Description : The Diamond Model suggests that four factors determine a firm's competitive advantage: a) 1) home demand conditions; 2) home supply conditions; 3) firm strategy and structure; 4) supporting ... home demand conditions; 2) home supply; 3) firm strategy; 4) related and supporting industries.
Last Answer : home demand conditions; 2) home factor conditions; 3) firm strategy, structure and rivalry; 4) related and supporting industries
Description : The Diamond Model assumes that: a) Multinational firms must develop global strategies based only on home demand conditions. b) Multinational firms must pay less attention to global consumers than domestic ... a firm plays a key role in shaping that firm's competitive advantage in global markets.
Last Answer : The national home base of a firm plays a key role in shaping that firm's competitive advantage in global markets.
Description : Porter's notion of a differentiation strategy is best described as one in which firms seek a competitive advantage . A. Through achieving a match between their internal and external ... competitors. C. Through concentrating on a narrow market segment. D. Through establishing their uniqueness
Last Answer : Through establishing their uniqueness
Description : Porter's notion of a differentiation strategy is best described as one in which firms seek a competitive advantage . A. Through achieving a match between their internal and external environments ... . C. Through concentrating on a narrow market segment. D. Through establishing their uniqueness.
Last Answer : Through establishing their uniqueness.
Description : Dynamic capabilities refer to: a) the firm's ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environments. b) the link between ... underlie a company's multiple production lines and critically underpin the firm's competitive advantage
Last Answer : the firm's ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environments.
Description : Core Competencies are the skills and abilities by which Resources are deployed through a Firm's activities and processes to enable the Company to ----------- : A. Survive B. ... imitate or acquire C. Achieve Competitive Advantage in ways others cannot imitate D. Achieve superior position
Last Answer : Achieve Competitive Advantage in ways others cannot imitate
Description : What is the most important criterion for selecting an alliance partner? a) Alliance partner must help the company towards a competitive advantage. b) Alliance partner must be a multinational firm with ... Alliance partner must come from the same culture. d) Alliance partner must have similar assets.
Last Answer : Alliance partner must help the company towards a competitive advantage.
Description : Which of these is not a reason why some firms do no strategic planning? a. Laziness b. Competitive leadership c. Honest difference of opinion d. Poor reward structures
Last Answer : Competitive leadership
Description : Which of these is NOT a reason why some Firms do no Strategic Planning ? A. Company is Lazy B. Competitive Leadership C. Honest difference of opinion D. Poor reward structure
Last Answer : Competitive Leadership
Description : The transnational structure is: a) dominated by hierarchy. b) not dominated by hierarchy c) designed for vertically integrated international firm. d) appropriate for export firms.
Last Answer : appropriate for export firms.
Description : Strategic Mission ------------------ : A. Is a statement of a Firm's unique purpose & scope of Operations B. Is an internally focused affirmation of the Organizational, Societal and Ethical ... the Co. intends to compete D. Is developed by a Firm before the Firm develops it's Strategic Intent
Last Answer : Is a statement of a Firm’s unique purpose & scope of Operations
Description : All of the following are stated advantages of a divisional structure except a. it allows local control of local situations. b. it leads to a competitive climate within a firm. c. accountability is clear. d. it promotes specialization of labor
Last Answer : it promotes specialization of labor
Description : High Tradability and Breadth of Competitive advantage suggest which mode of international entry? A. Export B. Franchise C. Wholly owned subsidiary D. Joint Venture
Last Answer : Export
Description : Choice of International market entry mode is dependent on ...? A. Breadth of competitive advantage B. Tradability C. None of the above D. All the above
Last Answer : All the above
Description : International strategic options can be derived, from a consideration of geographical dispersion or concentration of various activities and.... A. Degree of international co-ordination B. Degree of Political Stability C. Degree of Competitive Advantage D. None of the above
Last Answer : Degree of international co-ordination
Description : For international companies, sources of competitive advantage can be drawn from the..............configuration of their........ network A. Technology, Security B. Strategic, Resource C. International, Value D. None of the above
Last Answer : International, Value
Description : Which one of the following is not one of Porter's three generic strategies that lead to competitive advantage? A. Cost leadership B. Differentiation C. Evolution D. Focus
Last Answer : Evolution
Description : This following is not a strategy for creating a sustainable competitive advantage; A. Operational efficiency B. Lock-In C. Leap-frog D. All of these are valid options
Last Answer : Leap-frog
Description : What is meant by focused differentiation? A. Providing a high perceived value service or product to a selected market segment that justifies a substantial price premium B. ... differentiation D. Concentrating on differentiation as the primary means of achieving competitive advantage
Last Answer : Providing a high perceived value service or product to a selected market segment that justifies a substantial price premium
Description : Business Unit Level Strategy decides…. A. ‘How’ to compete in an industry? B. How to create and maintain competitive advantage in selected industry. C. All of these options are correct D. Industry specific diversification strategies
Last Answer : All of these options are correct
Description : Corporate Level Strategy decides… A. ‘How’ to compete in an industry? B. How to create and maintain competitive advantage in selected industry. C. Industry specific diversification strategies. D. None of these two options are correct
Last Answer : None of these two options are correct
Description : What does Strategy describe? A. The general direction in which an organization plans to move to attain its goals B. Framework for managerial decisions C. Leveraging strengths to gain competitive advantage D. All of these options
Last Answer : All of these options
Description : Once a Company acquires a competitive advantage, they are usually able to sustain the competitive advantage indefinitely
Last Answer : False
Last Answer : Focus
Description : Business Unit Level Strategy decides…. A. ‘How’ to compete in an industry? B. How to create and maintain competitive advantage in selected industry. C. All of these options are correct D. Industry specific diversification strategies.
