Question Pool: The task of crafting corporate strategy for a diversified company encompasses.

  1. tNXNrZ http://www.MHyzKpN7h4ERauvS72jUbdI0HeKxuZom.com  
    Go to :  http://www.MHyzKpN7h4ERauvS72jUbdI0HeKxuZom.com

    a.  
    b.  
    c.  
    d.  
    e.  

  2. The primary purpose of assessing a company's external environment and internal circumstances is to  

    a.  
    b.  
    c.  
    d.  
    e.  

  3. Which one of the following is not part of a company's macroenvironment?  

    a.  
    b.  
    c.  
    d.  
    e.  

  4. The foremost reason for accurately diagnosing a company's internal and external situation is to  

    a.  
    b.  
    c.  
    d.  
    e.  

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

    a.  
    b.  
    c.  
    d.  
    e.  

  6. Which one of the following is not one of the analytical steps in industry and competitive analysis?  

    a.  
    b.  
    c.  
    d.  
    e.  

  7. Industry and competitive analysis probes such considerations as  

    a.  
    b.  
    c.  
    d.  
    e.  

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

    a.  
    b.  
    c.  
    d.  
    e.  

  9. Which of the following is not a relevant consideration in examining the dominant economic characteristics of an industry?  

    a.  
    b.  
    c.  
    d.  
    e.  

  10. An industry's market growth rate is strategically important because  

    a.  
    b.  
    c.  
    d.  
    e.  

  11. The strategic importance of rapid product innovation is that  

    a.  
    b.  
    c.  
    d.  
    e.  

  12. Whether an industry has big economies of scale is strategically important because  

    a.  
    b.  
    c.  
    d.  
    e.  

  13. The stronger the experience curve effect is in an industry  

    a.  
    b.  
    c.  
    d.  
    e.  

  14. The experience curve has to do with the fact that  

    a.  
    b.  
    c.  
    d.  
    e.  

  15. A strong experience curve effect in an industry  

    a.  
    b.  
    c.  
    d.  
    e.  

  16. The forces of competition in an industry are a function of  

    a.  
    b.  
    c.  
    d.  
    e.  

  17. The nature and strength of competition and competitive forces are generally a joint product of  

    a.  
    b.  
    c.  
    d.  
    e.  

  18. Which of the following is not one of the five competitive forces?  

    a.  
    b.  
    c.  
    d.  
    e.  

  19. The most powerful of the five competitive forces is usually  

    a.  
    b.  
    c.  
    d.  
    e.  

  20. Typically, the weakest of the five competitive forces in an industry is/are:  

    a.  
    b.  
    c.  
    d.  
    e.  

  21. A competitive environment where there is weak to moderate rivalry among sellers, high entry barriers, weak competition from substitute products, and little bargaining leverage on the part of both suppliers and customers  

    a.  
    b.  
    c.  
    d.  
    e.  

  22. A competitive environment where there is weak rivalry among sellers, high entry barriers, weak competition from substitute products, and little bargaining leverage on the part of both suppliers and customers is  

    a.  
    b.  
    c.  
    d.  
    e.  

  23. A firm's competitive strategy concerns  

    a.  
    b.  
    c.  
    d.  
    e.  

  24. The essence of a firm's competitive strategy is  

    a.  
    b.  
    c.  
    d.  
    e.  

  25. Factors that cause the rivalry among competing sellers to be less intense include  

    a.  
    b.  
    c.  
    d.  
    e.  

  26. The rivalry among competing sellers tends to be less intense when  

    a.  
    b.  
    c.  
    d.  
    e.  

  27. Rivalry among competing sellers is typically stronger when  

    a.  
    b.  
    c.  
    d.  
    e.  

  28. The rivalry among competing firms tends to be weaker  

    a.  
    b.  
    c.  
    d.  
    e.  

  29. The competitive force of rival firms' strategies  

    a.  
    b.  
    c.  
    d.  
    e.  

  30. Which of the following is not among the factors that affect whether competitive rivalry among participating firms is strong, moderate, or weak?  

    a.  
    b.  
    c.  
    d.  
    e.  

