TESTgBANKgFORgSTRATEGICgMANAGEMENTgTEXTgANDgCASESg9THgEDITIONgDESS
TEST BANK g
TESTgBANKgFORgSTRATEGICgMANAGEMENTgTEXTgANDgCASESg9THgEDITIONgDESS
,TESTgBANKgFORgSTRATEGICgMANAGEMENTgTEXTgANDgCASESg9THgEDITIONgDESS
StrategicgManagement:gTextgandgCases,g9eg(Dess)
Chapterg2
AnalyzinggthegExternalgEnvironmentgofgthegFirm:gCreatinggCompetitiv
egAdvantages
1) Environmentalgscanninggandgcompetitorgintelligencegprovidegimportantginputsgforgforecastin
ggactivities.
2) Perceptualgacuity,gaccordinggtogRamgCharan,gisgthegabilitygtogknowgforgcertaingwhatgwillghappe
ngingthegfuture.
3) TedgTurnergsawgthegpotentialgofg24-
hourgnewsgbeforeganyonegelse.gThisgisgangexamplegofgperceptualgacuity.
4) Environmentalgmonitoringgdealsgwithgtrackinggchangesgingenvironmentalgtrendsgthatgaregofte
nguncoveredgduringgthegenvironmentalgscanninggprocess.
5) CompetitivegIntelligenceg(CI)gisgagtoolgthatgcangprovidegmanagementgwithgearlygwarningsgabo
utgbothgthreatsgandgopportunities.
6) Competitivegintelligenceggenerallygdoesgnotgbenefitgverygmuchgfromggatheringginformationgo
ngcompetitorsgfromgsourcesgingthegpublicgdomain.
7) Evengwithgallgthegadvancesgingrecentgyears,gforecastinggisgtypicallygconsideredgmoregofganga
rtgthangagsciencegandgitgisgofglittleguseginggeneratinggaccurategpredictions.
8) Scenarioganalysisgisgagsuperficialgapproachgtogforecastinggthatgseeksgtogexploregpossibl
egdevelopmentsgthatgmanygonlygbegconnectedgtogthegpast.
9) SWOTganalysisgisgusefulgingpartgbecausegitgobligesgthegfirmgtogactgproactivelygbygputtinggan
gemphasisgongidentifyinggopportunitiesgandgthreatsgthatgconstraingthegactiongchoicesgagfirmgmig
htgmakegbecausegofgitsginternalgandgexternalgenvironmentalgscan.
10) IngthegSWOTgframework,gthegStrengthsgandgWeaknessesgaregexternalgenvironmentalgfactorsgt
ogconsider.
11) IngthegSWOTgframework,gOpportunitiesgandgThreatsgaregenvironmentalgconditionsginternalgt
ogthegfirm.
12) Althoughgchangesgingtheggeneralgenvironmentgmaygoftengadverselygorgfavorablygimpactgagfir
m,gtheygseldomgaltergangentiregindustry.
13) AgmajorgsocioculturalgtrendgingthegUnitedgStatesgisgthegincreasedgnumbergofgwomengingtheg
workforcegthatghasgincreasedgthegneedgforgbusinessgclothinggbutgdecreasedgthegdemandgforgbakin
ggproductgstaples.
14) Technologicalginnovationsgcangcreategentirelygnewgindustriesgandgaltergthegboundariesgo
1
Copyrightg2019g©gMcGraw-
HillgEducation.gAllgrightsgreserved.gNogreproductiongorgdistributiongwithoutgthegpriorgwrittengconsentgofgMcGr
aw-HillgEducation.
,TESTgBANKgFORgSTRATEGICgMANAGEMENTgTEXTgANDgCASESg9THgEDITIONgDESS
fgindustries.
2
Copyrightg2019g©gMcGraw-
HillgEducation.gAllgrightsgreserved.gNogreproductiongorgdistributiongwithoutgthegpriorgwrittengconsentgofgMcGr
aw-HillgEducation.
, TESTgBANKgFORgSTRATEGICgMANAGEMENTgTEXTgANDgCASESg9THgEDITIONgDESS
15) ThegPortergfive-
forcesgmodelgisgdesignedgtoghelpgusgunderstandghowgsocialgattitudesgandgculturalgvaluesgim
pactgU.S.gbusinesses.
16) Thegfive-
forcesgmodelghelpsgtogdeterminegbothgthegnaturegofgcompetitiongingangindustrygandgthegprofitgpote
ntialgforgthegindustry.
