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  • Is highly profitable and boosts the company's market share
  • Results in a company becoming the dominant industry leader
  • Fits the company's internal and external situation, builds sustainable competitive advantage, and improves company performance
  • Can pass the ethical standards test, the strategic intent test, and the profitability test
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    Question 33

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

    1. The threat posed by potential new entrants
    2. The bargaining power and leverage that suppliers are able to exercise
    3. The competitive pressures that stem from the ready availability of attractively-priced substitute products
    4. The bargaining power and leverage that buyers are able to exercise
    5. None of the above is typically weakest

     

    Question 34

    The marketing emphasis of a company pursuing a focused low-cost-provider strategy is usually to

    1. Tout the company's lower prices
    2. Tout the lack of frills and extras
    3. Out-advertise rivals and make frequent use of discount coupons
    4. Communicate the attractive features of a budget-priced product offering that fits niche members' expectations
    5. Communicate the product's ability to serve the customer's every need

     

    Question 35

    Changing circumstances and ongoing managerial efforts to improve the strategy

    1. Account for why a company's strategy evolves over time
    2. Explain why a company's strategic vision undergoes almost constant change
    3. Make it very difficult for a company to have concrete strategic objectives
    4. Make it very hard to know what a company's strategy really is
    5. All of the above

     

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    Companies racing against rivals for global market leadership need strategic alliances and collaborative partnerships with companies in foreign countri...

    Question:

    Companies racing against rivals for global market leadership need strategic alliances and collaborative partnerships with companies in foreign countries in order to

    1. Combat the bargaining power of foreign suppliers and help defend against the competitive threat of substitute products produced by foreign rivals
    2. Help raise needed financial capital from foreign banks and use the brand names of their partners to make sales to foreign buyers
    3. Get into critical country markets quickly and accelerate the process of building a potent global presence, gain inside knowledge about unfamiliar markets and cultures, and access valuable skills and competencies that are concentrated in particular geographic locations
    4. Help wage price wars against foreign competitors
    5. Exercise better control over efforts to revamp the global industry value chain

     

    Question 32

    A winning strategy is one that

    1. Builds "strategic fit," is socially responsible, and maximizes shareholder wealth
    2. Is highly profitable and boosts the company's market share
    3. Results in a company becoming the dominant industry leader
    4. Fits the company's internal and external situation, builds sustainable competitive advantage, and improves company performance
    5. Can pass the ethical standards test, the strategic intent test, and the profitability test

     

    Question 33

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

    1. The threat posed by potential new entrants
    2. The bargaining power and leverage that suppliers are able to exercise
    3. The competitive pressures that stem from the ready availability of attractively-priced substitute products
    4. The bargaining power and leverage that buyers are able to exercise
    5. None of the above is typically weakest

     

    Question 34

    The marketing emphasis of a company pursuing a focused low-cost-provider strategy is usually to

    1. Tout the company's lower prices
    2. Tout the lack of frills and extras
    3. Out-advertise rivals and make frequent use of discount coupons
    4. Communicate the attractive features of a budget-priced product offering that fits niche members' expectations
    5. Communicate the product's ability to serve the customer's every need

     

    Question 35

    Changing circumstances and ongoing managerial efforts to improve the strategy

    1. Account for why a company's strategy evolves over time
    2. Explain why a company's strategic vision undergoes almost constant change
    3. Make it very difficult for a company to have concrete strategic objectives
    4. Make it very hard to know what a company's strategy really is
    5. All of the above