Question 1

Which one of the following is not a reason industry members are often motivated to enter into collaborative partnerships with key suppliers?

Accepted Answer

A)  To reduce the costs of switching suppliers 
B)  To speed the availability of next-generation components 
C)  To enhance the quality of parts and components being supplied and reduce defect rates 
D)  To squeeze out important cost savings for both themselves and their suppliers 
E)  To reduce inventory and logistics costs 
A)  To reduce the costs of switching suppliers 
B)  To speed the availability of next-generation components 
C)  To enhance the quality of parts and components being supplied and reduce defect rates 
D)  To squeeze out important cost savings for both themselves and their suppliers 
E)  To reduce inventory and logistics costs

Question 2

Which of the following are most unlikely to qualify as driving forces?

Accepted Answer

A)  Changes in the long-term industry growth rate,the entry or exit of major firms,and changes in cost and efficiency 
B)  Increasing globalization of the industry and product innovation 
C)  New Internet technology applications,new government regulations,and significant changes in government policy toward the industry 
D)  Mounting competition from substitutes and increasing efforts to collaborate with suppliers via strategic alliances 
E)  Changes in who buys the industry's product and how they use it 
A)  Changes in the long-term industry growth rate,the entry or exit of major firms,and changes in cost and efficiency 
B)  Increasing globalization of the industry and product innovation 
C)  New Internet technology applications,new government regulations,and significant changes in government policy toward the industry 
D)  Mounting competition from substitutes and increasing efforts to collaborate with suppliers via strategic alliances 
E)  Changes in who buys the industry's product and how they use it

Question 3

A company's broad "macro-environment" refers to

Accepted Answer

A)  the industry and competitive arena in which the company operates. 
B)  general economic conditions plus the factors driving change in the markets being served. 
C)  all the strategically significant forces and factors outside a company's boundaries - general economic conditions,population demographics,societal values and lifestyles,technological factors,and governmental legislation and regulation. 
D)  the competitive market environment that exists between a company and its competitors. 
E)  the dominant economic features of a company's industry. 
A)  the industry and competitive arena in which the company operates. 
B)  general economic conditions plus the factors driving change in the markets being served. 
C)  all the strategically significant forces and factors outside a company's boundaries - general economic conditions,population demographics,societal values and lifestyles,technological factors,and governmental legislation and regulation. 
D)  the competitive market environment that exists between a company and its competitors. 
E)  the dominant economic features of a company's industry.

Question 4

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 offer good 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 offer good 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 5

Whether buyer bargaining power poses a strong or weak source of competitive pressure on industry members depends in part on

Accepted Answer

A)  whether most buyers possess roughly equal or varying degrees of bargaining power. 
B)  how many buyers are engaged in collaborative partnerships with sellers. 
C)  whether entry barriers are high or low. 
D)  whether the overall quality of the items being furnished by industry members is rising or falling. 
E)  whether buyer demand is strong or declining. 
A)  whether most buyers possess roughly equal or varying degrees of bargaining power. 
B)  how many buyers are engaged in collaborative partnerships with sellers. 
C)  whether entry barriers are high or low. 
D)  whether the overall quality of the items being furnished by industry members is rising or falling. 
E)  whether buyer demand is strong or declining.

Question 6

Which of the following is not a factor to consider in identifying an industry's dominant economic features?

Accepted Answer

A)  The market size,growth rate and prospects 
B)  The scope of competitive rivalry including geographic area 
C)  The market demand-supply conditions 
D)  How strong driving forces and competitive forces are 
E)  The role and pace of technological change 
A)  The market size,growth rate and prospects 
B)  The scope of competitive rivalry including geographic area 
C)  The market demand-supply conditions 
D)  How strong driving forces and competitive forces are 
E)  The role and pace of technological change

Question 7

Not all positions on a strategic group map are equally attractive because

Accepted Answer

A)  entry and exit barriers are different for each strategic group. 
B)  key success factors are usually quite different for differently positioned industry participants. 
C)  small strategic groups are always less profitable than large strategic groups. 
D)  across-group rivalry is strongest at the outer edges of the strategic group map. 
E)  industry driving forces and competitive pressures favor some companies or groups and hurt others and the profit potential of different strategic groups varies because of strengths and weaknesses in each strategic group's position. 
A)  entry and exit barriers are different for each strategic group. 
B)  key success factors are usually quite different for differently positioned industry participants. 
C)  small strategic groups are always less profitable than large strategic groups. 
D)  across-group rivalry is strongest at the outer edges of the strategic group map. 
E)  industry driving forces and competitive pressures favor some companies or groups and hurt others and the profit potential of different strategic groups varies because of strengths and weaknesses in each strategic group's position.

Question 8

In doing driving forces analysis,is it sufficient to simply identify the driving forces that are operating to alter industry and competitive conditions? Why or why not? If not,then explain what else is required for a complete driving forces assessment.

Accepted Answer

The answer of In doing driving forces analysis,is it sufficient...

