Exam 3: Examining the Internal Environment: Resources

In the oil industry, resources and capabilities are uniformly developed by all competitors.

What is the performance implication of valuable resources and capabilities?

Coca-Cola has a brand that is recognized all over the world. The extent of the company's brand recognition may be difficult to imitate because it was developed ________.

The most clear-cut cause of resources and capabilities being difficult to substitute is ________.

The criterion of rarity requires that a resource be scarce relative to ________.

One of the most fundamental tradeoffs managers make today is whether to ________ a historically integral value-chain activity.

In the fast-food industry, real estate and site location skills are examples of a(n) ________.

A capability is said to be rare if it enables a firm to fend off threats in its environment.

Wal-Mart's management of logistics signifies an important intangible resource.

Explain how managers can be both resources and capabilities.

_____ are processes in which a firm integrates or upgrades resources and capabilities in order to strategically respond to environmental changes.

The VRINE model cannot be used to assess every resource or capability for potential competitive advantage.

What is the capability-building process?

VRINE analysis allows managers to test the importance of resources and capabilities.

Tradeoff protection involves trading actions between support and primary value-chain activities.

Discuss the three criteria that appear to be common among successful outsourcing arrangements.

The role of managers is so critical that some experts include managerial human capital among a firm's ________.

The Extended DuPont analysis arrives at a firm's return on ________.

Resources can be considered ________.

Firms outsource functions as a means for sharing their capabilities with external suppliers.