Exam 4: Evaluating a Companys Resources, Capabilities, and Competitiveness
When a company has become proficient in modifying,upgrading,or deepening the company's resources and capabilities,it is called
E
What is benchmarking and why is it a strategically important analytical tool?
Benchmarking is a systematic process of comparing one's business processes and performance metrics to industry bests or best practices from other industries. It involves looking at various aspects of a business, such as quality, time, cost, and customer satisfaction, and measuring them against those of companies known for their excellence. The goal of benchmarking is to identify areas where a company can improve its operations and performance.
There are several types of benchmarking, including:
1. Internal Benchmarking: Comparing operations between different departments or teams within the same organization.
2. Competitive Benchmarking: Comparing one's business processes and performance with direct competitors.
3. Functional Benchmarking: Comparing with organizations that have similar functions but may be in different industries.
4. Generic Benchmarking: Looking at performance characteristics that are common across industries.
Benchmarking is a strategically important analytical tool for several reasons:
1. Identifying Best Practices: It helps organizations learn from others' successes and understand the processes that lead to those successes.
2. Setting Goals and Performance Standards: By knowing what the best-in-class performance looks like, companies can set realistic and challenging goals for themselves.
3. Encouraging Continuous Improvement: Benchmarking is an ongoing process that encourages a culture of continuous improvement and innovation.
4. Enhancing Customer Satisfaction: By improving processes and performance, companies can deliver higher quality products and services, which can lead to increased customer satisfaction and loyalty.
5. Cost Efficiency: By identifying more efficient ways of doing business, companies can reduce costs and increase profitability.
6. Staying Competitive: In a rapidly changing business environment, benchmarking helps companies stay up-to-date with industry trends and maintain a competitive edge.
7. Strategic Planning: Benchmarking provides valuable data that can inform long-term strategic planning and decision-making.
In summary, benchmarking is a critical tool for organizations seeking to improve their performance, stay competitive, and achieve operational excellence. It provides a clear picture of where a company stands in comparison to others and highlights potential areas for improvement.
A company's strategic options for internally performed value chain activities do not include:
D
Identifying the primary and secondary activities that comprise a company's value chain
The options for internally performed value chain activities and improve a company's cost competitiveness include:
Which of the following is not an example of an external threat to a company's future profitability?
The most important payoff of doing a thorough SWOT analysis is
Every organization has many resources,capabilities and routines however those few things the company does really well and are performed with a very high proficiency are termed
Which of the following most accurately reflect a company's resource strengths?
A company's resources are competitive assets that are owned or controlled by the company and include
What benefits might management expect to gain from benchmarking the "best practices" of those in other industries?
Two analytical tools useful in determining whether a company's prices and costs are competitive are
The options for remedying a supplier-related cost disadvantage include
Which of the following is not one of the five questions that comprise the task of evaluating a company's competitive strength and cost structure?
What are the remedies for an internal cost disadvantage?
The options for remedying a cost disadvantage associated with activities performed by forward channel allies include
Which of the following is not an option for improving supplier-related value chain activities?
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