Globus Final Exam | Latest Questions with
100% Correct Answers
The "driving forces" in an industry✔️✔️are major underlying causes of changing
industry and competitive conditions and have the biggest influence on how the
industry landscape will be altered
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✔️✔️is conducive
to industry members earning attractive profits
A company's macro-environment concerns✔️✔️political factors, economic
conditions, sociocultural forces, technological factors, environmental forces, legal
/regulatory factors and, closer to home, the immediate industry and competitive
arena in which the company operates-- as shown in Figure 3.2
Based on Figure 3.4, which of the following is not a typical competitive weapon
that a company can use to battle rivals and attract buyers?✔️✔️Charging whatever
price the industry leader is charging
An industry's key success factors✔️✔️are the particular strategy elements, product
attributes, resource strengths, competitive capabilities, and market achievements
that spell the difference between being a strong competitor and a weak
competitor -- and sometimes between profit and loss
Whether supplier bargaining power represents a strong or weak source of
competitive pressure is affected by✔️✔️whether the item supplied is a standard
item (or commodity) or, instead, whether certain suppliers provide a
,differentiated input that enhances the performance or quality of the industry's
product
In mapping the positions of strategic groups in an industry✔️✔️the best two
variables to use as axes are those where there are big differences in the
competitive characteristics that differentiate firms in the industry-- when rivals
differ on both variables, the locations of the rivals will be scattered, thus showing
how they are positioned differently
Evaluating whether the outlook for an industry presents a company with good
prospects for attractive profitability and growth usually does not involve a
consideration of which of the following factors✔️✔️whether the products of
industry members are strongly or weakly differentiated and what percentage of
the companies in the industry have lost money in one or more of the past five
years
Just how strong the competitive pressures are from substitute products depends
in part on whether✔️✔️the readily available substitute products have comparable
or better performance features and are attractively priced
The strongest of the competitive forces in the five-forces model of competition is
usually✔️✔️the competitive pressures associated with the market maneuvering
and jockeying for buyer patronage among rival sellers in the industry
Which of the following is not generally a "driving force" capable of producing
fundamental changes in industry and competitive conditions✔️✔️shifts upward or
downward in the interest rates, the inflation rate, and the unemployment rate
,Which of the following is not a factor that causes buyer bargaining power to be
stronger✔️✔️The supply side of the marketplace is composed of a few large sellers
and the demand side of the marketplace consists of numerous buyers that
purchase in fairly small quantities
According to Figure 4.5, a company can translate its performance of value chain
activities into competitive advantage by striving to✔️✔️beat rivals by performing
certain differentiation-enhancing value chain activities more proficiently (thus
creating a differentiation-based competitive advantage keyed to delivering what
customers perceive as a superior product offering) or beat rivals by performing
value chain activities more cheaply (thus achieving a cost based competitive
advantage
Which of the following is not one of the objectives of benchmarking?✔️✔️To learn
which company in an industry is using the greatest number of best practices in
performing its value chain activities and thus very likely has the industry's lowest
cost value chain
In Table 4.2, which one of the following is not an example of a potential market
opportunity that company may have?✔️✔️Launching initiatives to try to block the
entry (or likely entry) of new competitors (especially lower-cost foreign firms) into
those geographic markets where the company earns big profits or has a big
market share
As shown in Figure 4.2, the three steps of SWOT analysis include✔️✔️(1) identifying
the company's internal strengths and weaknesses, its market opportunities, and
the external threats to its future well-being, (2) drawing conclusions from the
SWOT listings about the company's overall business situation, and (3) translating
these conclusions into strategic actions for improving the company's strategy and
business prospects
, Which one of the following is not something that can be learned from doing a
competitive strength assessment (as illustrated in Table 4.3 and explained in the
accompanying discussion)?✔️✔️Which of the rated competitors are employing
offensive strategies and which are employing defensive strategies
Once managers have identified the external threats to the company's well-being
and future prospects, they should✔️✔️evaluate what strategic actions can be taken
to neutralize or lessen the impact of these external threats
When a company performs a competitively important activity better than rivals, it
is said to have✔️✔️a distinctive competence in performing that activity
Which of the following is most likely to represent a competitively valuable
resource or capability?✔️✔️One or more core competencies in performing
competitively important value chain activities
SWOT analysis is a powerful tool for✔️✔️Sizing up a company's competitively
important strengths and weaknesses, its market opportunities, and the external
threats to its future well-being
Which of the following is not an option for lowering the costs of distribution-
related activities?✔️✔️Implementing an activity-based cost accounting system for
all distribution-related activities and ceasing to perform all those distribution-
related activities having unacceptably high costs
According to the illustration in Table 4.3 and the accompanying discussion, the
methodology for doing a weighted competitive strength assessment
