please answer the following questions:

41. Characteristics of the current economic segment include all. of the following EXCEPT a. general uncertainty. b. a clear understanding of future economic opportunities and threats. c. inability of economists to provide valid and reliable predictions. d. an expanding economy in Vietnam. 42. The economic environment refers to a. the nature and direction of the economy in which a firm competes or may compete. b. the economic outlook of the world provided by the World Bank. c. an analysis of how the environmental movement and world economy interact. d. an analysis of how new environmental regulations will affect the U.S. economy. 43. Which of the following would NOT be identified in an analysis of the economic portion of the general environment? a. The willingness of Chrysler's buyers to purchase large vehicles due to an increase in oil prices. b. The ability of Ford to issue new debt due to their recent financial performance. c. The ability of BMW's buyers to finance car purchases due to a change in interest rates. d. The willingness of GM buyers to purchase new vehicles due to the threat of recession. 44. The political/legal segment of an environment represents a. the political preferences of different ethnic groups in the society. b. the technological values of different political entities in society. c. how organizations and governments mutually try to influence each other. d. the system of regulations governments at all levels place on businesses. 45. All of the following are aspects of the politicallegal segment of the general emvironment EXCEPT a. antitrust laws. b. attitudes and values. c. taxation laws. d. industries chosen for deregulation. 46. An analysis of society's attitudes and values would be conducted when studying the segment of the general environment. a. sociocultural b. global c. demographic d economic 47. In a suburban community outside a city in Alabama, a retail store opened that specialized in dancewear for children and adults. It was moderately successful for five years until the local newspaper pablished an expos that scanty lingerie stocked in the back of the store's showroom was selling briskly to a certain clientele. Afterward, the store lost most of its customers and nearly closed. Which segment of the environment did the store owner fail to take into.ascount when she began selling the lingerie? a. the sociocultural segment b. the economic segment c. the demographic segment d. the politicallegal segment 48. The technological segment of environmental analysis includes a. institutions and activities involved with creating new knowledge and translating that knowledge into new outputs. b. the determination of when machinery will need to be replaced in agisen firm. c. the need for new technology for a firm to gain a competitive advantage. d. places where a firm's technology will allow that firm to dominate a given market. 49. Understanding how new knowledge can develop new products, processes, or materals is a result of analyzing the segment of the general environment. a. economic b. political/legal c. technological d. global 50. The next critical technological opportunity for organizations is predicted to be a. the Intemet. b. multiphasic interventions. c. biological engineering. d. wireless communications. 51. Which of the following would be an example of the application of next major technological opportunity for organizations? a. Boeing's Dreamliner. b. Toyota's hybrid vehicles. c. Philip Morris International's smokeless tobacco. d. Amazon's Kindle. 52. key to achieving competitiveness, earning above-average returns, and remaining ahead of competitors in the long run is to manage current core competencies a. in a way that uniquely bundies and leverages the firm's existing resources: b. while simultaneously developing new ones. c. and imitate the core competencies of successful competitors. d. in order to preserve and enhance them against the firm's competitors. fthe following is not a component of internal analysis leading to competitive advantage? a. Tangible and intangible resources. b. Analysis of supplier power. c. Capabilities. d. Core competencies. 54. Value consists of a. A product's proprietary characteristics and by its attributes for which customers are willing to pay. b. A product's performance characteristics and by its attributes for which customers are willing to pay. c. A product's proprietary characteristics and by its attributes for which customers consider paying for. d. A product's performance characteristics and by its attributes for which customers consider paying for 55. is are the source of a firm's __ which is/are the source of the firm's a. Resources, capabilities, core competencies b. Capabilities, resources, core competencies c. Capabilities, resources, above average returns d. Core competencies, resources, competitive advantage 56. is measured by a product's performance characteristics and its attributes for which customers are willing to pay. a. Competitive advantage b. Profit potential c. Contribution d. Value 57. By emphasizing core competencies when formulating strategies, companies learn to compete primanly po. the.basis. of a. intangible resources. b. their primary activities. c. firm-specific differences. d. efficiency of production. 58. of organizational decisions fail. a. Few b. About one-quarter c. About half d. Most 59. A differentiation strategy can be effective in controlling the power of substitutes in an industry because a customers have low switching costs: b. substitute products are lower quality. c. a differentiating firm can always lower prices. d customers develop brand loyalty. 