  31. In analyzing the strength of competition among rival firms, an important consideration is  

    a.  
    b.  
    c.  
    d.  
    e.  

  32. The "best" strategy for one firm in maneuvering for competitive advantage over its rivals depends in part on  

    a.  
    b.  
    c.  
    d.  
    e.  

  33. The intensity of rivalry among competing sellers is a function of  

    a.  
    b.  
    c.  
    d.  
    e.  

  34. Rivalry among competing sellers tends to be stronger when  

    a.  
    b.  
    c.  
    d.  
    e.  

  35. Rivalry among competing sellers tends to be stronger when  

    a.  
    b.  
    c.  
    d.  
    e.  

  36. The rivalry among competing sellers is an ever-changing dynamic because  

    a.  
    b.  
    c.  
    d.  
    e.  

  37. The competitive contests between rival sellers in different industries assume different intensities because  

    a.  
    b.  
    c.  
    d.  
    e.  

  38. Potential new entrants are more likely to be deterred from actually entering an industry when  

    a.  
    b.  
    c.  
    d.  
    e.  

  39. The seriousness of the competitive threat of entry is greater when  

    a.  
    b.  
    c.  
    d.  
    e.  

  40. The competitive threat that outsiders will enter a market is stronger when  

    a.  
    b.  
    c.  
    d.  
    e.  

  41. The competitive threat of entry of new firms is stronger when  

    a.  
    b.  
    c.  
    d.  
    e.  

  42. The competitive threat of entry of new firms is weaker when  

    a.  
    b.  
    c.  
    d.  
    e.  

  43. A potential entrant is likely to have second thoughts about actually attempting entry when  

    a.  
    b.  
    c.  
    d.  
    e.  

  44. Which of the following is generally not considered as a barrier to entry?  

    a.  
    b.  
    c.  
    d.  
    e.  

  45. The best test of whether potential entry is a strong or weak competitive force is  

    a.  
    b.  
    c.  
    d.  
    e.  

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

    a.  
    b.  
    c.  
    d.  
    e.  

  47. The competitive force of substitute products tends to be stronger in a given market when  

    a.  
    b.  
    c.  
    d.  
    e.  

  48. The competitive force of substitute products tends to be stronger in a given market when  

    a.  
    b.  
    c.  
    d.  
    e.  

  49. The competitive force of substitute products is weaker when  

    a.  
    b.  
    c.  
    d.  
    e.  

  50. Which of the following is the best example of a substitute product that poses a strong competitive force?  

    a.  
    b.  
    c.  
    d.  
    e.  

  51. Whether supplier-seller relationships in an industry represent a strong or weak source of competitive pressure is a function of  

    a.  
    b.  
    c.  
    d.  
    e.  

  52. The economic leverage and bargaining power of suppliers is greater when  

    a.  
    b.  
    c.  
    d.  
    e.  

  53. The strength of suppliers as a strong competitive force is diminished when  

    a.  
    b.  
    c.  
    d.  
    e.  

  54. Supplier bargaining power is less likely to be a source of strong competitive pressure when  

    a.  
    b.  
    c.  
    d.  
    e.  

  55. The competitive influence that a group of suppliers can have on an industry is mainly a function of  

    a.  
    b.  
    c.  
    d.  
    e.  

  56. Effective supply chain partnerships on the part of one or more industry rivals  

    a.  
    b.  
    c.  
    d.  
    e.  

  57. Industry rivals are often motivated to enter into strategic partnerships with key suppliers in order to  

    a.  
    b.  
    c.  
    d.  
    e.  

  58. Whether buyer-seller relationships in an industry represent a strong or weak source of competitive pressure is a function of  

    a.  
    b.  
    c.  
    d.  
    e.  

  59. Whether buyer-seller relationships in an industry represent a strong or weak source of competitive pressure is a function of whether  

    a.  
    b.  
    c.  
    d.  
    e.  

  60. Collaborative relationships between particular sellers and buyers in an industry can represent a source of competitive pressure when  

    a.  
    b.  
    c.  
    d.  
    e.  

