Which one is wrong?

Which one is wrong?

1. Activity-based costing involves determining which value chain activities represent variable costs and which represent fixed costs. is a tool for identifying the activities that cause a companys product to be strongly differentiated from the products of rivals. is far superior to SWOT analysis for analyzing a firms internal situation. involves developing a worry list of problems and issues for managerial strategy making. is an accounting system that assigns a companys expenses to whichever activity in a companys value chain is responsible for creating the cost.

2. SWOT analysis is a tool for benchmarking whether a firms strategy is closely matched to industry key success factors. is a competitive intelligence tool that discloses rivals key weaknesses. examines the companys cost position activity by activity. is a simple but powerful tool for sizing up a companys internal strengths and competitive deficiencies, its market opportunities, and the external threats to its future well-being. reveals whether a company is competitively stronger than its closest rivals.

3. Which of the following is not a good example of a companys resources?

having more intellectual capital and better e-commerce capabilities than key rivals having fruitful partnerships or alliances with suppliers that reduce costs and/or enhance product quality and performance having a well-known brand name and enjoying the confidence of customers having higher earnings per share and a higher stock price than key rivals having a lower-cost value chain than key rivals

4. When Amazons managers engage in the process of developing a list of questions to evaluate their companys internal situation, which question does not address the task of evaluating Amazons resources and competitive position? Multiple Choice How do Amazons value chain activities impact its cost structure and customer value proposition? How well is Amazons present strategy working? What strategic issues and problems merit front-burner managerial attention at Amazon? Which are Amazons least and most profitable geographic market segments? Are Amazons sales and earnings increasing or decreasing?

5. Options for attacking the high costs of items purchased from suppliers do not include Multiple Choice switching to lower-priced substitute inputs. collaborating closely with suppliers to identify mutual cost-saving opportunities. pressuring suppliers for more favorable prices. raising prices to customers (in order to cover the high costs). integrating backward into the business of high-cost suppliers and making the item in-house so as to better control the cost.

6. Choose the analytical tool that does not evaluate how well Netflixs strategy and competitive approach are currently working.

value chain analysis competitive strength assessment Porters three tests for evaluating diversification outside the core business resource and capability analysis benchmarking

7. Which of the following is generally not considered to be a market opportunity for a company? increased trade barriers in attractive foreign markets sharply rising buyer demand for the industry's product expanding into areas that are most suited to the companys collection of capabilities and resource strengths expanding the company's product line to meet a broader range of customer needs expanding into new geographic markets

8. Identifying the strategic issues a company faces and compiling a worry list of problems and roadblocks is an important component of company situation analysis because without a precise fix on what problems/roadblocks a company confronts, managers are less clear about what value chain activities to benchmark. the worry list sets the management agenda for taking actions to improve the companys performance and business outlook. the worry list helps company managers clarify their thinking about how best to modify the companys value chain. these issues and obstacles must be cleared before management can focus clearly on what is the best strategy for the company to pursue. without a precise fix on what problems/issues a company confronts, managers cannot know what the industrys key success factors are.

9. Nestls brand management capabilities for its 2.000+ food, beverage, and pet care brands. are intangible resources only, because they consist of patents, copyrights, and technological processes. are categorized as its tangible resources and/or intangible resources. are representative of physical resources only. are known as productive inputs or competitive assets, except human assets and intellectual capital, which are considered capabilities or competencies. are part of an inventory or collection of the firms strengths, weaknesses, opportunities, and threats.

10. Examples of a potential resources weakness or competitive deficiency for a company DO NOT include? a. too narrow a product line relative to rivals b. lack of a strong brand image and reputation (as compared to rivals) c. less productive R&D efforts than RIVALS d. higher overall unit costs relative to rivals e. having a single, unified functional strategy instead of several distinct functional strategies

11. External threats may pose various degrees of adversely upon the company and can surface from many sources and examples, except for? a. the advent of cheaper or better technologies b. rising prices on key inputs (such as energy costs) c. higher overall unit costs relative to those of key competitors d. the entry of lower-cost foreign competitors and restrictive foreign trade policies e. new burdensome regulations

12. Sizing up a companys overall resource strengths and weaknesses a. essentially involves constructing a strategic balance sheet on which the companys resource strengths represent competitive assets and its resource weaknesses represent competitive liabilities. b. is the same process as benchmarking. c. is called company resource mapping. d. is called competitive strength assessment. e. is focused on making lists of a companys resource strengths and weaknesses.

