Industry driving forces and competitive pressures favor some companies or groups and hurt others and the profit potential of different strategic groups varies because of strengths and weaknesses in each strategic group's position.
  • Which of the following is NOT a factor to consider in identifying an industry's dominant economic features?
  • The steps involved in driving forces analysis are
  • A strategic group consists of those firms in an industry that
  • Not all positions on a strategic group map are equally attractive because
When one or more competitors become dissatisfied with their market position.
  • Which one of the following increases the competitive pressures associated with the threat of entry?
  • Which one of the following does NOT intensify the competitive pressures associated with the threat of entry?
  • Which one of the following does NOT cause the rivalry among competing sellers to be WEAK?
  • In which of the following instances is supplier bargaining power and leverage NOT weakened?
Ups and downs in the economy and in interests rates.
  • Which of the following is NOT an appropriate guideline for developing a strategic group map for a given industry?
  • Which of the following is NOT generally a "driving force" capable of producing fundamental changes in industry and competitive conditions?
  • Which of the following is NOT a relevant consideration in identifying an industry's dominant economic features?
  • Which of the following is NOT one of the five typical sources of competitive pressures?
Rapid growth in buyer demand and high buyer switching costs.
  • Factors that cause the rivalry among competing sellers to be WEAK include
  • Which of the following is NOT generally a "driving force" capable of producing fundamental changes in industry and competitive conditions?
  • Which of the following is NOT one of the five typical sources of competitive pressures?
  • The best test of whether potential entry is a strong or weak competitive force is
Predict what strategic moves rivals are likely to make next, thereby allowing a company to prepare defensive countermoves and develop strategies to exploit rivals' missteps.
  • The payoff of good scouting reports on rivals is improved ability to
  • The rivalry among competing sellers tends to be less INTENSE when
  • Which one of the following is NOT a common type of driving force?
  • Which of the following are most UNLIKELY to qualify as driving forces?
Whether buyer demand is strong or declining.
  • Which one of the following does NOT intensify the competitive pressures associated with the threat of entry?
  • Which of the following is NOT an appropriate guideline for developing a strategic group map for a given industry?
  • Which of the following is NOT generally a "driving force" capable of producing fundamental changes in industry and competitive conditions?
  • Whether buyer bargaining power poses a strong or weak source of competitive pressure on industry members depends in part on
When the items purchased from suppliers are in short supply.
  • In which one of the following instances is supplier bargaining power and leverage NOT weakened?
  • Which one of the following increases the competitive pressures associated with the threat of entry?
  • Which one of the following does NOT cause the rivalry among competing sellers to be WEAK?
  • Which one of the following does NOT intensify the competitive pressures associated with the threat of entry?
Are the strategy elements, intangible assets, and competitive capabilities that most affect industry members' abilities to prosper in the marketplace.
  • Which one of the following is NOT a common type of driving force?
  • Which of the following are most UNLIKELY to qualify as driving forces?
  • Which of the following do NOT qualify as potential driving forces capable of inducing fundamental changes in industry and competitive conditions?
  • What are the key success factors in an industry?
- Demand for the product is growing slowly, one or maybe several industry members become dissatisfied with their market position.- Buyers have low switching costs- When strong companies outside the industry acquire weak firms in the industry and launch aggressive moves to build market share.
  • The rivalry among competing sellers tends to be less INTENSE when
  • The rivalry among competing firms tends to me MORE INTENSE when
  • The payoff of good scouting reports on rivals is improved ability to
  • In identifying an industry's key success factors, strategist should
A cluster of industry rivals that have similar competitive approaches and market positions.
  • An industry's driving forces generally act in ways
  • A strategic group is
  • The steps involved in driving forces analysis are
  • Which of the following is NOT a factor to consider in identifying an industry's dominant economic features?
When buyers are unlikely to integrate backward into the business of sellers.
  • Which of the following is NOT a relevant consideration in identifying an industry's dominant economic features?
  • Which of the following conditions acts to WEAKEN buyer bargaining power?
  • Which of the following is a good example if a manufacturing-related key success factor?
  • Which of the following is NOT one of the five typical sources of competitive pressures?
Is conductive to industry members earning attractive profits.
  • Which of the following is NOT generally a "driving force" capable of producing fundamental changes in industry and competitive conditions?
  • Competitive pressures stemming from buyer bargaining power tend to be weaker when
  • Evaluating whether an industry presents a sufficiently attractive business opportunity usually does NOT involve a consideration of which of the following factors?
  • A competitive environment where there is a weak to moderate rivalry among sellers, high entry barriers, weak competition from substitute products, and little bargaining leverage on the part of both suppliers and customers.
- Through identifying an industry's dominant economic characteristics.- Assessing the five competitive forces.- Considering the impacts of the driving forces.- Comparing the market positions of industry members.- Forecasting the likely next moves of industry rivals.
  • An industry's key success factors can be determined
  • The payoff of good scouting reports on rivals is improved ability to
  • In identifying an industry's key success factors, strategist should
  • In seeking to predict the next moves of close or key rivals, it is useful to consider such questions as:
- The industry's growth potential.- Whether competition appears destined to become stronger or weaker.- How the industry's driving forces might affect overall industry profitability.- The company's competitive position relative to rivals.- The company's proficiency in performing industry key success factors.
  • Which of the following is NOT an appropriate guideline for developing a strategic group map for a given industry?
  • Which of the following is NOT a relevant consideration in identifying an industry's dominant economic features?
  • Which of the following factors should a company consider when determining if an industry offers good prospects for attractive profits?
  • Which of the following is NOT a factor that causes buyer bargaining power to be stronger?
Rapid market growth.
  • Which of the following is NOT an appropriate guideline for developing a strategic group map for a given industry?
  • Which of the following is NOT a good example of a marketing-related key success factor?