Question 9

What are industry key success factors? Why is it important for strategy makers to have a clear understanding of an industry's key success factors?

Accepted Answer

Industry key success factors are the cri

Question 10

Identify and briefly explain any three factors that intensify competitive pressures stemming from the threat that new firms will enter the industry.

Accepted Answer

The answer of Identify and briefly explain any three factors...

Question 11

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 12

The key success factors in an industry

Accepted Answer

A)  are the strategy elements,intangible assets,and competitive capabilities that most affect industry members' abilities to prosper in the marketplace. 
B)  are determined by the industry's driving forces. 
C)  hinge on how many different strategic groups the industry has. 
D)  depend on how many rivals are trying to move from one strategic group to another. 
E)  are a function of such considerations as how many firms are in the industry,how many have market shares above 5%,and whether the business models being used are similar or diverse. 
A)  are the strategy elements,intangible assets,and competitive capabilities that most affect industry members' abilities to prosper in the marketplace. 
B)  are determined by the industry's driving forces. 
C)  hinge on how many different strategic groups the industry has. 
D)  depend on how many rivals are trying to move from one strategic group to another. 
E)  are a function of such considerations as how many firms are in the industry,how many have market shares above 5%,and whether the business models being used are similar or diverse.

Question 13

Rivalry among competing sellers is generally more intense when

Accepted Answer

A)  buyer demand is growing rapidly. 
B)  the industry's driving forces are strong and rivals have strongly differentiated products. 
C)  barriers to entry are moderately high and the pool of likely entry candidates is small. 
D)  industry conditions tempt competitors to use price cuts or other competitive weapons to boost unit volume. 
E)  barriers to entry are high and buyer switching costs are high. 
A)  buyer demand is growing rapidly. 
B)  the industry's driving forces are strong and rivals have strongly differentiated products. 
C)  barriers to entry are moderately high and the pool of likely entry candidates is small. 
D)  industry conditions tempt competitors to use price cuts or other competitive weapons to boost unit volume. 
E)  barriers to entry are high and buyer switching costs are high.

Question 14

Identify and describe the relevant factors and forces comprising the environmental context in which a company operates.Which of these factors and forces constitute the company's macro-environment and which constitute the industry and competitive environment? Explain.

Accepted Answer

The answer of Identify and describe the relevant factors and...

Question 15

Identify and describe the interactions among the competitive forces that comprise the five-forces model of competition.Which of these competitive forces is typically the strongest? Explain.

Accepted Answer

The five forces model of competition, de

Question 16

An industry's driving forces

Accepted Answer

A)  are generally determined by competitive pressures,the sizes of strategic groups,and the power of rival firms' competitive strategies. 
B)  generally act in ways that will strengthen or weaken market demand,make competition more or less intense,and lead to higher or lower industry profitability. 
C)  frequently cause a leveling off of industry growth and a reduction in the bargaining power of buyers. 
D)  are normally triggered by ups and downs in the economy,higher or lower inflation rates,higher or lower interest rates,or important new strategic alliances. 
E)  can be triggered by such factors as growing competitive pressures from substitute products,greater seller-supplier collaboration,and the efforts of rival firms to employ new or different offensive strategies. 
A)  are generally determined by competitive pressures,the sizes of strategic groups,and the power of rival firms' competitive strategies. 
B)  generally act in ways that will strengthen or weaken market demand,make competition more or less intense,and lead to higher or lower industry profitability. 
C)  frequently cause a leveling off of industry growth and a reduction in the bargaining power of buyers. 
D)  are normally triggered by ups and downs in the economy,higher or lower inflation rates,higher or lower interest rates,or important new strategic alliances. 
E)  can be triggered by such factors as growing competitive pressures from substitute products,greater seller-supplier collaboration,and the efforts of rival firms to employ new or different offensive strategies.

Question 17

Identify and briefly explain any three factors that lead to strong bargaining power on the part of suppliers.

Accepted Answer

The answer of Identify and briefly explain any three factors...

Question 18

The payoff of good scouting reports on rivals is improved ability to

Accepted Answer

A)  predict what strategic moves rivals are likely to make next,thereby allowing a company to prepare defensive countermoves and develop strategies to exploit rivals' missteps. 
B)  determine which rivals are in the best strategic group. 
C)  figure out how many key success factors a rival has. 
D)  determine whether a rival is gaining or losing market share,whether rivals are increasing or decreasing R&D spending,and what new marketing promotions are in the works. 
E)  determine whether a rival has the best strategy and is the industry leader. 
A)  predict what strategic moves rivals are likely to make next,thereby allowing a company to prepare defensive countermoves and develop strategies to exploit rivals' missteps. 
B)  determine which rivals are in the best strategic group. 
C)  figure out how many key success factors a rival has. 
D)  determine whether a rival is gaining or losing market share,whether rivals are increasing or decreasing R&D spending,and what new marketing promotions are in the works. 
E)  determine whether a rival has the best strategy and is the industry leader.