13. Which of the following is not accurate as concerns the task of identifying the strategic issues and problems that merit front-burner managerial attention? a. Drawing on the results and conclusions from evaluating the companys own resources and competitive position. b. Identifying the strategic issues and problems that the company faces is the first thing that company managers need to do before starting to analyze the companys internal and external environment. c. Drawing upon the results and conclusions from analyzing the companys external environment. d. Developing a list of what issues and problems that management needs to address (and to resolve) should always precede deciding upon a strategy and what actions to take to improve the companys position and prospects. e. Developing a worry list of problems and issues for managerial strategy making.

14. When Amazons managers engage in the process of developing a list of questions to evaluate their companys internal situation, which question does not address the task of evaluating Amazons resources and competitive position? a. What strategic issues and problems merit front-burner managerial attention at Amazon? b. Which are Amazons least and most profitable geographic market segments? c. How do Amazons value chain activities impact its cost structure and customer value proposition? d. How well is Amazons present strategy working? e. Are Amazons sales and earnings increasing or decreasing?

15. In making an overall assessment of a company's competitive strength, the answer to which questions are of particular interest? a. (1) Is the company's resource strength sufficient to allow it to earn bigger profits than rivals, and (2) Are market opportunities unique, rare, long-lasting, and not able to be copied by rivals? b. (1) How does the company rank relative to competitors on each important market success factor, and (2) Is the company's resource strength sufficient to allow it to earn bigger profits than rivals? c. (1) Is the company's resource strength sufficient to allow it to earn bigger profits than rivals, and (2) Are market opportunities unique, rare, long-lasting, and not able to be copied by rivals? d. (1) How does the company rank relative to the competitors on each important market success factor, and (2) Does the company have a net competitive advantage or disadvantage versus major competitors? e. (1) Does the company have a gross competitive advantage or disadvantage versus major competitors, and (2) Does the company do a first-rate job of managing its value chain activities relative to its competitors?

16. Which of the following statements about market opportunity is correct?

a. A distinctive competence is market opportunity that a company has developed with superior proficiencya capability, in other words. b. Market opportunity is a big factor in shaping a companys strategy. c. Depending on the prevailing circumstances, a companys opportunities can be plentiful or scarce and can range from wildly attractive to unsuitable. d. A distinctive competence is a big factor in evaluating the attractiveness of a companys market opportunities because managers have to guard against viewing every industry opportunity as a suitable opportunity. e. In evaluating the attractiveness of a companys market opportunities, managers have to guard against viewing every industry opportunity as a suitable opportunity.

17. What are two of the three best indicators as to how well a companys strategy is working?

a. (1) if it is subject to weaker competitive forces and pressures than close rivals (a good sign), or (2) it is disadvantaged by stronger competitive forces and pressures (a bad sign). b. (1) whether the company is achieving its stated financial and strategic objectives, and (2) whether it is gaining customers and increasing its market share. c. (1) whether the company is achieving its stated financial and strategic objectives, and (2) whether customer and employee satisfaction is high. d. (1) whether customer and employee satisfaction is high, and (2) whether it has more core competencies than close rivals. e. (1) whether the company has more competitive assets than it does competitive liabilities and (2) whether its strategy is built around at least two of the industrys key success factors.

18. Resource and capability analysis is a powerful tool for

a. justifying the expenditures on state-of-the-art manufacturing plants and equipment, efficient distribution facilities, attractive real estate locations, or ownership of valuable natural resource deposits. b. insulating a company against the combined impact of the industry's driving forces and industry key success factors. c. showing how much profit is earned on each dollar spent on R&D, as well as the number of competitive assets in comparison to the market leader. d. assessing the value of a companys primary competitor's core competencies and R&D investments. e. sizing up the company's competitive assets and determining whether they can provide the foundation necessary for competitive success in the marketplace.