Question 1

Identify five factors that tend to weaken the intensity of competitive rivalry among an industry's member firms.

Accepted Answer

Rivalry determinants associated with wea

Question 2

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 3

Competitive pressures stemming from buyers' bargaining power tend to be weaker when

Accepted Answer

A) the number of buyers is small,such that each customer's business tends to be particularly important to a seller. 
B) buyer demand is growing slowly or maybe even declining. 
C) the costs incurred by buyers in switching to competing brands or to substitute products are relatively high. 
D) buyers are well informed about sellers' products,prices,and costs. 
E) the buyer group consists of a few large buyers and the seller group consists of numerous small firms. 
A) the number of buyers is small,such that each customer's business tends to be particularly important to a seller. 
B) buyer demand is growing slowly or maybe even declining. 
C) the costs incurred by buyers in switching to competing brands or to substitute products are relatively high. 
D) buyers are well informed about sellers' products,prices,and costs. 
E) the buyer group consists of a few large buyers and the seller group consists of numerous small firms.

Question 4

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

Driving forces analysis consists of not

Question 5

Having good competitive intelligence about rivals' strategies,latest actions and announcements,resource strengths and weaknesses,and moves to improve their situation is important because it

Accepted Answer

A) identifies who the industry's current market share leaders are. 
B) helps a company to anticipate what moves rivals are likely to make next and to craft its own strategic moves. 
C) helps identify which rival is in which strategic group. 
D) enables company managers to determine which rival has the worst strategy and how to avoid making the same strategy mistakes. 
E) enables more accurate predictions about how long it will take a particular rival to copy most of what the strategy leader is doing. 
A) identifies who the industry's current market share leaders are. 
B) helps a company to anticipate what moves rivals are likely to make next and to craft its own strategic moves. 
C) helps identify which rival is in which strategic group. 
D) enables company managers to determine which rival has the worst strategy and how to avoid making the same strategy mistakes. 
E) enables more accurate predictions about how long it will take a particular rival to copy most of what the strategy leader is doing.

Question 6

In which one of the following instances is supplier bargaining power and leverage not weakened?

Accepted Answer

A) When industry members pose a credible threat of backward integration into the business of suppliers 
B) When sales to a strategic partner constitute a big percentage of their total sales 
C) When the items purchased from suppliers are in short supply 
D) When the buying firms purchase in large quantities and thus are important customers of the suppliers 
E) When the cost of switching from one supplier to another is low 
A) When industry members pose a credible threat of backward integration into the business of suppliers 
B) When sales to a strategic partner constitute a big percentage of their total sales 
C) When the items purchased from suppliers are in short supply 
D) When the buying firms purchase in large quantities and thus are important customers of the suppliers 
E) When the cost of switching from one supplier to another is low

Question 7

Driving forces analysis

Accepted Answer

A) involves identifying the driving forces,assessing whether their impact will make the industry more or less attractive,and determining what strategy changes a company may need to make to prepare for the impact of the driving forces. 
B) identifies which strategic group is the most powerful. 
C) helps managers identify which industry member is likely to become (or remain)the industry leader and why. 
D) helps managers identify which key success factors are most likely to help their company gain a competitive advantage. 
E) helps managers identify which of the five competitive forces will be the strongest driver of industry change. 
A) involves identifying the driving forces,assessing whether their impact will make the industry more or less attractive,and determining what strategy changes a company may need to make to prepare for the impact of the driving forces. 
B) identifies which strategic group is the most powerful. 
C) helps managers identify which industry member is likely to become (or remain)the industry leader and why. 
D) helps managers identify which key success factors are most likely to help their company gain a competitive advantage. 
E) helps managers identify which of the five competitive forces will be the strongest driver of industry change.

Question 8

What is the analytical value of studying competitors and trying to predict what moves rivals will make next?

Accepted Answer

Michael E.Porter's four indicators of a

Question 9

What are the key questions that form the framework of thinking strategically about a company's industry and competitive environment?

Accepted Answer

Questions include: (1)Do macroenvironmen

Question 10

Identify four key success factors (KSFs)that affect whether an industry does or does not present a company with a good business opportunity.

