A) Serving additional customer groups or market segments
B) Growing buyer preferences for substitutes for the industry's product
C) Acquiring rival firms or companies with attractive technological expertise or capabilities
D) Expanding into new geographic markets
E) Openings to win market share away from rivals
G) A) and B)
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A) Changing to a more economical distribution strategy such as putting more emphasis on cheaper distribution channels (perhaps direct sales via the Internet) or perhaps integrating forward into company-owned retail outlets
B) Enhancing differentiation through activities such as cooperative advertising at the forward end of the value chain
C) Pressuring distributors/dealers and other forward-channel allies to reduce their costs and markups
D) Insisting on across-the-board cost cuts in all value chain activities-those performed by suppliers,those performed in-house,and those performed by distributors/dealers
E) Collaborating with forward channel allies to identify win-win opportunities to reduce costs
G) A) and C)
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Supplier-related cost disadvantages can ...View Answer
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A) when a company has durable competitive assets that are central to its strategy and superior to those of rival firms.
B) when a company has sufficient resources to expedite its strategy.
C) when a company realizes its inherent weaknesses are transformable to advantages.
D) when a company can stand out relative to rivals because of resource utilization.
E) when a company has resources in well-populated geographical locations
G) B) and C)
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A) identifying whether the company's value chain is cost-effective vis-à-vis the value chains of rivals.
B) helping strategy-makers benchmark the company's resource strengths against industry key success factors.
C) enabling a company to assess its overall competitive position relative to its key rivals.
D) revealing whether a company's market share,measures of profitability,and sales compare favorably or unfavorably vis-à-vis key competitors.
E) assisting strategy-makers in crafting a strategy that is well-matched to the company's resources and capabilities,its market opportunities,and the external threats to its future well-being.
G) A) and D)
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A) engaging in cooperative advertising and promotions.
B) creating exclusive arrangements with downstream sellers or other mechanisms that increase their incentives for enhanced-delivery customer value.
C) creating and enforcing standards for downstream activities.
D) assisting in training channel partners in business practices.
E) enhancing cost-reducing activities with defensive functionality designed to create incentives.
G) B) and C)
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A) a company competence.
B) a strategic resource.
C) a distinctive competence.
D) a core competence.
E) a key success factor.
G) None of the above
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A) organizational assets.
B) a resource bundle.
C) a resource capability.
D) functional method compilation.
E) an integrated asset advantage.
G) B) and D)
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A) signal which competitor has the most distinctive competencies and which competitor has the fewest.
B) provide useful indicators of how a company compares against key rivals,factor by factor and capability by capability-thus indicating whether the company has a net overall competitive advantage or disadvantage against each rival.
C) reveal which competitors are in the best and worst strategic groups.
D) show which industry rival has the best overall market opportunities and which competitor has the poorest market opportunities.
E) pinpoint which industry rival is subject to the least amount of competitive pressures from the five competitive forces.
G) B) and D)
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B
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A) its percentage share of total industry revenues.
B) B) .its percentage share of total industry losses.
C) its perceived importance in determining a company's competitive success in the marketplace.
D) its percentage share of total industry profits.
E) what it takes to provide better analytical balance between the companies with high ratings and the companies with low ratings and thus get the sum of the weights to add up to 1.0.
G) D) and E)
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To improve a company's cost competitiven...View Answer
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A) it provides a more accurate assessment of the strength of competitive forces.
B) it eliminates the bias introduced for those firms having large market shares.
C) the different measures of competitive strength are unlikely to be equally important.
D) the results provide a more reliable measure of what competitive moves rivals are likely to make next.
E) weighting each company's overall competitive strength by the size of its market share produces a more accurate measure of its true competitive strength.
G) A) and D)
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A) is a more competitively valuable strength than a competence because of the key role the activities play in the company's strategy.
B) typically has competitive value,the amount of which is reflected in the physical and tangible assets on a company's balance sheet.
C) usually is grounded in the technological expertise of a particular department or work group.
D) is more difficult for rivals to copy than a distinctive competence.
E) refers to a company's lowest-cost and most efficiently executed value-chain activity.
G) B) and C)
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A) Hard evidence of cost competitiveness
B) Proof of resource availability
C) A company strategy
D) Verification of total cost ownership
E) Improvements to internal processes
G) A) and B)
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A) Whether the company's sales are growing faster,slower,or about the same pace as the industry as a whole,thus resulting in a rising,falling,or stable market share
B) Whether it has a larger number of competitive assets than competitive liabilities and whether it has a superior quality product
C) The firm's image and reputation with its customers
D) Whether its profit margins are rising or falling and how large its margins are relative to those of its rivals
E) Evidence of improvement in internal processes such as defect rate,order fulfillment,delivery times,days of inventory,and employee productivity
G) A) and C)
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A) is a way of determining which competitor has the highest overall competitive advantage in the marketplace and which competitor is faced with the lowest overall competitive disadvantage.
B) is the most reliable indicator of which industry member has the highest overall product quality.
C) is a powerful way of revealing which competitors are in the best and worst strategic groups.
D) is the most reliable indicator of which industry member has the lowest overall costs and is the low-cost leader.
E) pinpoints which industry rivals are most insulated from the industry's driving forces.
G) A) and D)
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Simply making lists of a company's strengths,weaknesses,opportunities,and threats is not enough;the payoff from SWOT analysis comes from the conclusions about a company's situation and the implications for strategy improvement that flow from the four lists.The objective of SWOT analysis is to translate the diagnosis of the company's situation into actions for improving the company's strategy and business prospects.
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A) human assets and intellectual capital,which can include the talent of the work force and the creativity and innovativeness of certain personnel.
B) reputational assets,which can include the company's reputation for quality,service,and reliability as well as their reputation for fair dealings with suppliers.
C) relationships such as alliances that provide access to technologies,specialized know-how,or geographic markets.
D) technological assets such as patents,copyrights,and innovation technologies.
E) company culture and incentive system,which includes the norms of behavior and business principles.
G) All of the above
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The three best indicators of how well a company's strategy is working are (1)whether the company is achieving its stated financial and strategic objectives, (2)whether its financial performance is above the industry average,and (3)whether it is gaining customers and increasing its market share.
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A) focusing on exploiting a company's best-executed operating strategy.
B) concentrating on efficient performance of the company's primary value chain activities.
C) concentrating on minimizing the costs associated with the design of a product or service.
D) drawing on specific company resources and capabilities that underlie and enable the activity.
E) focusing on working with forward-channel allies to develop capabilities to outmatch the capabilities of rivals.
G) None of the above
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