BSG FINAL EXAM-ACTUAL EXAM-LATEST UPDATE | COMPLETE QUESTIONS
WITH CORRECT DETAILED AND VERIFIED ANSWERS | RATED 100%
CORRECT!!ALREADY GRADED A+| GUARANTEED PASS!!
1. The two biggest factors that distinguish one competitive strategy from another boil down to -
(answers)Whether a company's market target is broad or narrow and whether the company is
pursuing a competitive advantage linked to low costs or differentiation
2. Which of the following is not one of the five generic competitive strategy options? -
(answers)A superior customer service strategy
The 5 generic ones are: best-cost provider, focused differentiation, low-cost provider, broad
differentiation
3. A low-cost provider's basis for competitive advantage is - (answers)Lower overall costs than
rivals—but not necessarily the absolutely lowest possible cost because a product offering that is
too frills-free can undermine its attractiveness to buyers despite being cheaper priced
4. 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/or performing value chain activities more cost-effective than rivals
5. Which of the following is NOT one of the keys to being a successful low-cost provider? -
(answers)Being greedy and trying to charge too high a price
6. The essence of a broad differentiation strategy is to - (answers)Offer unique product attributes
that a wide range of buyers find appealing and worth paying for
7. Which one of the following is not among the options or possibilities for managing value chain
activities in ways that create desirable differentiating attributes, thereby enhancing the value
delivered to customers and better differentiating the company's product/service offering from
rivals' offerings? - (answers)Striving to ensure a corporate diversity policy is introduced with
effective controls
Eliminate product features that might have market appeal, but excessively increase production
costs
,Shifting to the use of technologies and/or information systems that bypass the need to perform
certain value chain activities
8. Broad differentiation strategies tend to work best in market circumstances where -
(answers)There are many ways to differentiate the product or service that have value to buyers
9. What sets focused (or market niche) strategies apart from low-cost leadership and broad
differentiation strategies is - (answers)their concentrated attention on a narrow piece of the
overall market.
10. A company achieves best-cost provider status by - (answers)Using its resources and
capabilities to incorporate attractive upscale attributes at a lower cost than those rivals with
comparable upscale product offerings
11. The target market of a best-cost provider is - (answers)Value-conscious buyers
12. A company's menu of strategic choices to supplement its decision to employ one of the five
generic competitive strategies does NOT include - (answers)whether to employ a preemptive
strike type of green ocean strategy.
13. A blue ocean type of offensive strategy - (answers)Involves abandoning efforts to beat out
competitors in existing markets and, instead, inventing a new industry or distinctive market
segment that renders existing competitors largely irrelevant and allows a company to create and
capture altogether new demand
14. The purposes of defensive strategies include - (answers)Lower the risk of being attacked by
rivals, weaken the impact of any attack that occurs and influence challengers to aim their
offensive efforts at other rivals
15. One very important advantage of a product-information-only website strategy is -
(answers)Avoiding channel conflict
,16. The big risk of employing an outsourcing strategy is - (answers)Hollowing out a firm's own
capabilities and losing touch with activities and expertise that contribute fundamentally to the
firm's competitiveness and market success
17. The two best reasons for investing company resources in vertical integration (either forward
or backward) are to - (answers)Strength the company's competitive position and/or boost its
profitability
18. The strategic impetus for forward vertical integration is to - (answers)Gain better access to
end users and better market visibility
19. A strategic alliance - (answers)Is a collaborative arrangement where two or more companies
join forces to achieve mutually beneficial outcomes
20. Experience indicates that strategic alliances - (answers)are usually a company's best approach
to building a distinctive competence.
21. The difference between a merger and an acquisition is - (answers)a merger is the combining
of two or more companies into a single corporate entity, whereas an acquisition involves one
company (the acquirer) purchasing and absorbing the operations of another company (the
acquired).
22. Mergers and acquisitions are often driven by such strategic objectives as to - (answers)Gain
quick access to new technologies or other resources and competitive capabilities, to expand a
company geographic coverage, to create a more cost-efficient operation out of the combined
companies, to extend a company's business into new product categories
23. First-mover advantages are unlikely to be present in which one of the following instances? -
(answers)When rapid market evolution (due to fast-paced changes in technology or buyer
preferences) presents opportunities to leapfrog a first mover's products with more attractive next-
version products
, 24. Which of the following is not a typical reason why companies opt to sell their
products/services in some or many countries? - (answers)To strengthen the capability to employ
more effective offensive and defensive strategies
25. Which of the following is not a reason why crafting a strategy to compete in one or more
countries or regions of the world is inherently more complex? - (answers)Because similarities in
buyer tastes and preferences facilitate standardization of products and services
26. Which of the following statements falsely characterizes the strategic relevance of cross-
country differences in buyer tastes, market sizes, demographics, and growth potential? -
(answers)
27. Multicountry competition exists when - (answers)competition in one national market is not
closely connected to competition in another national market. There is no global or world market,
just a collection of self-contained country markets.
28. The distinguishing characteristics of global competition are a market situation where -
(answers)competitive conditions across national markets are linked strongly enough to form a
true international or world market and where leading competitors compete head to head in many
different countries
29. Which of the following is not one of the primary strategy options for establishing a
competitive presence in the markets of foreign countries? - (answers)Employing a multiple,
cross-country strategy that involves strategic alliances, joint ventures, and other cooperative
agreements with foreign companies
30. The advantages of using a licensing strategy to participate in foreign markets include -
(answers)Having franchisees bear most of the costs and risks of establishing foreign locations
and requiring the franchiser to extend only the resources to recruit, train, support, and monitor
foreign franchisees
31. Which one of the following is not a relevant consideration or alternative approach in deciding
what company strategy to employ when competing in foreign markets? - (answers)The three
competitive approaches are
WITH CORRECT DETAILED AND VERIFIED ANSWERS | RATED 100%
CORRECT!!ALREADY GRADED A+| GUARANTEED PASS!!
