one position over another.

When managers decide on generic competitive positions, they are actually deciding on strategies themselves.

Explain the four stages of the industry life cycle.

Pacific Cycle grabbed the lion's share of the U.S. bicycle market by pioneering the concept of sourcing bicycles from Asia.

The cost of differentiation has ________.

All of the following are production costs except ________.

To be ready for the maturity phase, a firm's strategy will need to accommodate rapid growth.

Successful strategic positions are based on the effective implementation of the drivers of cost or differentiation.

During an industry's embryonic phase, capital needs may surpass resources and capabilities.

Explain the five-step process used to test the quality of a firm's strategy.

Successful differentiation enables firms to set prices at the industry average and gain market share or ________.

All of the following are well-known companies pursuing the low-cost leadership strategy except ________.

A successful attempt to integrate low-cost and differentiation positions is called straddling.

What are some of the possible threats facing the low-cost competitive position?

What is an integrated position?

In 1980, Michael Porter introduced an integrated theory of strategy, which considered the structure of an industry and its effect on the ________.

When are customers willing to pay more for a product?

What is the purpose of strategic positioning?

Introducing Strategic Management

Leading Strategically Through Effective Vision and Mission

Examining the Internal Environment: Resources

Exploring the External Environment: Macro Industry and Dynamics

Crafting Business Strategy of Dynamic Contexts

Developing Corporate Strategy

Looking at International Strategies

Understanding Alliances and Cooperative Strategies

Studying Merges and Acquisitions

Organizational Structure, Systems, and Processes

Considering New Ventures and Corporate Renewal

Corporate Governance in the Twenty-First Century

Filters

Exam 5: Creating Business Strategies

What are some possible threats to the differentiation position?

What are some possible threats to focus positions?

To successfully pursue the integrated position, managers must make tradeoffs for one position over another.

When managers decide on generic competitive positions, they are actually deciding on strategies themselves.

Explain the four stages of the industry life cycle.

Pacific Cycle grabbed the lion's share of the U.S. bicycle market by pioneering the concept of sourcing bicycles from Asia.

The cost of differentiation has ________.

All of the following are production costs except ________.

To be ready for the maturity phase, a firm's strategy will need to accommodate rapid growth.

Successful strategic positions are based on the effective implementation of the drivers of cost or differentiation.

During an industry's embryonic phase, capital needs may surpass resources and capabilities.

Explain the five-step process used to test the quality of a firm's strategy.

Successful differentiation enables firms to set prices at the industry average and gain market share or ________.

All of the following are well-known companies pursuing the low-cost leadership strategy except ________.

A successful attempt to integrate low-cost and differentiation positions is called straddling.

What are some of the possible threats facing the low-cost competitive position?

What is an integrated position?

In 1980, Michael Porter introduced an integrated theory of strategy, which considered the structure of an industry and its effect on the ________.

When are customers willing to pay more for a product?

What is the purpose of strategic positioning?

Introducing Strategic Management

Leading Strategically Through Effective Vision and Mission

Examining the Internal Environment: Resources

Exploring the External Environment: Macro Industry and Dynamics

Crafting Business Strategy of Dynamic Contexts

Developing Corporate Strategy

Looking at International Strategies

Understanding Alliances and Cooperative Strategies

Studying Merges and Acquisitions

Organizational Structure, Systems, and Processes

Considering New Ventures and Corporate Renewal

Corporate Governance in the Twenty-First Century

Filters