Question 1
When a strong competitor concludes an industry is becoming less attractive, it may
Multiple Choice
see its best option as finding a buyer, perhaps a rival, to acquire its business.
invest aggressively to capture the opportunities it sees.
look into acquiring weaker rivals.
improve its long-term competitive position in the business.
elect to simply protect its present position, investing cautiously if at all and looking for opportunities in other industries.
Question 2
Rivalry among competing sellers increase when
Multiple Choice
the firms in the industry have low storage costs.
the rivals face low exit barriers.
the firms in the industry have low fixed costs.
buyer costs to switch brands are high.
buyer demand is growing slowly or declining.
Question 3
An analysis of driving forces does not normally involve
Multiple Choice
evaluating increasing efforts on the part of industry members to collaborate closely with their suppliers.
assessing technological change and manufacturing process innovation.
understanding diffusion of technical know-how across more companies and more countries.
monitoring changing societal concerns, attitudes, and lifestyles.
observing the entry or exit of major firms.
Question 4
The key success factors in an industry
Multiple Choice
are the major underlying causes of change in industry and competitive conditions affecting the company directly.
are those competitive factors that most affect industry members' ability to prosper in the marketplace.
hinge on how many different strategic groups the industry has.
are determined by the industry's driving forces.
depend on how many rivals are trying to move from one strategic group to another.
Question 5
Angie, CEO of a local alternative energy company that provides power for residential and commercial customers in your community, is engaged in the process of developing a list of questions to evaluate her company's internal situation. Which question would Angie NOT raise to complete the task of her company's resources and competitive position?
Multiple Choice
How do our value chain activities impact our company's cost structure and customer value proposition?
Which are our least and most profitable geographic market segments?
How well is our present strategy working?
Is our company competitively stronger or weaker than key rivals?
What strategic issues and problems merit front-burner managerial attention?
Question 6
If you were tasked with identifying the strategic issues and problems that merit front-burner managerial attention at SunPower, you would most likely BEGIN by
Multiple Choice
drawing upon the results and conclusions from analyzing SunPower's external environment.
drawing upon the results and conclusions from evaluating SunPower's own resources and competitive position.
drawing up a strategic group map and placing Sun Power in the correct position on the map.
drawing up the results and conclusions from a VRIN analysis of SunPower's tangible and intangible resources and capabilities.
drawing up a "worry list" of issues and problems that SunPower management need to address to improve the company's position and prospects.
Question 7
Two of the three best indicators as to how well a company's strategy is working are
Multiple Choice
(1) whether customer and employee satisfaction is high, and (2) whether it has more core competencies than close rivals.
(1) whether the company has more competitive assets than it does competitive liabilities and (2) whether its strategy is built around at least two of the industry's key success factors.
(1) whether the company is achieving its stated financial and strategic objectives, and (2) whether customer and employee satisfaction is high.
(1) whether the company is achieving its stated financial and strategic objectives, and (2) whether it is gaining customers and increasing its market share.
(1) if it is subject to weaker competitive forces and pressures than close rivals (a good sign), or (2) if it is disadvantaged by stronger competitive forces and pressures (a bad sign).
Question 8
Which strategic approach works best when price competition among rival sellers is vigorous, the market is large, and there are few ways to achieve product differentiation?
Multiple Choice
low-cost provider strategy
best-cost provider strategy
focused differentiation strategy
focused low-cost strategy
broad differentiation strategy
Question 9
A differentiation strategy works best under what market circumstance?
Multiple Choice
when buyers incur low costs in switching to rival brands
when most competitors are resorting to clever advertising to try to set their product offerings apart
when new and improved products are introduced frequently
when there are many ways to differentiate the products or services that have value to buyers
when buyers have a low degree of bargaining power and purchase the product frequently
Question 10
Which of the following strategic approaches becomes most appealing when a market is not important to industry leaders?
