Question 1

The chief difference between a low-cost leader strategy and a focused low-cost strategy is

Accepted Answer

A) whether the product is strongly differentiated or weakly differentiated from rivals. 
B) the degree of bargaining power that buyers have. 
C) the size of the buyer group that a company is trying to appeal to. 
D) the production methods being used to achieve a low-cost competitive advantage. 
E) the number of upscale attributes incorporated into the product offering. 
A) whether the product is strongly differentiated or weakly differentiated from rivals. 
B) the degree of bargaining power that buyers have. 
C) the size of the buyer group that a company is trying to appeal to. 
D) the production methods being used to achieve a low-cost competitive advantage. 
E) the number of upscale attributes incorporated into the product offering.

Question 2

In which one of the following market circumstances is a broad differentiation strategy generally not well suited?

Accepted Answer

A) When buyer needs and preferences are diverse 
B) When few rivals are pursuing a similar differentiation approach 
C) When buyers are homogeneous in their needs and preferences,and are generally satisfied with standardized product 
D) When there are many ways to differentiate the product or service and many buyers perceive these differences as having value 
E) When technological change is fast-paced and competition revolves around rapidly evolving product features 
A) When buyer needs and preferences are diverse 
B) When few rivals are pursuing a similar differentiation approach 
C) When buyers are homogeneous in their needs and preferences,and are generally satisfied with standardized product 
D) When there are many ways to differentiate the product or service and many buyers perceive these differences as having value 
E) When technological change is fast-paced and competition revolves around rapidly evolving product features

Question 3

Low-cost leaders who have the lowest industry costs are likely to

Accepted Answer

A) pursue backward or forward integration to detour suppliers or buyers with considerable bargaining power and leverage. 
B) move the performance of most or all value chain activities to low-wage countries. 
C) sell directly to users of their product or service and eliminate the use of wholesale and retail intermediaries. 
D) have outmanaged its rivals in finding ways to perform value chain activities more cost-effectively 
E) be considering exiting the current product market and using their competitive low-cost strength to gain a competitive advantage in other product arenas. 
A) pursue backward or forward integration to detour suppliers or buyers with considerable bargaining power and leverage. 
B) move the performance of most or all value chain activities to low-wage countries. 
C) sell directly to users of their product or service and eliminate the use of wholesale and retail intermediaries. 
D) have outmanaged its rivals in finding ways to perform value chain activities more cost-effectively 
E) be considering exiting the current product market and using their competitive low-cost strength to gain a competitive advantage in other product arenas.

Question 4

The greatest and most important differences among the competitive strategies of different companies are essentially

Accepted Answer

A) whether a company's market target is broad or narrow and whether the company is pursuing a competitive advantage linked to low cost or differentiation. 
B) the kinds of actions companies take to improve their competitive assets and reduce their competitive liabilities. 
C) the relative emphasis they place on offensive versus defensive strategies. 
D) the different ways the companies try to cope with the five competitive forces. 
E) how they go about building a brand name image that buyers trust and whether they are a risk taker or risk avoider. 
A) whether a company's market target is broad or narrow and whether the company is pursuing a competitive advantage linked to low cost or differentiation. 
B) the kinds of actions companies take to improve their competitive assets and reduce their competitive liabilities. 
C) the relative emphasis they place on offensive versus defensive strategies. 
D) the different ways the companies try to cope with the five competitive forces. 
E) how they go about building a brand name image that buyers trust and whether they are a risk taker or risk avoider.

The chief difference between a low-cost leader strategy and a focused low-cost strategy is

In which one of the following market circumstances is a broad differentiation strategy generally not well suited?

Low-cost leaders who have the lowest industry costs are likely to

The greatest and most important differences among the competitive strategies of different companies are essentially

Strategy,business Models,and Competitive Advantage

Strategy Formulation,execution,and Governance

Evaluating a Companys External Environment

Evaluating a Companys Resources, capabilities, and Competitiveness

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 Executionanother Path to Competitive Advantage

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Exam 5: The Five Generic Competitive Strategies

The chief difference between a low-cost leader strategy and a focused low-cost strategy is

In which one of the following market circumstances is a broad differentiation strategy generally not well suited?

Low-cost leaders who have the lowest industry costs are likely to

The greatest and most important differences among the competitive strategies of different companies are essentially

Strategy,business Models,and Competitive Advantage

Strategy Formulation,execution,and Governance

Evaluating a Companys External Environment

Evaluating a Companys Resources, capabilities, and Competitiveness

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 Executionanother Path to Competitive Advantage

Filters