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List of FAQsQ1The competitive pressures from substitute products tend to be weaker when…
Q2Which of the following are most unlikely to qualify as driving forces?
Q3Which of the following is not a major question to ask in assessing a company’s industry and competitive environment?
Q4Whether buyer bargaining power poses a strong or weak source of competitive pressure on industry members depends in part on…
Q5Which one of the following conditions acts to intensify the competitive pressures associated with the threat of entry?
Q6A 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…
Q7The bargaining leverage of suppliers is stronger when…
Q8Which one of the following conditions weakens the competitive pressures associated with the threat of entry?
Q9The key success factors in an industry…
Q10The managerial payoff from spending the time and effort to gather and digest competitive intelligence about rivals’ strategies and situations and gain some inkling of what moves they will be making comes from…
Q11Company’s broad “macro-environment” refers to…
Q12Which one of the following is not part of a company’s broad macro-environment?
Q13Which of the following is not a major question to ask in thinking strategically about industry and competitive conditions in a given industry?
Q14Thinking strategically about industry and competitive conditions in a given industry involves evaluating such considerations as…
Q15Which of the following is not a factor to consider in identifying an industry’s dominant economic features?
Q16Which of the following is not a relevant consideration in identifying an industry’s dominant economic features?
Q17The state of competition in an industry is a function of…
Q18The nature and strength of the competitive forces that prevail in an industry is generally a joint product of the…
Q19Which of the following is not one of the five typical sources of competitive pressures?
Q20Whether buyer bargaining power poses a strong or weak source of competitive pressure on industry members depends in part on…
Q21Competitive pressures stemming from buyer bargaining power tend to be weaker when…
Q22Which of the following conditions acts to weaken buyer bargaining power?
Q23Which of the following is not a factor that causes buyer bargaining power to be stronger?
Q24In which of the following circumstances are competitive pressures associated with the bargaining power of buyers not relatively strong?
Q25Which of the following factors is not a relevant consideration in judging whether buyer bargaining power is relatively strong or relatively weak?
Q26The competitive pressures from substitute products tend to be stronger when…
Q27Just how strong the competitive pressures are from substitute products depends on…
Q28Which of the following is not a good example of a substitute product that triggers stronger competitive pressures?
Q29In which of the following instances are industry members not subject to stronger competitive pressures from substitute products?
Q30Whether supplier-seller relationships in an industry represent a strong or weak source of competitive pressure is a function of…
Q31The bargaining leverage of suppliers is greater when…
Q32In which one of the following instances is supplier bargaining power and leverage not weakened?
Q33Which one of the following is not a factor that affects the strength of supplier bargaining power?
Q34Which one of the following is not a reason industry members are often motivated to enter into collaborative partnerships with key suppliers?
Q35Which one of the following does not intensify the competitive pressures associated with the threat of entry?
Q36Which one of the following increases the competitive pressures associated with the threat of entry?
Q37The competitive threat that outsiders will enter a market is weaker when…
Q38Which of the following is generally not considered as a barrier to entry?
Q39The best test of whether potential entry is a strong or weak competitive force is…
Q40The most powerful of the five competitive forces is usually…
Q41Factors that cause the rivalry among competing sellers to be weak include…
Q42Which one of the following does not cause the rivalry among competing sellers to be weak?
Q43The rivalry among competing sellers tends to be less intense when…
Q44Rivalry among competing sellers is generally more intense when…
Q45The rivalry among competing firms tends to be more intense when…
Q46A 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…
Q47A competitive environment where there is strong rivalry among sellers, low entry barriers, strong competition from substitute products, and considerable bargaining leverage on the part of both suppliers and customers…
Q48As a rule, the stronger the collective impact of competitive pressures associated with the five competitive forces, …
Q49The “driving forces” in an industry…
Q50Industry conditions change…
Q51The steps involved in driving forces analysis are…
Q52Driving forces analysis…
Q53Which of the following is not generally a “driving force” capable of producing fundamental changes in industry and competitive conditions?
