Question 1

A company's competitive strength scores

Accepted Answer

A) pinpoint its strengths and weaknesses against rivals and point to offensive and defensive strategies capable of producing first-rate results. 
B) determine whether a company has a cost-effective value chain. 
C) determine if the company's market opportunities are better than those of its rival. 
D) analyze whether a company is well positioned to gain market share and be the industry's profit leader. 
E) determine whether a company's resource strengths are sufficient to allow it to earn bigger profits than rivals. 
A) pinpoint its strengths and weaknesses against rivals and point to offensive and defensive strategies capable of producing first-rate results. 
B) determine whether a company has a cost-effective value chain. 
C) determine if the company's market opportunities are better than those of its rival. 
D) analyze whether a company is well positioned to gain market share and be the industry's profit leader. 
E) determine whether a company's resource strengths are sufficient to allow it to earn bigger profits than rivals.

Question 2

Assume a firm is at a cost disadvantage with its rivals because of higher distributor-dealer costs than its rivals.Identify two strategic moves that it can make to restore cost parity.

Accepted Answer

There are three main ways to combat a co

Question 3

Describe some ways that a company can improve (1)its supplier-related value chain activities and (2)the activities of its forward channel allies.

Accepted Answer

Supplier-related cost disadvantages can

Question 4

A capability of the firm is not considered to be

Accepted Answer

A) the capacity of a firm to competently perform some internal activity. 
B) referred to as a competence. 
C) developed and enabled through the deployment of a company's resources or some combination of its resources. 
D) a competitively valuable resource. 
E) related to the level of resources available. 
A) the capacity of a firm to competently perform some internal activity. 
B) referred to as a competence. 
C) developed and enabled through the deployment of a company's resources or some combination of its resources. 
D) a competitively valuable resource. 
E) related to the level of resources available.

Question 5

Explain the benefits of preparing a competitive strength assessment.

Accepted Answer

A company's competitive strength scores

Question 6

A company resource weakness or competitive deficiency

Accepted Answer

A) represents a problem that needs to be turned into a strength because weaknesses prevent a firm from being a winner in the marketplace. 
B) causes the company to fall into a lower strategic group than it otherwise could compete in. 
C) prevents a company from having a distinctive competence. 
D) usually stems from having a missing link or links in the industry value chain. 
E) is something a company lacks or does poorly (in comparison to rivals)or a condition that puts it at a disadvantage in the marketplace. 
A) represents a problem that needs to be turned into a strength because weaknesses prevent a firm from being a winner in the marketplace. 
B) causes the company to fall into a lower strategic group than it otherwise could compete in. 
C) prevents a company from having a distinctive competence. 
D) usually stems from having a missing link or links in the industry value chain. 
E) is something a company lacks or does poorly (in comparison to rivals)or a condition that puts it at a disadvantage in the marketplace.

Question 7

________ is identifying and appraising a company's resource strengths and weaknesses and its external opportunities and threats.

Accepted Answer

A) SWOT analysis 
B) Competitive asset/liability analysis 
C) Competitive positioning analysis 
D) Strategic resource assessment 
E) Company resource mapping 
A) SWOT analysis 
B) Competitive asset/liability analysis 
C) Competitive positioning analysis 
D) Strategic resource assessment 
E) Company resource mapping

Question 8

For a particular company resource to have meaningful competitive power and perhaps qualify as a basis for competitive advantage,it should

Accepted Answer

A) be competitively important,hard for competitors to copy or imitate,rare and something rivals lack,and not be easily trumped by the substitute resources/capabilities of rivals. 
B) be something that a company does internally rather than in collaborative arrangements with outsiders. 
C) be patentable. 
D) be rooted in the company's organizational capital,information capital,or human capital. 
E) have the potential for lowering the firm's unit costs. 
A) be competitively important,hard for competitors to copy or imitate,rare and something rivals lack,and not be easily trumped by the substitute resources/capabilities of rivals. 
B) be something that a company does internally rather than in collaborative arrangements with outsiders. 
C) be patentable. 
D) be rooted in the company's organizational capital,information capital,or human capital. 
E) have the potential for lowering the firm's unit costs.

Question 9

Briefly discuss the meaning and significance of each of the following terms:
a.SWOT analysis
b.Company value chain
c.Industry value chain
d.Weighted competitive strength assessment
e.Benchmarking

Accepted Answer

All of these analytical techniques are m

Question 10

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?