  61. The bargaining power of an industry's customers tends to be weaker when  

    a.  
    b.  
    c.  
    d.  
    e.  

  62. The bargaining power of an industry's customers tends to be greater when  

    a.  
    b.  
    c.  
    d.  
    e.  

  63. Customers are seldom in position to exert strong leverage and bargaining power over a group of sellers when  

    a.  
    b.  
    c.  
    d.  
    e.  

  64. The economic leverage and bargaining power of customers tends to be relatively weaker when  

    a.  
    b.  
    c.  
    d.  
    e.  

  65. In which of the following circumstances is the economic leverage and bargaining power of customers not relatively strong?  

    a.  
    b.  
    c.  
    d.  
    e.  

  66. Which of the following factors is not a relevant consideration in judging whether the economic leverage and bargaining power of customers is relatively strong or relatively weak?  

    a.  
    b.  
    c.  
    d.  
    e.  

  67. Which of the following factors is a relevant consideration in judging whether seller-buyer relationships are an important source of competitive pressure in an industry?  

    a.  
    b.  
    c.  
    d.  
    e.  

  68. Which of the following factors is not a relevant consideration in judging whether seller-buyer relationships are an important source of competitive pressure in an industry?  

    a.  
    b.  
    c.  
    d.  
    e.  

  69. The "driving forces" in an industry  

    a.  
    b.  
    c.  
    d.  
    e.  

  70. Industry conditions change  

    a.  
    b.  
    c.  
    d.  
    e.  

  71. The task of driving forces analysis is to  

    a.  
    b.  
    c.  
    d.  
    e.  

  72. Which of the following is not generally a "driving force" capable of producing fundamental changes in industry direction or in the industry's competitive structure?  

    a.  
    b.  
    c.  
    d.  
    e.  

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

    a.  
    b.  
    c.  
    d.  
    e.  

  74. Increasing globalization of the industry can be a driving force because  

    a.  
    b.  
    c.  
    d.  
    e.  

  75. Driving forces analysis  

    a.  
    b.  
    c.  
    d.  
    e.  

  76. An industry's driving forces  

    a.  
    b.  
    c.  
    d.  
    e.  

  77. Which of the following are not likely to be driving forces capable of inducing fundamental changes in industry and competitive conditions?  

    a.  
    b.  
    c.  
    d.  
    e.  

  78. 8VJ3Wy txsnlslzszmh, [url=http://rovhrubghayh.com/]rovhrubghayh[/url], [link=http://yqmdqmohkmpo.com/]yqmdqmohkmpo[/link], http://owqxjzwbsuhm.com/  
    Go to :  http://rlaoqouwhqxd.com/

    a.  
    b.  
    c.  
    d.  
    e.  

  79. Which one of the following is least likely to qualify as a driving force?  

    a.  
    b.  
    c.  
    d.  
    e.  

  80. Which of the following is most likely to qualify as a driving force?  

    a.  
    b.  
    c.  
    d.  
    e.  

  81. Environmental scanning concerns  

    a.  
    b.  
    c.  
    d.  
    e.  

  82. A strategic group  

    a.  
    b.  
    c.  
    d.  
    e.  

  83. A strategic group consists of those firms in an industry that  

    a.  
    b.  
    c.  
    d.  
    e.  

  84. The concept of strategic groups is relevant to industry and competitive analysis because  

    a.  
    b.  
    c.  
    d.  
    e.  

  85. In mapping strategic groups  

    a.  
    b.  
    c.  
    d.  
    e.  

  86. With the aid of a strategic group map, strategic analysts  

    a.  
    b.  
    c.  
    d.  
    e.  

  87. Strategic group mapping is a technique for determining  

    a.  
    b.  
    c.  
    d.  
    e.  

  88. Using strategic group maps to divide industry members into strategic groups  

    a.  
    b.  
    c.  
    d.  
    e.  

  89. The best strategic variables to choose as axes for a strategic group map are  

    a.  
    b.  
    c.  
    d.  
    e.  

  90. Which of the following pairs of variables are least likely to be useful in drawing a strategic group map?  

    a.  
    b.  
    c.  
    d.  
    e.  