Accepted Answer

An industry's KSFs are those competitive

Question 11

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 12

Steps involved in driving forces analysis include

Accepted Answer

A) developing a comprehensive list of all the potential causes of changing industry conditions. 
B) predicting which new driving forces will emerge next. 
C) making it difficult to achieve a competitive advantage via anything other than being the industry's low-cost leader. 
D) identifying the driving forces,assessing whether their impact will make the industry more or less attractive,and determining what strategy changes are needed to prepare for the impact of the driving forces. 
E) discerning which among the five competitive forces is most potent and which is least potent. 
A) developing a comprehensive list of all the potential causes of changing industry conditions. 
B) predicting which new driving forces will emerge next. 
C) making it difficult to achieve a competitive advantage via anything other than being the industry's low-cost leader. 
D) identifying the driving forces,assessing whether their impact will make the industry more or less attractive,and determining what strategy changes are needed to prepare for the impact of the driving forces. 
E) discerning which among the five competitive forces is most potent and which is least potent.

Question 13

________ is the most powerful and widely known tool used to assess the state of competition in an industry.

Accepted Answer

A) PESTEL analysis 
B) SWOT analysis 
C) Financial ratio analysis 
D) Strategic group mapping 
E) Porter's five-force model 
A) PESTEL analysis 
B) SWOT analysis 
C) Financial ratio analysis 
D) Strategic group mapping 
E) Porter's five-force model

Question 14

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

Accepted Answer

A) Market size,growth rate,and prospects 
B) Scope of competitive rivalry including geographic area 
C) Market demand-supply conditions 
D) Strength of both driving forces and competitive forces 
E) Role and pace of technological change 
A) Market size,growth rate,and prospects 
B) Scope of competitive rivalry including geographic area 
C) Market demand-supply conditions 
D) Strength of both driving forces and competitive forces 
E) Role and pace of technological change

Question 15

Identify at least three benefits of constructing a strategic group map.

Accepted Answer

A strategic group consists of those indu

Question 16

Which of the following is likely to have the biggest strategy-shaping impact on on-demand transportation providers such as Uber and Lyft?

Accepted Answer

A) Tesla and ZipCar announce a joint venture for electric automobile sharing services. 
B) Amazon launches a mobile delivery service via drones. 
C) Apple and Ford launch a global network of autonomous driverless cars,buses,and trucks on demand via a mobile app. 
D) Greyhound develops and markets a mobile app for customers to purchase intercity bus tickets. 
E) Yellow Cab company launches mobile app campaigns for community-connection and awareness. 
A) Tesla and ZipCar announce a joint venture for electric automobile sharing services. 
B) Amazon launches a mobile delivery service via drones. 
C) Apple and Ford launch a global network of autonomous driverless cars,buses,and trucks on demand via a mobile app. 
D) Greyhound develops and markets a mobile app for customers to purchase intercity bus tickets. 
E) Yellow Cab company launches mobile app campaigns for community-connection and awareness.

Question 17

The competitive pressures from substitute products tend to be stronger when

Accepted Answer

A) buyers are relatively comfortable with the quality and performance of substitutes,and the costs to buyers of switching over to the substitutes are low. 
B) there are more than 10 sellers of substitute products. 
C) substitutes exhibit the latest in technological innovation. 
D) buyers have high psychic costs in severing existing brand relationships and establishing new ones. 
E) demand for the industry's product is not very price sensitive. 
A) buyers are relatively comfortable with the quality and performance of substitutes,and the costs to buyers of switching over to the substitutes are low. 
B) there are more than 10 sellers of substitute products. 
C) substitutes exhibit the latest in technological innovation. 
D) buyers have high psychic costs in severing existing brand relationships and establishing new ones. 
E) demand for the industry's product is not very price sensitive.

Question 18

Which of the following conditions acts to weaken buyers' bargaining power?

Accepted Answer

A) When buyers are unlikely to integrate backward into the business of sellers 
B) When buyers are well informed about sellers' products,prices,and costs 
C) When the costs incurred by buyers in switching to competing brands or to substitute products are relatively low 
D) When buyers have the ability to postpone purchases if they do not like the prices offered by sellers 
E) When buyers are few in number and/or often purchase in large quantities 
A) When buyers are unlikely to integrate backward into the business of sellers 
B) When buyers are well informed about sellers' products,prices,and costs 
C) When the costs incurred by buyers in switching to competing brands or to substitute products are relatively low 
D) When buyers have the ability to postpone purchases if they do not like the prices offered by sellers 
E) When buyers are few in number and/or often purchase in large quantities

Question 19

In which one of the following instances is suppliers' bargaining power and leverage not weakened?

