Rapid market growth and weakly differentiated product offerings on the part of o existing industry members
  • 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 generally not considered as a barrier to entry?
  • Factors that weaken the rivalry among competing sellers include
  • Which of the following are most unlikely to qualify as driving forces?
Competitive pressures created by shifting industry key success factors
  • Which of the following are most unlikely to qualify as driving forces?
  • which of the following is not a factor to be considered in the five-forces model of competition?
  • Which of the following is generally not considered as a barrier to entry?
  • Which of the following is not a major question to ask in gaining deep understanding about a company's industry and competitive environment?
are those competitive factors that most affect industry members abilities to prosper in the marketplace particular strategy elements, product attributes resource strengths, competitive capabilities, and market achievements that spell the difference between being a strong competitor and a weak competitor (and sometimes the difference between profit and loss).
  • in mapping positions of strategic groups in an industry
  • Which of the following are most unlikely to qualify as driving forces?
  • The key success factors in an industry
  • Whether supplier bargaining power represents a strong or weak source of competitive pressure is affected by
rapid growth in buyer demand, high buyer costs to switch brands, and so many industry rivals that any one company's actions have little impact on rivals businesses.
  • Competitive pressures stemming from the threat of entry are stronger when
  • Which of the following is generally not considered as a barrier to entry?
  • Factors that weaken the rivalry among competing sellers include
  • The rivalry among competing sellers tends to be more intense when
the best variables to use as axes are those where there are big differences among the rival industry members--when rivals differ on both variables, the locations of the rivals will be scattered, thus showing how they are positioned differently.
  • In evaluating whether potential entry is a strong or weak competitive force, it is important for company managers to consider
  • Competitive pressures stemming from the threat of entry are stronger when
  • in mapping positions of strategic groups in an industry
  • Which of the following are most unlikely to qualify as driving forces?
whether the industry's product is strongly or weakly differentiated, how many companies have entered and exited the industry over the past five years, and whether many of the companies in the industry have experienced losses in any of the past five years
  • Whether supplier bargaining power represents a strong or weak source of competitive pressure is affected by
  • Evaluating whether the outlook for an industry presents a company with good prospects for attractive profitability and growth usually does not involve a consideration of which of the following factors?
  • In evaluating whether potential entry is a strong or weak competitive force, it is important for company managers to consider
  • While doing the necessary detective work can be tedious and time-consuming, studying the strategies and situations of rival companies (most especially close rivals) well enough to be able to anticipate many of their next moves has the big advantage of
enabling managers to prepare effective countermoves (perhaps to even beat a rival to the punch) and to take rivals' probable actions into account in crafting their own best course of action.
  • While doing the necessary detective work can be tedious and time-consuming, studying the strategies and situations of rival companies (most especially close rivals) well enough to be able to anticipate many of their next moves has the big advantage of
  • Evaluating whether the outlook for an industry presents a company with good prospects for attractive profitability and growth usually does not involve a consideration of which of the following factors?
  • Which of the following are most unlikely to qualify as driving forces?
  • in which of the following instances are industry members subject to stronger competitive pressures from substitute products?
because forces in the industry environment are enticing or pressuring certain industry participants (competitors, customers, suppliers) to alter their actions in important ways.
  • Industry conditions change
  • Potential entrants are more likely to be deterred from actually entering an industry when
  • in mapping positions of strategic groups in an industry
  • As rule, the weaker the collective impact of competitive pressures associated with the five a competitive forces,
How big is the market for the industry's product/service and how fast is it growing?
  • 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 generally not considered as a barrier to entry?
  • Which of the following are most unlikely to qualify as driving forces?
  • in which of the following instances are industry members subject to stronger competitive pressures from substitute products?
Industry incumbents are will and able to launch strong defensive maneuvers to and their positions and make it harder for a newcomer to compete successfully profitably.
  • The rivalry among competing sellers tends to be more intense when
  • Potential entrants are more likely to be deterred from actually entering an industry when
  • Competitive pressures stemming from the threat of entry are stronger when
  • Whether supplier bargaining power represents a strong or weak source of competitive pressure is affected by
Mounting competition from substitutes, increasing efforts on the part of industry members to collaborate with suppliers, and the speed with which the number of industry key success factors is either rising or falling
  • Which of the following is generally not considered as a barrier to entry?
  • Which of the following is not a major question to ask in gaining deep understanding about a company's industry and competitive environment?
  • The rivalry among competing sellers tends to be more intense when
  • Which of the following are most unlikely to qualify as driving forces?
the pool of entry candidates is large and some have adequate resources to overcome entry barriers and combat defensive actions of existing industry.
  • Factors that weaken the rivalry among competing sellers include
  • Potential entrants are more likely to be deterred from actually entering an industry when
  • Competitive pressures stemming from the threat of entry are stronger when
  • Which of the following are most unlikely to qualify as driving forces?
whether buyer switching costs are high or low, and how well informed buyers are about the product offerings of industry members.
  • Whether buyer bargaining power poses a strong or weak source of competitive pressure on industry members depends in part on the price sensitivity of buyers,
  • In evaluating whether potential entry is a strong or weak competitive force, it is important for company managers to consider
  • Whether supplier bargaining power represents a strong or weak source of competitive pressure is affected by
  • in which of the following instances are industry members subject to stronger competitive pressures from substitute products?
industry members have too much inventory or significant amounts of idle production capacity, especially if the industry's product entails high storage costs or high fixed costs.
  • Factors that weaken the rivalry among competing sellers include
  • The rivalry among competing sellers tends to be more intense when
  • Potential entrants are more likely to be deterred from actually entering an industry when
  • Which of the following are most unlikely to qualify as driving forces?
(1) identifying the specific competitive pressures associated with each of the five competitive forces (2) evaluating how mstrong the pressures comprising each competitive force are: and (3) determining whether the collective strength of all five competitive forces is conducive to earning attractive profits.
  • Using the fiveforces model of competition to determine what competition is like in a given industry involves building the picture of competition in three steps:
  • In evaluating whether potential entry is a strong or weak competitive force, it is important for company managers to consider
  • Whether buyer bargaining power poses a strong or weak source of competitive pressure on industry members depends in part on the price sensitivity of buyers,
  • Evaluating whether the outlook for an industry presents a company with good prospects for attractive profitability and growth usually does not involve a consideration of which of the following factors?
Constructing the biggest production plant of any company in the industry
  • Whether buyer bargaining power poses a strong or weak source of competitive pressure on industry members depends in part on the price sensitivity of buyers,
  • Based on Figure 34, which of the following is not a typical competitive weapon that a company can use to battle rivals and attract buyers?
  • in which of the following instances are industry members subject to stronger competitive pressures from substitute products?
  • Which of the following is not a major question to ask in gaining deep understanding about a company's industry and competitive environment?
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