Accepted Answer

A) How well is the company's strategy working? 
B) What are the company's competitively important resources and capabilities? 
C) Are the company's cost structure and customer value proposition competitive? 
D) What are the company's most and least profitable geographic segments? 
E) What strategic issues and problems merit front-burner managerial attention? 
A) How well is the company's strategy working? 
B) What are the company's competitively important resources and capabilities? 
C) Are the company's cost structure and customer value proposition competitive? 
D) What are the company's most and least profitable geographic segments? 
E) What strategic issues and problems merit front-burner managerial attention?

Question 11

The common types of valuable resources and competitive capabilities that management should consider when crafting a strategy do not include

Accepted Answer

A) a skill,specialized expertise,or competitively important capability. 
B) valuable physical and intangible assets. 
C) valuable human assets and intellectual capital. 
D) valuable organizational assets and competitively valuable alliances. 
E) market share,profit growth,and increases in stock price. 
A) a skill,specialized expertise,or competitively important capability. 
B) valuable physical and intangible assets. 
C) valuable human assets and intellectual capital. 
D) valuable organizational assets and competitively valuable alliances. 
E) market share,profit growth,and increases in stock price.

Question 12

One of the most telling signs of whether a company's market position is strong or precarious is

Accepted Answer

A) whether its product is strongly or weakly differentiated from rivals. 
B) whether its prices and costs are competitive with those of key rivals. 
C) whether it has a lower stock price than key rivals. 
D) the opinions of buyers regarding which seller has the best product quality and customer service. 
E) whether it is in a bigger or smaller strategic group than its closest rivals. 
A) whether its product is strongly or weakly differentiated from rivals. 
B) whether its prices and costs are competitive with those of key rivals. 
C) whether it has a lower stock price than key rivals. 
D) the opinions of buyers regarding which seller has the best product quality and customer service. 
E) whether it is in a bigger or smaller strategic group than its closest rivals.

Question 13

A first-rate SWOT analysis

Accepted Answer

A) is a way to measure whether a company's value chain is longer or shorter than the chains of key rivals. 
B) is a tool for benchmarking whether a firm's strategy is closely matched to industry key success factors. 
C) reveals whether a company is competitively stronger than its closest rivals. 
D) provides a good basis for crafting a strategy. 
E) identifies the reasons a company's strategy is or is not working very well. 
A) is a way to measure whether a company's value chain is longer or shorter than the chains of key rivals. 
B) is a tool for benchmarking whether a firm's strategy is closely matched to industry key success factors. 
C) reveals whether a company is competitively stronger than its closest rivals. 
D) provides a good basis for crafting a strategy. 
E) identifies the reasons a company's strategy is or is not working very well.

Question 14

Assume a firm is not cost competitive with its rivals because of higher supplier-related costs.Identify three strategic moves that it can make to restore cost parity.

Accepted Answer

Supplier-related cost disadvantages can

Question 15

Which of the following best describes the market opportunities that tend to be most relevant to a particular company?

Accepted Answer

A) Those that provide avenues for taking market share away from close rivals and enhance a company's image as a leader in product innovation and product quality 
B) Those that offer the company a chance to raise entry barriers 
C) Those that help promote greater diversification of revenues and profits 
D) Those that match up well with the firm's financial resources and competitive capabilities,offer the best growth and profitability,and present the most potential for competitive advantage 
E) Those that help correct a company's biggest weaknesses and competitive deficiencies 
A) Those that provide avenues for taking market share away from close rivals and enhance a company's image as a leader in product innovation and product quality 
B) Those that offer the company a chance to raise entry barriers 
C) Those that help promote greater diversification of revenues and profits 
D) Those that match up well with the firm's financial resources and competitive capabilities,offer the best growth and profitability,and present the most potential for competitive advantage 
E) Those that help correct a company's biggest weaknesses and competitive deficiencies

Question 16

Which of the following is not an example of an external threat to a company's future profitability?

Accepted Answer

A) Lack of a distinctive competence 
B) Potential of a hostile takeover 
C) Adverse changes in foreign exchange rates 
D) Unfavorable demographic shifts 
E) Introduction of restrictive trade policies in countries where the company does business 
A) Lack of a distinctive competence 
B) Potential of a hostile takeover 
C) Adverse changes in foreign exchange rates 
D) Unfavorable demographic shifts 
E) Introduction of restrictive trade policies in countries where the company does business

Question 17

Which of the following is not an option for improving supplier-related value chain activities?

Accepted Answer

A) Integrate backward into the business of high-cost suppliers in an effort to reduce the costs of the items being purchased. 
B) Negotiate more favorable prices with suppliers. 
C) Collaborate closely with suppliers to identify mutual cost-saving opportunities. 
D) Switch to lower-priced substitute inputs. 
E) Persuade forward channel allies to implement best practices. 
A) Integrate backward into the business of high-cost suppliers in an effort to reduce the costs of the items being purchased. 
B) Negotiate more favorable prices with suppliers. 
C) Collaborate closely with suppliers to identify mutual cost-saving opportunities. 
D) Switch to lower-priced substitute inputs. 
E) Persuade forward channel allies to implement best practices.