Accepted Answer

A) When industry members pose a credible threat of backward integration into the business of suppliers 
B) When the cost of switching from one supplier to another is low 
C) When the buying firms purchase in large quantities and thus are important customers of the suppliers 
D) When the item being supplied is a commodity 
E) When the items purchased from suppliers are in short supply 
A) When industry members pose a credible threat of backward integration into the business of suppliers 
B) When the cost of switching from one supplier to another is low 
C) When the buying firms purchase in large quantities and thus are important customers of the suppliers 
D) When the item being supplied is a commodity 
E) When the items purchased from suppliers are in short supply

Question 20

Just how strong the competitive pressures are from substitute products depends on

Accepted Answer

A) whether the available substitutes are strongly or weakly differentiated and whether buyers make purchases frequently or infrequently. 
B) whether attractively priced substitutes are readily available and the ease with which buyers can switch to substitutes. 
C) whether the available substitutes are products or services. 
D) whether the producers of substitutes have ample budgets for new product R&D. 
E) the speed with which buyer needs and expectations are changing. 
A) whether the available substitutes are strongly or weakly differentiated and whether buyers make purchases frequently or infrequently. 
B) whether attractively priced substitutes are readily available and the ease with which buyers can switch to substitutes. 
C) whether the available substitutes are products or services. 
D) whether the producers of substitutes have ample budgets for new product R&D. 
E) the speed with which buyer needs and expectations are changing.

Identify five factors that tend to weaken the intensity of competitive rivalry among an industry's member firms.

An industry's driving forces

Competitive pressures stemming from buyers' bargaining power tend to be weaker when

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.

Having good competitive intelligence about rivals' strategies,latest actions and announcements,resource strengths and weaknesses,and moves to improve their situation is important because it

In which one of the following instances is supplier bargaining power and leverage not weakened?

Driving forces analysis

What is the analytical value of studying competitors and trying to predict what moves rivals will make next?

What are the key questions that form the framework of thinking strategically about a company's industry and competitive environment?

Identify four key success factors (KSFs)that affect whether an industry does or does not present a company with a good business opportunity.

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

Steps involved in driving forces analysis include

________ is the most powerful and widely known tool used to assess the state of competition in an industry.

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

Identify at least three benefits of constructing a strategic group map.

Which of the following is likely to have the biggest strategy-shaping impact on on-demand transportation providers such as Uber and Lyft?

The competitive pressures from substitute products tend to be stronger when

Which of the following conditions acts to weaken buyers' bargaining power?

In which one of the following instances is suppliers' bargaining power and leverage not weakened?

Just how strong the competitive pressures are from substitute products depends on

Strategy,business Models,and Competitive Advantage

Strategy Formulation,execution,and Governance

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 Executionanother Path to Competitive Advantage

Filters

Exam 3: Evaluating a Companys External Environment

Identify five factors that tend to weaken the intensity of competitive rivalry among an industry's member firms.

An industry's driving forces

Competitive pressures stemming from buyers' bargaining power tend to be weaker when

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.

Having good competitive intelligence about rivals' strategies,latest actions and announcements,resource strengths and weaknesses,and moves to improve their situation is important because it

In which one of the following instances is supplier bargaining power and leverage not weakened?

Driving forces analysis

What is the analytical value of studying competitors and trying to predict what moves rivals will make next?

What are the key questions that form the framework of thinking strategically about a company's industry and competitive environment?

Identify four key success factors (KSFs)that affect whether an industry does or does not present a company with a good business opportunity.

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

Steps involved in driving forces analysis include

________ is the most powerful and widely known tool used to assess the state of competition in an industry.

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

Identify at least three benefits of constructing a strategic group map.

Which of the following is likely to have the biggest strategy-shaping impact on on-demand transportation providers such as Uber and Lyft?

The competitive pressures from substitute products tend to be stronger when

Which of the following conditions acts to weaken buyers' bargaining power?

In which one of the following instances is suppliers' bargaining power and leverage not weakened?

Just how strong the competitive pressures are from substitute products depends on

Strategy,business Models,and Competitive Advantage

Strategy Formulation,execution,and Governance

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 Executionanother Path to Competitive Advantage

Filters