1. The two biggest factors that distinguish one competitive strategy from another boil down to -
(answers)Whether a company's market target is broad or narrow and whether the company is
pursuing a competitive advantage linked to low costs or differentiation
2. Which of the following is not one of the five generic competitive strategy options? -
(answers)A superior customer service strategy
The 5 generic ones are: best-cost provider, focused differentiation, low-cost provider, broad
differentiation
3. A low-cost provider's basis for competitive advantage is - (answers)Lower overall costs than
rivals—but not necessarily the absolutely lowest possible cost because a product offering that is
too frills-free can undermine its attractiveness to buyers despite being cheaper priced
4. 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/or performing value chain activities more cost-effective than rivals
5. Which of the following is NOT one of the keys to being a successful low-cost provider? -
(answers)Being greedy and trying to charge too high a price
6. The essence of a broad differentiation strategy is to - (answers)Offer unique product attributes
that a wide range of buyers find appealing and worth paying for
7. Which one of the following is not among the options or possibilities for managing value chain
activities in ways that create desirable differentiating attributes, thereby enhancing the value
delivered to customers and better differentiating the company's product/service offering from
rivals' offerings? - (answers)Striving to ensure a corporate diversity policy is introduced with
effective controls
Eliminate product features that might have market appeal, but excessively increase production
costs
,Shifting to the use of technologies and/or information systems that bypass the need to perform
certain value chain activities
8. Broad differentiation strategies tend to work best in market circumstances where -
(answers)There are many ways to differentiate the product or service that have value to buyers
9. What sets focused (or market niche) strategies apart from low-cost leadership and broad
differentiation strategies is - (answers)their concentrated attention on a narrow piece of the
overall market.
10. A company achieves best-cost provider status by - (answers)Using its resources and
capabilities to incorporate attractive upscale attributes at a lower cost than those rivals with
comparable upscale product offerings
11. The target market of a best-cost provider is - (answers)Value-conscious buyers
12. A company's menu of strategic choices to supplement its decision to employ one of the five
generic competitive strategies does NOT include - (answers)whether to employ a preemptive
strike type of green ocean strategy.
13. A blue ocean type of offensive strategy - (answers)Involves abandoning efforts to beat out
competitors in existing markets and, instead, inventing a new industry or distinctive market
segment that renders existing competitors largely irrelevant and allows a company to create and
capture altogether new demand
14. The purposes of defensive strategies include - (answers)Lower the risk of being attacked by
rivals, weaken the impact of any attack that occurs and influence challengers to aim their
offensive efforts at other rivals
15. One very important advantage of a product-information-only website strategy is -
(answers)Avoiding channel conflict
,16. The big risk of employing an outsourcing strategy is - (answers)Hollowing out a firm's own
capabilities and losing touch with activities and expertise that contribute fundamentally to the
firm's competitiveness and market success
17. The two best reasons for investing company resources in vertical integration (either forward
or backward) are to - (answers)Strength the company's competitive position and/or boost its
profitability
18. The strategic impetus for forward vertical integration is to - (answers)Gain better access to
end users and better market visibility
19. A strategic alliance - (answers)Is a collaborative arrangement where two or more companies
join forces to achieve mutually beneficial outcomes
20. Experience indicates that strategic alliances - (answers)are usually a company's best approach
to building a distinctive competence.
21. The difference between a merger and an acquisition is - (answers)a merger is the combining
of two or more companies into a single corporate entity, whereas an acquisition involves one
company (the acquirer) purchasing and absorbing the operations of another company (the
acquired).
22. Mergers and acquisitions are often driven by such strategic objectives as to - (answers)Gain
quick access to new technologies or other resources and competitive capabilities, to expand a
company geographic coverage, to create a more cost-efficient operation out of the combined
companies, to extend a company's business into new product categories
23. First-mover advantages are unlikely to be present in which one of the following instances? -
(answers)When rapid market evolution (due to fast-paced changes in technology or buyer
preferences) presents opportunities to leapfrog a first mover's products with more attractive next-
version products
, 24. Which of the following is not a typical reason why companies opt to sell their
products/services in some or many countries? - (answers)To strengthen the capability to employ
more effective offensive and defensive strategies
25. Which of the following is not a reason why crafting a strategy to compete in one or more
countries or regions of the world is inherently more complex? - (answers)Because similarities in
buyer tastes and preferences facilitate standardization of products and services
26. Which of the following statements falsely characterizes the strategic relevance of cross-
country differences in buyer tastes, market sizes, demographics, and growth potential? -
(answers)
27. Multicountry competition exists when - (answers)competition in one national market is not
closely connected to competition in another national market. There is no global or world market,
just a collection of self-contained country markets.
28. The distinguishing characteristics of global competition are a market situation where -
(answers)competitive conditions across national markets are linked strongly enough to form a
true international or world market and where leading competitors compete head to head in many
different countries
29. Which of the following is not one of the primary strategy options for establishing a
competitive presence in the markets of foreign countries? - (answers)Employing a multiple,
cross-country strategy that involves strategic alliances, joint ventures, and other cooperative
agreements with foreign companies
30. The advantages of using a licensing strategy to participate in foreign markets include -
(answers)Having franchisees bear most of the costs and risks of establishing foreign locations
and requiring the franchiser to extend only the resources to recruit, train, support, and monitor
foreign franchisees
31. Which one of the following is not a relevant consideration or alternative approach in deciding
what company strategy to employ when competing in foreign markets? - (answers)The three
competitive approaches are