Q54Which of the following are most unlikely to qualify as driving forces?
Q55Which of the following do not qualify as potential driving forces capable of inducing fundamental changes in industry and competitive conditions?
Q56Which one of the following is not a common type of driving force?
Q57An industry’s driving forces…
Q58A strategic group…
Q59A strategic group consists of those firms in an industry that…
Q60Which of the following is not an appropriate guideline for developing a strategic group map for a given industry?
Q61Not all positions on a strategic group map are equally attractive because…
Q62The payoff of good scouting reports on rivals is improved ability to…
Q63Having good competitive intelligence about rivals’ strategies, latest actions and announcements, resource strengths and weaknesses, and moves to improve their situation is important because…
Q64In seeking to predict the next moves of close or key rivals, it is useful to consider such questions as:
Q65The key success factors in an industry…
Q66An industry’s key success factors…
Q67In identifying an industry’s key success factors, strategists should…
Q68Which of the following is not a good example of a marketing-related key success factor?
Q69Which of the following is a good example of a manufacturing-related key success factor?
Q70Which of the following factors should a company consider when determining if an industry offers good prospects for attractive profits?
Q71Evaluating whether an industry presents a sufficiently attractive business opportunity usually does not involve a consideration of which of the following factors?
Q72The three parts of the external environment which affect a firm’s strategic actions are
Q73The ____ environment is composed of dimensions in the broader society that can influence an industry and the firms within it.
Q74The environmental segments that comprise the general environment typically will NOT include
Q75Which of the following is NOT an activity used in the external environmental analysis process?
Q76Environmental scanning would be most important for which of the following organizations?
Q77When analysts develop feasible projections of future events and how quickly they will occur based on observed changes and trends, they are engaged in
Q78A general environmental analysis can be expected to produce all of the following except…
Q79In analyzing the demographic segment of the general environment, one typically examines all of the following factors except…
Q80Analyzing income distribution would include all of the following except…
Q81Demographic changes include variations in income distribution. Which of the following statements is true?
Q82An analysis of the economic segment of the external environment would include all of the following except…
Q83Characteristics of the current economic segment include all of the following except…
Q84The economic environment refers to…
Q85The political/legal segment of an environment represents…
Q86All of the following are aspects of the political/legal segment of the general environment except…
Q87An analysis of society’s attitudes and values would be conducted when studying the ____ segment of the general environment.
Q88The technological segment of environmental analysis includes…
Q89Understanding how new knowledge can develop new products, processes, or materials is a result of analyzing the ____ segment of the general environment.
Q90The next critical technological opportunity for organizations is predicted to be…
Q91Because of threats and risks in the global environment, some firms choose to take a more cautious approach by…
Q92Global warming and energy consumption trends are aspects of the ____ segment of the general environment that firms should monitor.
Q93An industry is defined as…
Q94The likelihood of entry of new competitors is affected by ____ and ____.
Q95Which of the following is NOT an entry barrier to an industry?
Q96New entrants to an industry are more likely when…
Q97Economies of scale refer to the fact that as the…
Q98Product differentiation refers to the…
Q99Switching costs refer to the…
Q100Customer loyalty programs such as airline frequent flyer miles are an attempt to…
Which one of the following increases the competitive pressures associated with the threat of entry?Which one of the following increases the competitive pressures associated with the threat of entry? When newcomers can expect to earn attractive profits.
Which of the following are factors that tend to result in weak rivalry among competing sellers?Factors that tend to result in weak rivalry among competing sellers include: B) rapid growth in buyer demand, high buyer costs to switch brands, and more strongly differentiated products.
Which of the following is generally considered as a barrier to entry?Common barriers to entry include special tax benefits to existing firms, patent protections, strong brand identity, customer loyalty, and high customer switching costs. Other barriers include the need for new companies to obtain licenses or regulatory clearance before operation.
Which of the following conditions would generally raise the barrier to entering an industry?Which of the following conditions generally raise the barriers to entering an industry? key patents and/or possess significant proprietary technology not readily available to a newcomer.
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