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Final Capstone Exam Final Actual Exam Newest Actual Exam
With Complete Questions And Correct Detailed Answers
(Verified Answers) |Already Graded A+
Good Competitive Intelligence about rivals' strategies, their financial
performance, their competitive strengths and weaknesses, the
actions and plans they have announced and the thinking and
leadership styles of their executives is valuable because... -
ANSWERS--It enables a company to predict or anticipate what
important actions rivals are likely to take next to be ready with
defensive countermoves and to take rivals probable actions into
account in crafting its own best course of action
Determining whether an industry presents a company with good
prospects for attractive profitability and growth entails such
considerations as... - ANSWERS--The industry's growth potential, the
anticipated strength of competitive forces, whether industry
profitability is expected to be favorably or unfavorably affected by
the prevailing driving forces and the degrees of risk and uncertainty
in the industry's future.
Which of the following statements concerning the strength of
supplier bargaining power is false? - ANSWERS--Supplier bargaining
power is stronger when industry members are major customers and
,2|Page
continuing to secure their business is important to suppliers well-
being.
Which of the following is NOT an integral part of driving forces
analysis? - ANSWERS--Determining whether the driving forces are
acting to cause one or more industry rivals to shift to a different
strategic group.
A strategic group map displays... - ANSWERS--The different market or
competitive positions that rival firms occupy in an industry and helps
identify each rival's closest competitors.
The competitive pressures from substitute products tend to be
stronger when..... - ANSWERS--Substitutes are readily available and
attractively priced, and have comparable or better performance
features.
Which of the following conditions acts to diminish buyer bargaining
power? - ANSWERS--When there are big differences among the
features, performance, and quality of rival brands such that many
buyers come to prefer the brand most suitable to their preferences
and pocketbook.
Which of the following statements about the rivalry among
competing sellers is true? - ANSWERS--Rivalry increases as the
products of rival sellers become less differentiated and weakens as
the products of industry rivals become more strongly differentiated.
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An Industry's key success factors... - ANSWERS--are those
competitive factors that most affect industry members' ability to
prosper in the marketplace-the particular strategy elements, product
attributes, important resources and competitive capabilities, an
market achievements that spell the difference between being a
strong competitor and a weak competitor.
Which one of the following does NOT represent market
circumstances that make a focused low-cost or focused
differentiation strategy attractive? - ANSWERS--When buyers are not
strongly brand loyal buyer needs and uses of the industry's
product/service are diverse and change occurs at a slow pace.
Broad differentiation strategies generally work best in market
circumstances where... - ANSWERS--Few rival firms are following a
similar differentiation approach.
To profitably employ a best-cost provider strategy, a company
must.... - ANSWERS--have the capability to incorporate upscale
attributes (appealing features or functionality or quality, or satisfying
customer service) into its product offering at a lower cost than rivals,
putting the company in position to underprice rivals whose products
have similar upscale attributes and still earn attractive profits.
The pitfalls of a differentiation strategy do NOT include... -
ANSWERS--Failing to emphasize and aggressively pursue the use of
more value drivers than other rivals employing a broad
differentiation strategy.
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In which of the following instances is a low-cost provider strategy
least likely to be appealing and competitively powerful? - ANSWERS--
When most buyers use the product in different ways and buyers
incur high costs in switching their purchases from one seller to
another.
Best cost provider strategies are appealing in those market situations
where.... - ANSWERS--product differentiation is the norm and
attractively large numbers of buyers shopping for the best value for
the money can be induced to purchase midrange products rather
than the cheap basic products of low-cost producers or the
expensive products of top-of-the-line differentiators.
The two major avenues for achieving a cost advantage over rivals
include.... - ANSWERS--revamping the firm's value chain to eliminate
or bypass some cost producing activities and doing a better job than
rivals of performing value chain activities more cost effectively.
The evolving character of a company's strategy is a consequence
of..... - ANSWERS--abandoning the strategy elements that are no
longer working well, initiating some newly crafted strategy elements
to boost financial performance or pursue competitive advantage and
the ongoing need to make some strategy adjustments in response to
shifting market conditions and other unanticipated developments.
A company's strategy qualifies as "ethical".... - ANSWERS--if it does
not entail actions or behaviors that cross the moral line from "can
do" to "should not do" (because such actions are deceitful, unfair or
harmful to others, disreputable or unreasonably damaging to the
environment).