Question 18

Identify at least five indicators of whether a company's present strategy is working well.

Accepted Answer

The eight indicators of how well a compa

Question 19

Identify and explain something that cannot be learned from doing a competitive strength assessment.

Accepted Answer

Competitive strength scores provide usef

Question 20

The options for remedying a cost disadvantage associated with activities performed by forward channel allies include

Accepted Answer

A) switching to lower-priced substitutes. 
B) pressuring forward channel allies to reduce their costs and markups. 
C) shifting into the production of substitute products. 
D) shifting from a differentiation strategy to a best-cost strategy or focus strategy. 
E) implementing a benchmarking program and adopting best practices. 
A) switching to lower-priced substitutes. 
B) pressuring forward channel allies to reduce their costs and markups. 
C) shifting into the production of substitute products. 
D) shifting from a differentiation strategy to a best-cost strategy or focus strategy. 
E) implementing a benchmarking program and adopting best practices.

A company's competitive strength scores

Assume a firm is at a cost disadvantage with its rivals because of higher distributor-dealer costs than its rivals.Identify two strategic moves that it can make to restore cost parity.

Describe some ways that a company can improve (1)its supplier-related value chain activities and (2)the activities of its forward channel allies.

A capability of the firm is not considered to be

Explain the benefits of preparing a competitive strength assessment.

A company resource weakness or competitive deficiency

________ is identifying and appraising a company's resource strengths and weaknesses and its external opportunities and threats.

For a particular company resource to have meaningful competitive power and perhaps qualify as a basis for competitive advantage,it should

Briefly discuss the meaning and significance of each of the following terms: a.SWOT analysis b.Company value chain c.Industry value chain d.Weighted competitive strength assessment e.Benchmarking

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?

The common types of valuable resources and competitive capabilities that management should consider when crafting a strategy do not include

One of the most telling signs of whether a company's market position is strong or precarious is

A first-rate SWOT analysis

Assume a firm is not cost competitive with its rivals because of higher supplier-related costs.Identify three strategic moves that it can make to restore cost parity.

Which of the following best describes the market opportunities that tend to be most relevant to a particular company?

Which of the following is not an example of an external threat to a company's future profitability?

Which of the following is not an option for improving supplier-related value chain activities?

Identify at least five indicators of whether a company's present strategy is working well.

Identify and explain something that cannot be learned from doing a competitive strength assessment.

The options for remedying a cost disadvantage associated with activities performed by forward channel allies include

Strategy,business Models,and Competitive Advantage

Strategy Formulation,execution,and Governance

Evaluating a Companys External Environment

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 Executionanother Path to Competitive Advantage

Filters

Exam 4: Evaluating a Companys Resources, capabilities, and Competitiveness

A company's competitive strength scores

Assume a firm is at a cost disadvantage with its rivals because of higher distributor-dealer costs than its rivals.Identify two strategic moves that it can make to restore cost parity.

Describe some ways that a company can improve (1)its supplier-related value chain activities and (2)the activities of its forward channel allies.

A capability of the firm is not considered to be

Explain the benefits of preparing a competitive strength assessment.

A company resource weakness or competitive deficiency

________ is identifying and appraising a company's resource strengths and weaknesses and its external opportunities and threats.

For a particular company resource to have meaningful competitive power and perhaps qualify as a basis for competitive advantage,it should

Briefly discuss the meaning and significance of each of the following terms: a.SWOT analysis b.Company value chain c.Industry value chain d.Weighted competitive strength assessment e.Benchmarking

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?

The common types of valuable resources and competitive capabilities that management should consider when crafting a strategy do not include

One of the most telling signs of whether a company's market position is strong or precarious is

A first-rate SWOT analysis

Assume a firm is not cost competitive with its rivals because of higher supplier-related costs.Identify three strategic moves that it can make to restore cost parity.

Which of the following best describes the market opportunities that tend to be most relevant to a particular company?

Which of the following is not an example of an external threat to a company's future profitability?

Which of the following is not an option for improving supplier-related value chain activities?

Identify at least five indicators of whether a company's present strategy is working well.

Identify and explain something that cannot be learned from doing a competitive strength assessment.

The options for remedying a cost disadvantage associated with activities performed by forward channel allies include

Strategy,business Models,and Competitive Advantage

Strategy Formulation,execution,and Governance

Evaluating a Companys External Environment

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 Executionanother Path to Competitive Advantage

Filters