17) Ingsomegindustries,glowgswitchinggcostsgcangactgasgangimportantgbarriergtogentry.
18) Ingmostgindustries,gnewgentrantsgwillgnotgbegagthreatgbecausegthegInternetglowersgentrygbarriers.
19) ThegInternetgandgdigitalgtechnologiesgsuppressgthegbargaininggpowergofgbuyersgbygprovidin
ggthemgwithgmoreginformationgtogmakegbuyinggdecisions.
20) Reintermediationgisgresponsiblegforgangoverallgreductiongingbusinessgopportunities.
21) Twogofgthegkeyginputsgtogdevelopinggforecastsgdiscussedgingthegtextgare
A) environmentalgscanninggandgstakeholdergidentification.
B) assessingginternalgstrengthsgandgenvironmentalgscanning.
C) environmentalgscanninggandgcompetitivegintelligence.
D) environmentalgscanninggandgagSWOTganalysis.
22) SalemigIndustriesglaunchedgCellgZonegunsuccessfullyging2005gbecausegitgdidgnotgunderstandgth
egmarketgdemandgforgitsgnewgproduct.gThisgisgangexamplegof
A) visiongstatementgevaluation.
B) assessingginternalgstrengths.
C) environmentalgscanning.
D) missiongstatementgevaluation.
23) Environmentalganalysisgrequiresgcontinualgquestioninggofgallgthesegassumptionsgexcept
A) agpriorigideasgaboutgthegstructuregofgthegrelevantgindustry.
B) continualgupdatinggofgenvironmentalgknowledge.
C) presuppositionsgaboutgwhogisgandgisgnotgagcompetitor.
D) biasesgaboutghowgtogmakegmoneygingthegindustry.
24) Firmsgthatgweregsuccessfulgingthegpastgcangfailgtodaygbecause
A) theygkeepgpacegwithgchangesgingthegnaturegofgcompetition.
B) thegcompanygstrategygisgoutdated.
C) theirgfinancialgsituationgisgresilient.
D) managementgmonitorsgthegrelevantgenvironmentalgfactorsgregularly.
3
Copyrightg2019g©gMcGraw-
HillgEducation.gAllgrightsgreserved.gNogreproductiongorgdistributiongwithoutgthegpriorgwrittengconsentgofgMcGr
aw-HillgEducation.
TEST BANK g
TESTgBANKgFORgSTRATEGICgMANAGEMENTgTEXTgANDgCASESg9THgEDITIONgDESS
,TESTgBANKgFORgSTRATEGICgMANAGEMENTgTEXTgANDgCASESg9THgEDITIONgDESS
StrategicgManagement:gTextgandgCases,g9eg(Dess)
Chapterg2
AnalyzinggthegExternalgEnvironmentgofgthegFirm:gCreatinggCompetitiv
egAdvantages
1) Environmentalgscanninggandgcompetitorgintelligencegprovidegimportantginputsgforgforecastin
ggactivities.
2) Perceptualgacuity,gaccordinggtogRamgCharan,gisgthegabilitygtogknowgforgcertaingwhatgwillghappe
ngingthegfuture.
3) TedgTurnergsawgthegpotentialgofg24-
hourgnewsgbeforeganyonegelse.gThisgisgangexamplegofgperceptualgacuity.
4) Environmentalgmonitoringgdealsgwithgtrackinggchangesgingenvironmentalgtrendsgthatgaregofte
nguncoveredgduringgthegenvironmentalgscanninggprocess.
5) CompetitivegIntelligenceg(CI)gisgagtoolgthatgcangprovidegmanagementgwithgearlygwarningsgabo
utgbothgthreatsgandgopportunities.
6) Competitivegintelligenceggenerallygdoesgnotgbenefitgverygmuchgfromggatheringginformationgo
ngcompetitorsgfromgsourcesgingthegpublicgdomain.
7) Evengwithgallgthegadvancesgingrecentgyears,gforecastinggisgtypicallygconsideredgmoregofganga
rtgthangagsciencegandgitgisgofglittleguseginggeneratinggaccurategpredictions.
8) Scenarioganalysisgisgagsuperficialgapproachgtogforecastinggthatgseeksgtogexploregpossibl
egdevelopmentsgthatgmanygonlygbegconnectedgtogthegpast.
9) SWOTganalysisgisgusefulgingpartgbecausegitgobligesgthegfirmgtogactgproactivelygbygputtinggan
gemphasisgongidentifyinggopportunitiesgandgthreatsgthatgconstraingthegactiongchoicesgagfirmgmig
htgmakegbecausegofgitsginternalgandgexternalgenvironmentalgscan.