Final Capstone Exam Final Actual Exam Newest Actual Exam
With Complete Questions And Correct Detailed Answers
(Verified Answers) |Already Graded A+
Good Competitive Intelligence about rivals' strategies, their financial
performance, their competitive strengths and weaknesses, the
actions and plans they have announced and the thinking and
leadership styles of their executives is valuable because... -
ANSWERS--It enables a company to predict or anticipate what
important actions rivals are likely to take next to be ready with
defensive countermoves and to take rivals probable actions into
account in crafting its own best course of action
Determining whether an industry presents a company with good
prospects for attractive profitability and growth entails such
considerations as... - ANSWERS--The industry's growth potential, the
anticipated strength of competitive forces, whether industry
profitability is expected to be favorably or unfavorably affected by
the prevailing driving forces and the degrees of risk and uncertainty
in the industry's future.
Which of the following statements concerning the strength of
supplier bargaining power is false? - ANSWERS--Supplier bargaining
power is stronger when industry members are major customers and
,2|Page
continuing to secure their business is important to suppliers well-
being.
Which of the following is NOT an integral part of driving forces
analysis? - ANSWERS--Determining whether the driving forces are
acting to cause one or more industry rivals to shift to a different
strategic group.
A strategic group map displays... - ANSWERS--The different market or
competitive positions that rival firms occupy in an industry and helps
identify each rival's closest competitors.
The competitive pressures from substitute products tend to be
stronger when..... - ANSWERS--Substitutes are readily available and
attractively priced, and have comparable or better performance
features.
Which of the following conditions acts to diminish buyer bargaining
power? - ANSWERS--When there are big differences among the
features, performance, and quality of rival brands such that many
buyers come to prefer the brand most suitable to their preferences
and pocketbook.
Which of the following statements about the rivalry among
competing sellers is true? - ANSWERS--Rivalry increases as the
products of rival sellers become less differentiated and weakens as
the products of industry rivals become more strongly differentiated.
,3|Page
An Industry's key success factors... - ANSWERS--are those
competitive factors that most affect industry members' ability to
prosper in the marketplace-the particular strategy elements, product
attributes, important resources and competitive capabilities, an
market achievements that spell the difference between being a
strong competitor and a weak competitor.
Which one of the following does NOT represent market
circumstances that make a focused low-cost or focused
differentiation strategy attractive? - ANSWERS--When buyers are not
strongly brand loyal buyer needs and uses of the industry's
product/service are diverse and change occurs at a slow pace.
Broad differentiation strategies generally work best in market
circumstances where... - ANSWERS--Few rival firms are following a
similar differentiation approach.
To profitably employ a best-cost provider strategy, a company
must.... - ANSWERS--have the capability to incorporate upscale
attributes (appealing features or functionality or quality, or satisfying
customer service) into its product offering at a lower cost than rivals,
putting the company in position to underprice rivals whose products
have similar upscale attributes and still earn attractive profits.
The pitfalls of a differentiation strategy do NOT include... -
ANSWERS--Failing to emphasize and aggressively pursue the use of
more value drivers than other rivals employing a broad
differentiation strategy.
, 4|Page
In which of the following instances is a low-cost provider strategy
least likely to be appealing and competitively powerful? - ANSWERS--
When most buyers use the product in different ways and buyers
incur high costs in switching their purchases from one seller to
another.
Best cost provider strategies are appealing in those market situations
where.... - ANSWERS--product differentiation is the norm and
attractively large numbers of buyers shopping for the best value for
the money can be induced to purchase midrange products rather
than the cheap basic products of low-cost producers or the
expensive products of top-of-the-line differentiators.
The two major avenues for achieving a cost advantage over rivals
include.... - ANSWERS--revamping the firm's value chain to eliminate
or bypass some cost producing activities and doing a better job than
rivals of performing value chain activities more cost effectively.
The evolving character of a company's strategy is a consequence
of..... - ANSWERS--abandoning the strategy elements that are no
longer working well, initiating some newly crafted strategy elements
to boost financial performance or pursue competitive advantage and
the ongoing need to make some strategy adjustments in response to
shifting market conditions and other unanticipated developments.
A company's strategy qualifies as "ethical".... - ANSWERS--if it does
not entail actions or behaviors that cross the moral line from "can
do" to "should not do" (because such actions are deceitful, unfair or
harmful to others, disreputable or unreasonably damaging to the
environment).