100% Correct Answers
The "driving forces" in an industry✔️✔️are major underlying causes of changing
industry and competitive conditions and have the biggest influence on how the
industry landscape will be altered
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✔️✔️is conducive
to industry members earning attractive profits
A company's macro-environment concerns✔️✔️political factors, economic
conditions, sociocultural forces, technological factors, environmental forces, legal
/regulatory factors and, closer to home, the immediate industry and competitive
arena in which the company operates-- as shown in Figure 3.2
Based on Figure 3.4, which of the following is not a typical competitive weapon
that a company can use to battle rivals and attract buyers?✔️✔️Charging whatever
price the industry leader is charging
An industry's key success factors✔️✔️are the particular strategy elements, product
attributes, resource strengths, competitive capabilities, and market achievements
that spell the difference between being a strong competitor and a weak
competitor -- and sometimes between profit and loss
Whether supplier bargaining power represents a strong or weak source of
competitive pressure is affected by✔️✔️whether the item supplied is a standard
item (or commodity) or, instead, whether certain suppliers provide a
,differentiated input that enhances the performance or quality of the industry's
product
In mapping the positions of strategic groups in an industry✔️✔️the best two
variables to use as axes are those where there are big differences in the
competitive characteristics that differentiate firms in the industry-- when rivals
differ on both variables, the locations of the rivals will be scattered, thus showing
how they are positioned differently
Evaluating whether the outlook for an industry presents a company with good
prospects for attractive profitability and growth usually does not involve a
consideration of which of the following factors✔️✔️whether the products of
industry members are strongly or weakly differentiated and what percentage of
the companies in the industry have lost money in one or more of the past five
years
Just how strong the competitive pressures are from substitute products depends
in part on whether✔️✔️the readily available substitute products have comparable
or better performance features and are attractively priced
The strongest of the competitive forces in the five-forces model of competition is
usually✔️✔️the competitive pressures associated with the market maneuvering
and jockeying for buyer patronage among rival sellers in the industry
Which of the following is not generally a "driving force" capable of producing
fundamental changes in industry and competitive conditions✔️✔️shifts upward or
downward in the interest rates, the inflation rate, and the unemployment rate
,Which of the following is not a factor that causes buyer bargaining power to be
stronger✔️✔️The supply side of the marketplace is composed of a few large sellers
and the demand side of the marketplace consists of numerous buyers that
purchase in fairly small quantities
According to Figure 4.5, a company can translate its performance of value chain
activities into competitive advantage by striving to✔️✔️beat rivals by performing
certain differentiation-enhancing value chain activities more proficiently (thus
creating a differentiation-based competitive advantage keyed to delivering what
customers perceive as a superior product offering) or beat rivals by performing
value chain activities more cheaply (thus achieving a cost based competitive
advantage
Which of the following is not one of the objectives of benchmarking?✔️✔️To learn
which company in an industry is using the greatest number of best practices in
performing its value chain activities and thus very likely has the industry's lowest
cost value chain
In Table 4.2, which one of the following is not an example of a potential market
opportunity that company may have?✔️✔️Launching initiatives to try to block the
entry (or likely entry) of new competitors (especially lower-cost foreign firms) into
those geographic markets where the company earns big profits or has a big
market share
As shown in Figure 4.2, the three steps of SWOT analysis include✔️✔️(1) identifying
the company's internal strengths and weaknesses, its market opportunities, and
the external threats to its future well-being, (2) drawing conclusions from the
SWOT listings about the company's overall business situation, and (3) translating
these conclusions into strategic actions for improving the company's strategy and
business prospects
, Which one of the following is not something that can be learned from doing a
competitive strength assessment (as illustrated in Table 4.3 and explained in the
accompanying discussion)?✔️✔️Which of the rated competitors are employing
offensive strategies and which are employing defensive strategies
Once managers have identified the external threats to the company's well-being
and future prospects, they should✔️✔️evaluate what strategic actions can be taken
to neutralize or lessen the impact of these external threats
When a company performs a competitively important activity better than rivals, it
is said to have✔️✔️a distinctive competence in performing that activity
Which of the following is most likely to represent a competitively valuable
resource or capability?✔️✔️One or more core competencies in performing
competitively important value chain activities
SWOT analysis is a powerful tool for✔️✔️Sizing up a company's competitively
important strengths and weaknesses, its market opportunities, and the external
threats to its future well-being
Which of the following is not an option for lowering the costs of distribution-
related activities?✔️✔️Implementing an activity-based cost accounting system for
all distribution-related activities and ceasing to perform all those distribution-
related activities having unacceptably high costs
According to the illustration in Table 4.3 and the accompanying discussion, the
methodology for doing a weighted competitive strength assessment
