Increases in supplier bargaining power, stagnant economic conditions, shifts in interest rates, increases in the prices of substitute products, and increased collaboration between industry members and their key suppliers
  • Which of the following are important considerations in evaluating whether an industry's outlook is conductive to good profitability
  • Which of the following statements about the market maneuvering for buyer patronage that goes among rival sellers of a product or service is false?
  • Which of the following is not a major question to ask in gaining deep understanding about a company's industry and competitive environment?
  • Which of the following do not qualify as potential driving forces capable of inducing fundamental changes in industry and competitive conditions?
entry barriers are low, the pool of entry candidates is large, and existing industry members are earning good profits
  • A competitive environment where there is a strong rivalry among sellers, low entry barriers, strong competition from substitute products, and considerable bargaining leverage on the part of both suppliers and customers
  • Competitive pressures stemming from the threat of entry are stronger when
  • Which of the following is generally not considered as a barrier to entry?
  • Potential entrants are more likely to be deterred from actually entering an industry when
industry incumbents are willing and able to launch strong defensive maneuvers to maintain their positions and make it harder for a newcomer to compete successfully and profitably
  • In which of the following instances is the rivalry among competing sellers generally weaker?
  • Competitive pressures stemming from the threat of entry are stronger when
  • Potential entrants are more likely to be deterred from actually entering an industry when
  • Which one of the following conditions weakens the competitive pressures associated with the threat of entry?
Existing industry members have little interest in expanding their market reach by entering product segments or geographic areas where they currently do not have a presence
  • Which of the following are important considerations in evaluating whether an industry's outlook is conductive to good profitability
  • Which of the following generally does not act to weaken the rivalry among competing sellers?
  • Which one of the following conditions weakens the competitive pressures associated with the threat of entry?
  • Which of the following do not qualify as potential driving forces capable of inducing fundamental changes in industry and competitive conditions?
the competitive pressure associated with the market maneuvering and jockeying for buyer patronage among rival sellers in the industry
  • The strongest of the competitive forces int he five-forces model of competition is usually
  • The concept of strategic groups is relevant to industry and competitive analysis because
  • Which one of the following is not a useful question for company managers to pose in trying to predict the likely actions of important rivals?
  • Strategic group mapping is a technique for determining
While there is constant jockeying among industry members to improve their market positions and profits, the current market leaders have a 90% or better chance of continuing their leadership and ultimately winning a sustainable competitive advantage over the other industry contenders
  • 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 generally a "driving force" capable of producing fundamental changes in industry and competitive conditions?
  • Which of the following are important considerations in evaluating whether an industry's outlook is conductive to good profitability?
  • Which of the following statements about the market maneuvering for buyer patronage that goes among rival sellers of a product or service is false?
identifying what the driving forces are, assessing whether the drivers of change are, on the whole, acting to make the industry more or less attractive, and determining what strategy changes are needed to prepare for the impacts of the driving forces.
  • The concept of strategic groups is relevant to industry and competitive analysis because
  • Strategic group mapping is a technique for determining
  • Driving forces analysis entails
  • The strongest of the competitive forces int he five-forces model of competition is usually
When there are so many rivals that any one company's actions have little direct impact on the businesses of rivals and when rivals have low fixed costs and low inventory storage costs
  • Which of the following are important considerations in evaluating whether an industry's outlook is conductive to good profitability
  • In which of the following instances are industry members subject to stronger competitive pressures from substitute products?
  • In which of the following circumstances are competitive pressures associated with the bargaining power of buyers not relatively strong?
  • In which of the following instances is the rivalry among competing sellers generally weaker?
The industry's profit outlook
  • Which of the following are important considerations in evaluating whether an industry's outlook is conductive to good profitability
  • Which of the following is not a major question to ask in gaining deep understanding about a company's industry and competitive environment?
  • Which of the following is not one of the five important "outer-ring" components of a company's macro-environment?