Multiple Choice
a broad differentiation strategy
a best-cost provider strategy
a low-cost provider strategy
an offensive strategy
a focused strategy
When a strong competitor concludes an industry is becoming less attractive, it may
Multiple Choice
see its best option as finding a buyer, perhaps a rival, to acquire its business.
invest aggressively to capture the opportunities it sees.
look into acquiring weaker rivals.
improve its long-term competitive position in the business.
elect to simply protect its present position, investing cautiously if at all and looking for opportunities in other industries.
Question 2
Rivalry among competing sellers increase when
Multiple Choice
the firms in the industry have low storage costs.
the rivals face low exit barriers.
the firms in the industry have low fixed costs.
buyer costs to switch brands are high.
buyer demand is growing slowly or declining.
Question 3
An analysis of driving forces does not normally involve
Multiple Choice
evaluating increasing efforts on the part of industry members to collaborate closely with their suppliers.
assessing technological change and manufacturing process innovation.
understanding diffusion of technical know-how across more companies and more countries.
monitoring changing societal concerns, attitudes, and lifestyles.
observing the entry or exit of major firms.
Question 4
The key success factors in an industry
Multiple Choice
are the major underlying causes of change in industry and competitive conditions affecting the company directly.
are those competitive factors that most affect industry members' ability to prosper in the marketplace.
hinge on how many different strategic groups the industry has.
are determined by the industry's driving forces.
depend on how many rivals are trying to move from one strategic group to another.
Question 5
Angie, CEO of a local alternative energy company that provides power for residential and commercial customers in your community, is engaged in the process of developing a list of questions to evaluate her company's internal situation. Which question would Angie NOT raise to complete the task of her company's resources and competitive position?
Multiple Choice
How do our value chain activities impact our company's cost structure and customer value proposition?
Which are our least and most profitable geographic market segments?
How well is our present strategy working?
Is our company competitively stronger or weaker than key rivals?
What strategic issues and problems merit front-burner managerial attention?
Question 6
If you were tasked with identifying the strategic issues and problems that merit front-burner managerial attention at SunPower, you would most likely BEGIN by
Multiple Choice
drawing upon the results and conclusions from analyzing SunPower's external environment.
drawing upon the results and conclusions from evaluating SunPower's own resources and competitive position.
drawing up a strategic group map and placing Sun Power in the correct position on the map.
drawing up the results and conclusions from a VRIN analysis of SunPower's tangible and intangible resources and capabilities.
drawing up a "worry list" of issues and problems that SunPower management need to address to improve the company's position and prospects.
Question 7
Two of the three best indicators as to how well a company's strategy is working are
Multiple Choice
(1) whether customer and employee satisfaction is high, and (2) whether it has more core competencies than close rivals.
(1) whether the company has more competitive assets than it does competitive liabilities and (2) whether its strategy is built around at least two of the industry's key success factors.
(1) whether the company is achieving its stated financial and strategic objectives, and (2) whether customer and employee satisfaction is high.
(1) whether the company is achieving its stated financial and strategic objectives, and (2) whether it is gaining customers and increasing its market share.
(1) if it is subject to weaker competitive forces and pressures than close rivals (a good sign), or (2) if it is disadvantaged by stronger competitive forces and pressures (a bad sign).
Question 8
Which strategic approach works best when price competition among rival sellers is vigorous, the market is large, and there are few ways to achieve product differentiation?
Multiple Choice
low-cost provider strategy
best-cost provider strategy
focused differentiation strategy
focused low-cost strategy
broad differentiation strategy
Question 9
A differentiation strategy works best under what market circumstance?
Multiple Choice
when buyers incur low costs in switching to rival brands
when most competitors are resorting to clever advertising to try to set their product offerings apart
when new and improved products are introduced frequently
when there are many ways to differentiate the products or services that have value to buyers
when buyers have a low degree of bargaining power and purchase the product frequently
Question 10
Which of the following strategic approaches becomes most appealing when a market is not important to industry leaders?
Multiple Choice
a broad differentiation strategy
a best-cost provider strategy
a low-cost provider strategy
an offensive strategy
a focused strategy
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