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Presentation/PPT
27/08/2022
2. Which of the following most accurately reflect a company’s resource strengths? (Points : 1) Its competitive assets; its core competencies; its competitive capabilities; and its valuable intangible assetsThe sizes of its unit sales, revenues, and market share vis-à-vis those of key rivalsThe sizes of its profit margins and return on investment vis-à-vis those of key rivalsWhether it has more primary activities in its value chain than close rivals and a better overall value chain than these rivalsWhether it has a more profitable business model than close rivals3. Which of the following is not one of the five typical sources of competitive pressures? (Points : 1) The power and influence of industry driving forcesThe bargaining power of suppliers and seller-supplier collaborationThe threat of new entrants into the marketThe attempts of companies in other industries to win customers over to their own substitute productsThe market maneuvering and jockeying for buyer patronage that goes on among rival sellers in the industry4. Which of the following is generally not considered as a barrier to entry? (Points : 1) Rapid market growthSizable capital requirements and an array of regulatory requirementsStrong buyer loyalty to existing brandsSizable economies of scale in productionDifficulties in gaining access to distribution and securing adequate space of retailers’ shelves5. A strategic group consists of those firms in an industry that (Points : 1) are subject to the same driving forces.are placing about the same emphasis on each distribution channel.use the same key success factors to differentiate their products.employ similar competitive approaches and occupy similar positions in the market.have similar size market shares.6. Which one of the following is not a common type of driving force? (Points : 1) Entry or exit of major firmsChanging societal concerns, attitudes, and lifestylesDiffusion of technical know-how across more companies and more countriesIncreasing efforts on the part of industry members to collaborate closely with their suppliersTechnological change and manufacturing process innovation7. The most powerful of the five competitive forces is usually (Points : 1) the competitive pressures that stem from the ready availability of attractively-priced substitute products.the competitive pressures associated with rivalry among competing sellers in the industry for buyer patronage.the benefits that emerge from close collaboration with suppliers and the competitive pressures that such collaboration creates.the competitive pressures associated with the potential entry of new competitors.the bargaining power and leverage that large customers are able to exercise.8. Having good competitive intelligence about rivals’ strategies, latest actions and announcements, resource strengths and weaknesses, and moves to improve their situation is important because (Points : 1) it identifies who the industry’s current market share leaders are.it helps a company to anticipate what moves rivals are likely to make next and to craft its own strategic moves.good scouting reports help identify which rival is in which strategic group.it enables company managers to determine which rival has the worst strategy and how to avoid making the same strategy mistakes.it enables more accurate predictions about how long it will take a particular rival to copy most of what the strategy leader is doing.9. Which one of the following increases the competitive pressures associated with the threat of entry? (Points : 1) When incumbent firms are likely to launch competitive initiatives to strongly contest the entry of newcomersWhen buyers have a high degree of loyalty to the brands and product offerings of existing industry membersWhen buyer demand for the product is growing fairly slowlyWhen few outsiders have the expertise and resources to hurdle whatever entry barriers existWhen newcomers can expect to earn attractive profits10. The external market opportunities which are most relevant to a company are the ones that (Points : 1) increase market share.reinforce its overall business strategy.match up well with the firm’s financial resources and competitive capabilities, offer the best growth and profitability, and present the most potential for competitive advantage.correct its internal weaknesses and resource deficiencies.help defend against the external threats to its well-being.
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