60. The three conditions that characterize difficult managerial decisions concerning resources, capabilities, and core competencies are a. complexity, rarity, and human intellectual capital b. uncertainty, complexity, and intraorganizational conflicts c. imitability, complexity, and interorganizational conflicts d. imitability, comparability, and human intellectual capital 61. As discussed in the Chapter 3 Strategic Focus, CEOs of companies such as Viacom, the Oprah Winfrey Network, the Gap, and Cisco frequently had to make decisions ahnut and the success of those decisions affected the tenure of those CEOs. a. bow to please customers b. how to best rivals c. use of the firm's resources d. their method of compensation 62. The overall lesson from the Chapter 3 Strategic Focus about decision-making at several companies was the importance of a. CEO compensation. b. the effect of unattractive industries on firm performance. c. making decisions about use of the firm's resources under conditions of uncertainty. d. competing against innovative rivals. 63. A person who has made a successful decision when no obviously correct model or rule is avaitable or when relevant data are unreliable or incomplete has exercised a. foresight b. judgment. c. effective strategic thinking. d. decisiveness. 64. One reason executive judgment can be a particularly important source of competitive advantage is that judgment a. allows a firm to build a strong reputation. b. gains the loyalty of shareholders. c. increases human intellectual capacity. d. allows for superior bundling of resources. 65. Judgment is the capacity for making a successful decision when a. there are multiple decision criteria. b. no obviously correct model or rule is available. c. cognitive biases create barners to rationality. d. there are contradictions between the firm's vision and its implemented strategy. 66. The most numerous of the following organizational characteristics are a. resources. b. capacities. c. capabilities. d. core competencies. 67. Capabilities typically come from a. individual resources. b. one unique resource. c. several outstanding resources used independently. d. combining resources. 68. All. of the following are tangible resources EXCEPT a. production equipment. b. distribution centers. c. firm's reputation. d. formal reporting structures. 69. Tangible resources include a. assets that are people-dependent such as know-how: b. assets that can be observed and quantified. c. organizational culture. d a firm's reputation. 70. Complete the following about the difference between tangible and intangible resources. Tangible resources are constrained because they are to leverage. a. less, easier b. Iess easier c. more harder d. mnre harder 71. Compared to tangible resources, intangible resources are a. of less strategic value to the firm b. not the focus of strategic analysis. c. a superior source of capabilities. d. more likely to be reflected on the firm's balance sheet. 72. Compared to tangible resources, intangible resources are and a. less visible; more difficult to copy. b. less visible; less difficult to copy. c. more visible; more difficult to copy. d. more visible; less difficult to copy. 73. The critical executive skill of the current business age is the ability to a. manage technological innovation. b. manage human intellect. c. initiate change and overcome inertia. d. coordinate tangible and intangible resources. 74. Which of the following is NOT a reputational resource? a. Customer opinion that the firm's product are high quality. b. Employees viewing the firm as a terrible place to work c. Suppliers' opinion that the firm pays its bills in a timely manner. d. Customer opinion that using the firm's product makes them attractive. 75. An investor is considering buying a restaurant that has been in operation for a number of years. The restaurant has a highly reputed chef, and many long-term kitchen and wait staff who work together smoothly. It has a reputation for dishes of consistently high quality and an appealing dining atmosphere: a. The success of this restaurant is so heavily based on human resources that the business will likely be subject to inertia in the future. b. The investor will find that the restaurant's financial statements will undervalue the true value of its resources. c. The investor should be aware that intangible assets are difficult to leverage into additional business. d. The investor should search for a firm which has competitive advantages based on tangible resources. 76. Which of the following is a true statement about capabilities? a. Capabilities are often developed in specific functional areas such as manufacturing, R\&D. and marketing. b. Valuable capabilities are based almost entirely on tangible resources. c. Capabilities based on human capital are more vulnerable to obsolescence than other intangible capabilities because of the tendency for employee knowledge to become outdated. d. The link between firm financial performance and capabilities is dependent on whether the capabilities are based on tangible or intangible resources. 77. When firms lay off employees they are a. treating employees as an intangible resource. b. recognizing the reduced value of labor in the value chain. c. eroding the organization's knowledge resources. d. temporarily sacrificing a tangible asset that is easily replace. 78. Because the firm combines tangible and intangible resources to create capabilities, a. these capabilities are fragile and subject to sudden loss of value. b. they are often based on developing, carrying, and exchanging information and knowledge through the firm's human capital. c. they are easily transferred from one firm to another as employees change jobs. d. these types of capabilities are considered primary activities in the value chain. 79. can be viewed as the capacity to take action. a. Strategic assets b. Human capital c. Core competencies d. Functional capabilities 80. Business-level strategies detail commitments and actions taken to provide value to customers and gain competitive advantage by exploiting core competencies in a. the selection of industries in which the firm will compete. b. specific product markets. c. primary value chain activities. d. particular geographic locations