  • Which of the following is not generally a "driving force" capable of producing fundamental changes in industry and competitive conditions?
the different market positions that rival firms occupy in an industry and which companies are close competitors and which are distant competitors
  • The strongest of the competitive forces int he five-forces model of competition is usually
  • Strategic group mapping is a technique for determining
  • Driving forces analysis entails
  • The concept of strategic groups is relevant to industry and competitive analysis because
Shifts upward or downward in interest rates, inflation rate, and unemployment rate
  • Which of the following is generally not considered as a barrier to entry?
  • Which of the following is not generally a "driving force" capable of producing fundamental changes in industry and competitive conditions?
  • Which of the following statements about the market maneuvering for buyer patronage that goes among rival sellers of a product or service is false?
  • Which of the following are important considerations in evaluating whether an industry's outlook is conductive to good profitability?
Rapid market growth and weakly differentiated product offerings on the part of existing industry members
  • Which of the following is not generally a "driving force" capable of producing fundamental changes in industry and competitive conditions?
  • Which of the following are important considerations in evaluating whether an industry's outlook is conductive to good profitability
  • Which of the following generally does not act to weaken the rivalry among competing sellers?
  • Which of the following is generally not considered as a barrier to entry?
makes it hard for industry members to earn attractive profits
  • 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 major question to ask in gaining deep understanding about a company's industry and competitive environment?
  • A competitive environment where there is a strong rivalry among sellers, low entry barriers, strong competition from substitute products, and considerable bargaining leverage on the part of both suppliers and customers
  • Competitive pressures stemming from the threat of entry are stronger when
When buyer demand is growing rapidly and sellers' products are strongly differentiated
  • In which of the following circumstances are competitive pressures associated with the bargaining power of buyers not relatively strong?
  • In which of the following instances are industry members subject to stronger competitive pressures from substitute products?
  • Which of the following is not generally a "driving force" capable of producing fundamental changes in industry and competitive conditions?
  • In which of the following instances is the rivalry among competing sellers generally weaker?
Which one of the five forces must any company in the industry absolutely be able to cope with and defend against successfully in order to survive and have a reasonable chance at earning a profit?
  • The strongest of the competitive forces int he five-forces model of competition is usually
  • Which of the following questions is nor helpful in identifying an industry's key success factors?
  • The concept of strategic groups is relevant to industry and competitive analysis because
  • Which one of the following is not a useful question for company managers to pose in trying to predict the likely actions of important rivals?
industry members are major customers of their suppliers and the item being supplied is a standard item or commodity
  • The five-forces model of competition does not include
  • Which of the following is generally not considered as a barrier to entry?
  • Supplier bargaining power is weaker when
  • Competitive pressures stemming from the threat of entry are stronger when
When substitutes are readily available, are attractively prices, and have comparable or better attributes and performance features
  • In which of the following circumstances are competitive pressures associated with the bargaining power of buyers not relatively strong?
  • In which of the following instances are industry members subject to stronger competitive pressures from substitute products?
  • Which of the following are important considerations in evaluating whether an industry's outlook is conductive to good profitability
  • In which of the following instances is the rivalry among competing sellers generally weaker?
whether entry barriers are high or low, the size of the pool or likely entry candidates and their resource capabilities, the expected reaction of industry members in defending against new entry, and how attractive the industry's growth and profit prospects are to potential entry candidates.
  • In evaluating whether potential entry is a strong or weak competitive force, it is important for company managers to consider
  • Which of the following statements about the market maneuvering for buyer patronage that goes among rival sellers of a product or service is false?
  • A very revealing indicator of whether potential entry is a strong or weak competitive force in the marketplace is
  • In which of the following instances is the rivalry among competing sellers generally weaker?
competitive pressures triggered by the unexpected appearance on new industry key success factors
  • Supplier bargaining power is weaker when
  • The five-forces model of competition does not include
  • Which of the following generally does not act to weaken the rivalry among competing sellers?
  • Which of the following is generally not considered as a barrier to entry?
strategic group maps help identify which industry members are close rivals and which are distant rivals
  • Which one of the following is not a useful question for company managers to pose in trying to predict the likely actions of important rivals?
  • The strongest of the competitive forces int he five-forces model of competition is usually
  • The concept of strategic groups is relevant to industry and competitive analysis because
  • Strategic group mapping is a technique for determining
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