  • Which of the following is generally NOT considered as a barrier to entry?
  • Which of the following is NOT one of the five typical sources of competitive pressures?
Whether attractively priced substitutes are readily available and the ease with which buyers can switch to substitutes.
  • Which of the following are most UNLIKELY to qualify as driving forces?
  • The best test of whether potential entry is a strong or weak competitive force is
  • In which of the following instances is supplier bargaining power and leverage NOT weakened?
  • Just how strong the competitive pressures are from substitute products depends on
The number and sizes of buyers, the number of rivals, and the pace of product innovation.
  • Which of the following do NOT qualify as potential driving forces capable of inducing fundamental changes in industry and competitive conditions?
  • Which of the following is a good example if a manufacturing-related key success factor?
  • Which of the following is NOT a relevant consideration in identifying an industry's dominant economic features?
  • Which of the following is NOT an appropriate guideline for developing a strategic group map for a given industry?
The competitive pressures associated with rivalry among competing sellers in the industry for buyer patronage.
  • Competitive pressures stemming from buyer bargaining power tend to be weaker when
  • The best test of whether potential entry is a strong or weak competitive force is
  • The rivalry among competing sellers tends to be less INTENSE when
  • The most powerful of the five competitive forces is USUALLY
Industry rivals are not particularly aggressive in drawing sales and market share away from rivals.
  • The rivalry among competing sellers tends to be less INTENSE when
  • The best test of whether potential entry is a strong or weak competitive force is
  • The rivalry among competing firms tends to me MORE INTENSE when
  • Which of the following are most UNLIKELY to qualify as driving forces?
When newcomers can expect to earn attractive profits.
  • Which one of the following increases the competitive pressures associated with the threat of entry?
  • Which one of the following does NOT cause the rivalry among competing sellers to be WEAK?
  • Which one of the following is NOT a reason industry members are often motivated to enter into collaborative partnerships with key suppliers?
  • In which one of the following instances is supplier bargaining power and leverage NOT weakened?
It helps a company to anticipate what moves rivals are likely to make next to craft its own strategic moves.
  • Evaluating whether an industry presents a sufficiently attractive business opportunity usually does NOT involve a consideration of which of the following factors?
  • Which of the following do NOT qualify as potential driving forces capable of inducing fundamental changes in industry and competitive conditions?
  • Which of the following is NOT a relevant consideration in identifying an industry's dominant economic features?
  • Having good competitive intelligence about rivals' strategies, latest actions and announcements, resource strengths and weaknesses , and moves to improve their situation is important because
Increases in the economic power and bargaining leverage of customers and suppliers, growing supplier-seller collaboration, and growing buyer-seller collaboration.
  • Which of the following do NOT qualify as potential driving forces capable of inducing fundamental changes in industry and competitive conditions?
  • Which of the following is NOT a factor that causes buyer bargaining power to be stronger?
  • Which of the following is NOT a relevant consideration in identifying an industry's dominant economic features?
  • Which of the following is NOT generally a "driving force" capable of producing fundamental changes in industry and competitive conditions?
The costs incurred by buyers in switching to competing brands or substitute products are relatively high.
  • The best test of whether potential entry is a strong or weak competitive force is
  • Competitive pressures stemming from buyer bargaining power tend to be weaker when
  • A competitive environment where there is strong rivalry among sellers, low entry barriers, strong competition from substitute products, and considerable bargaining leverage on the part of both suppliers and customers.
  • Which of the following is NOT a factor that causes buyer bargaining power to be stronger?
To ask if the industry's growth and profit prospects are strongly attractive to potential entry candidates.
  • Which of the following is NOT a factor that causes buyer bargaining power to be stronger?
  • The best test of whether potential entry is a strong or weak competitive force is
  • Competitive pressures stemming from buyer bargaining power tend to be weaker when
  • Which of the following is NOT one of the five typical sources of competitive pressures?
Employ similar competitive approaches and occupy similar positions in the market.
  • Not all positions on a strategic group map are equally attractive because
  • An industry's driving forces generally act in ways
  • A strategic group consists of those firms in an industry that
  • A strategic group is
High utilization of fixed assets.
  • Which of the following is NOT one of the five typical sources of competitive pressures?
  • Which of the following is a good example if a manufacturing-related key success factor?
  • Which of the following is generally NOT considered as a barrier to entry?
  • Which of the following is NOT a good example of a marketing-related key success factor?
Mounting competition from substitutes and increasing efforts to collaborate with suppliers via strategic alliances.
  • Which of the following is a good example if a manufacturing-related key success factor?
  • Which of the following are most UNLIKELY to qualify as driving forces?
  • Which of the following is NOT a relevant consideration in identifying an industry's dominant economic features?
  • Which of the following is NOT a factor that causes buyer bargaining power to be stronger?
That will strengthened or weaken market demand, make competition more or less intense, and lead to higher or lower industry profitability.
  • A strategic group is
  • Not all positions on a strategic group map are equally attractive because
  • A strategic group consists of those firms in an industry that
  • An industry's driving forces generally act in ways
- Consider on what basis customers choose between competing brands.- What resources and competitive capabilities firms need to be competitively successful.- What shortcomings are almost certain to put a company at a significant competitive disadvantage.
  • In identifying an industry's key success factors, strategist should
  • An industry's key success factors can be determined
  • In seeking to predict the next moves of close or key rivals, it is useful to consider such questions as:
  • The payoff of good scouting reports on rivals is improved ability to
The lower the combined profitability of industry members.
  • An industry's driving forces generally act in ways
  • A strategic group consists of those firms in an industry that
  • As a rule, the stronger the collective impact of competitive pressures associated with the five competitive forces,
  • Which of the following is NOT a factor to consider in identifying an industry's dominant economic features?
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