Question 19

Which of the following is not a factor that causes buyer bargaining power to be stronger?

Accepted Answer

A)  Some buyers are a threat to integrate backward into the business of sellers 
B)  The industry is composed of a few large sellers and the customer group consists of numerous buyers that purchase in fairly small quantities 
C)  Buyers have considerable discretion over whether and when they purchase the product 
D)  Buyers are well informed about sellers' products,prices,and costs 
E)  The costs incurred by buyers in switching to competing brands or to substitute products are relatively low 
A)  Some buyers are a threat to integrate backward into the business of sellers 
B)  The industry is composed of a few large sellers and the customer group consists of numerous buyers that purchase in fairly small quantities 
C)  Buyers have considerable discretion over whether and when they purchase the product 
D)  Buyers are well informed about sellers' products,prices,and costs 
E)  The costs incurred by buyers in switching to competing brands or to substitute products are relatively low

Question 20

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

Which one of the following is not a reason industry members are often motivated to enter into collaborative partnerships with key suppliers?

Which of the following are most unlikely to qualify as driving forces?

A company's broad "macro-environment" refers to

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

Whether buyer bargaining power poses a strong or weak source of competitive pressure on industry members depends in part on

Which of the following is not a factor to consider in identifying an industry's dominant economic features?

Not all positions on a strategic group map are equally attractive because

In doing driving forces analysis,is it sufficient to simply identify the driving forces that are operating to alter industry and competitive conditions? Why or why not? If not,then explain what else is required for a complete driving forces assessment.

What are industry key success factors? Why is it important for strategy makers to have a clear understanding of an industry's key success factors?

Identify and briefly explain any three factors that intensify competitive pressures stemming from the threat that new firms will enter the industry.

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

The key success factors in an industry

Rivalry among competing sellers is generally more intense when

Identify and describe the relevant factors and forces comprising the environmental context in which a company operates.Which of these factors and forces constitute the company's macro-environment and which constitute the industry and competitive environment? Explain.

Identify and describe the interactions among the competitive forces that comprise the five-forces model of competition.Which of these competitive forces is typically the strongest? Explain.

An industry's driving forces

Identify and briefly explain any three factors that lead to strong bargaining power on the part of suppliers.

The payoff of good scouting reports on rivals is improved ability to

Which of the following is not a factor that causes buyer bargaining power to be stronger?

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

Strategy, Business Models, and Competitive Advantage

Charting a Companys Direction: Vision and Mission, Objectives, and Strategy

Evaluating a Companys Resources, Capabilities, and Competitiveness

The Five Generic Competitive Strategies

Strengthening a Companys Competitive Position: Strategic Moves, Timing, and Scope of Operations

Strategies for Competing in International Markets

Corporate Strategy: Diversification and the Multibusiness Company

Ethics, Corporate Social Responsibility, Environmental Sustainability, and Strategy

Superior Strategy Execution-Another Path to Competitive Advantage

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Exam 3: Evaluating a Companys External Environment

Which one of the following is not a reason industry members are often motivated to enter into collaborative partnerships with key suppliers?

Which of the following are most unlikely to qualify as driving forces?

A company's broad "macro-environment" refers to

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

Whether buyer bargaining power poses a strong or weak source of competitive pressure on industry members depends in part on

Which of the following is not a factor to consider in identifying an industry's dominant economic features?

Not all positions on a strategic group map are equally attractive because

In doing driving forces analysis,is it sufficient to simply identify the driving forces that are operating to alter industry and competitive conditions? Why or why not? If not,then explain what else is required for a complete driving forces assessment.

What are industry key success factors? Why is it important for strategy makers to have a clear understanding of an industry's key success factors?

Identify and briefly explain any three factors that intensify competitive pressures stemming from the threat that new firms will enter the industry.

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

The key success factors in an industry

Rivalry among competing sellers is generally more intense when

Identify and describe the relevant factors and forces comprising the environmental context in which a company operates.Which of these factors and forces constitute the company's macro-environment and which constitute the industry and competitive environment? Explain.

Identify and describe the interactions among the competitive forces that comprise the five-forces model of competition.Which of these competitive forces is typically the strongest? Explain.

An industry's driving forces

Identify and briefly explain any three factors that lead to strong bargaining power on the part of suppliers.

The payoff of good scouting reports on rivals is improved ability to

Which of the following is not a factor that causes buyer bargaining power to be stronger?

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

Strategy, Business Models, and Competitive Advantage

Charting a Companys Direction: Vision and Mission, Objectives, and Strategy

Evaluating a Companys Resources, Capabilities, and Competitiveness

The Five Generic Competitive Strategies

Strengthening a Companys Competitive Position: Strategic Moves, Timing, and Scope of Operations

Strategies for Competing in International Markets

Corporate Strategy: Diversification and the Multibusiness Company

Ethics, Corporate Social Responsibility, Environmental Sustainability, and Strategy

Superior Strategy Execution-Another Path to Competitive Advantage

Filters