10) IngthegSWOTgframework,gthegStrengthsgandgWeaknessesgaregexternalgenvironmentalgfactorsgt
ogconsider.
11) IngthegSWOTgframework,gOpportunitiesgandgThreatsgaregenvironmentalgconditionsginternalgt
ogthegfirm.
12) Althoughgchangesgingtheggeneralgenvironmentgmaygoftengadverselygorgfavorablygimpactgagfir
m,gtheygseldomgaltergangentiregindustry.
13) AgmajorgsocioculturalgtrendgingthegUnitedgStatesgisgthegincreasedgnumbergofgwomengingtheg
workforcegthatghasgincreasedgthegneedgforgbusinessgclothinggbutgdecreasedgthegdemandgforgbakin
ggproductgstaples.
14) Technologicalginnovationsgcangcreategentirelygnewgindustriesgandgaltergthegboundariesgo
1
Copyrightg2019g©gMcGraw-
HillgEducation.gAllgrightsgreserved.gNogreproductiongorgdistributiongwithoutgthegpriorgwrittengconsentgofgMcGr
aw-HillgEducation.
,TESTgBANKgFORgSTRATEGICgMANAGEMENTgTEXTgANDgCASESg9THgEDITIONgDESS
fgindustries.
2
Copyrightg2019g©gMcGraw-
HillgEducation.gAllgrightsgreserved.gNogreproductiongorgdistributiongwithoutgthegpriorgwrittengconsentgofgMcGr
aw-HillgEducation.
, TESTgBANKgFORgSTRATEGICgMANAGEMENTgTEXTgANDgCASESg9THgEDITIONgDESS
15) ThegPortergfive-
forcesgmodelgisgdesignedgtoghelpgusgunderstandghowgsocialgattitudesgandgculturalgvaluesgim
pactgU.S.gbusinesses.
16) Thegfive-
forcesgmodelghelpsgtogdeterminegbothgthegnaturegofgcompetitiongingangindustrygandgthegprofitgpote
ntialgforgthegindustry.
17) Ingsomegindustries,glowgswitchinggcostsgcangactgasgangimportantgbarriergtogentry.
18) Ingmostgindustries,gnewgentrantsgwillgnotgbegagthreatgbecausegthegInternetglowersgentrygbarriers.
19) ThegInternetgandgdigitalgtechnologiesgsuppressgthegbargaininggpowergofgbuyersgbygprovidin
ggthemgwithgmoreginformationgtogmakegbuyinggdecisions.
20) Reintermediationgisgresponsiblegforgangoverallgreductiongingbusinessgopportunities.
21) Twogofgthegkeyginputsgtogdevelopinggforecastsgdiscussedgingthegtextgare
A) environmentalgscanninggandgstakeholdergidentification.
B) assessingginternalgstrengthsgandgenvironmentalgscanning.
C) environmentalgscanninggandgcompetitivegintelligence.
D) environmentalgscanninggandgagSWOTganalysis.
22) SalemigIndustriesglaunchedgCellgZonegunsuccessfullyging2005gbecausegitgdidgnotgunderstandgth
egmarketgdemandgforgitsgnewgproduct.gThisgisgangexamplegof
A) visiongstatementgevaluation.
B) assessingginternalgstrengths.
C) environmentalgscanning.
D) missiongstatementgevaluation.
23) Environmentalganalysisgrequiresgcontinualgquestioninggofgallgthesegassumptionsgexcept
A) agpriorigideasgaboutgthegstructuregofgthegrelevantgindustry.
B) continualgupdatinggofgenvironmentalgknowledge.
C) presuppositionsgaboutgwhogisgandgisgnotgagcompetitor.
D) biasesgaboutghowgtogmakegmoneygingthegindustry.
24) Firmsgthatgweregsuccessfulgingthegpastgcangfailgtodaygbecause
A) theygkeepgpacegwithgchangesgingthegnaturegofgcompetition.
B) thegcompanygstrategygisgoutdated.
C) theirgfinancialgsituationgisgresilient.
D) managementgmonitorsgthegrelevantgenvironmentalgfactorsgregularly.
3
Copyrightg2019g©gMcGraw-
HillgEducation.gAllgrightsgreserved.gNogreproductiongorgdistributiongwithoutgthegpriorgwrittengconsentgofgMcGr
aw-HillgEducation.