  91. Some strategic groups are usually more favorably positioned than others in the sense that  

    a.  
    b.  
    c.  
    d.  
    e.  

  92. Which of the following is not an appropriate guideline for developing a strategic group map for a given industry?  

    a.  
    b.  
    c.  
    d.  
    e.  

  93. The payoff of competitor analysis is improved ability to predict  

    a.  
    b.  
    c.  
    d.  
    e.  

  94. The manner in which rival firms employ various competitive weapons to try to outmaneuver one another  

    a.  
    b.  
    c.  
    d.  
    e.  

  95. One of the benefits of doing first-rate competitor analysis is to  

    a.  
    b.  
    c.  
    d.  
    e.  

  96. In evaluating who the industry's major players are going to be on down the road, it is usually relevant to consider  

    a.  
    b.  
    c.  
    d.  
    e.  

  97. Gathering competitive intelligence about rival firms can provide strategically useful clues and predictions about  

    a.  
    b.  
    c.  
    d.  
    e.  

  98. The key success factors in an industry  

    a.  
    b.  
    c.  
    d.  
    e.  

  99. In identifying an industry's key success factors, strategists should  

    a.  
    b.  
    c.  
    d.  
    e.  

  100. An industry's key success factors  

    a.  
    b.  
    c.  
    d.  
    e.  

  101. Which of the following is not a good example of a marketing-related key success factor?  

    a.  
    b.  
    c.  
    d.  
    e.  

  102. A good example of a manufacturing-related key success factor is  

    a.  
    b.  
    c.  
    d.  
    e.  

  103. A good example of a technology-related key success factor is  

    a.  
    b.  
    c.  
    d.  
    e.  

  104. Evaluating long-term industry attractiveness involves  

    a.  
    b.  
    c.  
    d.  
    e.  

  105. Evaluating long-term industry attractiveness involves a consideration of which of the following factors?  

    a.  
    b.  
    c.  
    d.  
    e.  

  106. Evaluating long-term industry attractiveness usually does not involve a consideration of which of the following factors?  

    a.  
    b.  
    c.  
    d.  
    e.  

  107. The most "ideal" competitive condition from an industry attractiveness perspective is where  

    a.  
    b.  
    c.  
    d.  
    e.  

  108. The competitive structure of an industry tends to be "unattractive" from the standpoint of future profitability when  

    a.  
    b.  
    c.  
    d.  
    e.  

  109. The competitive structure of an industry is unattractive from a profit-making perspective when  

    a.  
    b.  
    c.  
    d.  
    e.  

  110. What are the seven key questions which form the framework of industry and competitive analysis?  



  111. Explain the meaning and significance of each of the following:
    a.) driving forces
    b.) strategic group mapping
    c.) the experience curve
    d.) key success factors
    e.) long-term industry attractiveness
    f.) environmental scanning
    g.) competitive strategy  



  112. Draw and briefly describe the five forces model of competition.  



  113. Identify and briefly discuss any four of the factors that influence the strength of competitive rivalry among member firms.  



  114. Competitive markets are economic battlefields. True or False. Explain.  



  115. Not all buyers of an industry's product are likely to possess the same degree of bargaining power or leverage over the terms and conditions under which they purchase the product. True or False. Explain.  



  116. Discuss the conditions that tend to make potential entry a strong competitive force.  



  117. Identify and briefly describe any five of the major sources of entry barriers.  



  118. What conditions cause substitute products to be a strong competitive force?  



  119. What conditions cause suppliers to be a strong competitive force?  



  120. What conditions tend to give customers a high degree of bargaining power?  



  121. What is the analytical value of constructing a strategic group map?  



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



  123. What is the strategy-making value of identifying an industry's key success factors?  



  124. What are some of the major factors that enter into an assessment of whether an industry does or does not have long-term attractiveness?  



  125. Can an industry be attractive to one company and unattractive to another company? Why or why not?  





Portions copyright ©2005 The McGraw-Hill Companies.
Any use is subject to the Terms of Use and Privacy Policy.
McGraw-Hill Higher Education is one of the many fine businesses of The McGraw-Hill Companies.