Description : Which of the following statements is not true when describing a successful strategy? Select one: a. It fulfills its CSR obligations. b. It provides the means for renewing competitive advantage c. It addresses changes in the external environment d. It guarantees long term survival
Last Answer : It fulfills its CSR obligations
Description : It is generally agreed that the central role of strategy is to Select one: a. Achieve competitive advantage. b. Make best use of resources. c. Make the best products and service d. Make profits for the company
Last Answer : Achieve competitive advantage.
Description : A sustainable competitive advantage requires that: Select one: a. Other companies are not able to duplicate the strategy b. The value creating strategy be in a formulation stage c. Average returns be earned by the company d. Competitors are simultaneously implementing the strategy.
Last Answer : Other companies are not able to duplicate the strategy
Description : Reputation' in the context of an organization's resources can provide competitive advantage because: a) It is difficult to copy b) It is based on word-of-mouth c) It is a threshold resource d) It is explicit
Last Answer : It is difficult to copy
Description : Competitive advantage based on the creation of opportunities using internal resources is characterized by which approach/view? a) The positioning approach b) The outside-in approach c) The resource-based view d) The knowledge-management approach
Last Answer : The resource-based view
Description : Which of the following statements is not true when describing a successful strategy? a) It provides some property that is unique or distinctive b) It provides the means for renewing competitive advantage c) It addresses changes in the external environment d) It guarantees long term survival
Last Answer : It guarantees long term survival
Description : Select the most accurate statement. Value is ----------- : A. Means value for money B. Is best described as the benefits the business chooses to give to customers through it's ... Is the benefits of a product / service as perceived by the customer D. Does not offer competitive advantage
Last Answer : Is the benefits of a product / service as perceived by the customer
Description : Competitive advantage can best be described as : A. Increased Efficiency B. What sets an Organization apart C. A strength of the organization D. Intangible Resources
Last Answer : Increased Efficiency
Description : From the point of view of international business, an organization that enjoys competitive advantage in an industry has done so by: A. Focusing on long-term profit. B. Charging lower prices than competition. C. Creating superior value for customers. D. Constantly enlarging its marketing activities.
Last Answer : Creating superior value for customers.
Description : In the long-run equilibrium, a competitive firm earns - (1) Super-normal profit (2) Profits equal to other firms (3) Normal profit (4) No profit
Last Answer : (3) Normal profit Explanation: Making the assumption that the market demand curve remains unchanged, higher market supply will reduce the equilibrium market price until the price = long run average cost. ... of firms in and out of the industry and a long-run equilibrium has been established.
Description : In the short run if the price is above the average total cost in a monopolistic competitive market, the firm makes (a) Profits and new firms join the market ; (b) Profit and bar entry to new firms; (c) Makes losses and exit the market ; (d) Quick profit and disappears
Last Answer : (a) Profits and new firms join the market ;
Description : In the long-run equilibrium, a competitive firm earns (1) Super-normal profit (2) Profits equal to other firms (3) Normal profit (4) No profit
Last Answer : Normal profit
Description : Soft drink companies advertise that their products beat the competition in national "taste tests," and they refer to the rival brands by name. This type of advertising is best described as A)pioneer. B)competitive. C)comparative. D)defensive. E)selective.
Last Answer : C)comparative.
Description : What are some ways to achieve innovation for large concerns that improve a firm's competitive advantage?
Last Answer : Google has a slogan “Don’t Be Evil” and they try to live by it.
Description : One advantage of non-price competition is that: A)a firm can react quickly to competitive efforts. B)market share becomes less important. C)a firm can build customer loyalty. D)pricing is no longer a success factor.
Last Answer : C)a firm can build customer loyalty.
Description : Which of the following sentences best summarizes the differences between the red and blue oceans strategies? A. Red oceans are about avoiding head-to-head competition while blue oceans are ... are occasionally created well beyond existing industry boundaries. D. All the above options are valid
Last Answer : In the red oceans, industry boundaries are defined and accepted and the competitive rules of the game are known. Blue oceans are occasionally created well beyond existing industry boundaries.
Description : What metaphor is used to describe the competitive space where products are not yet well defined, competitors are not structured and the market is relatively unknown? A. Blue ocean B. Red sea C. Blue lagoon D. Red ocean
Last Answer : Blue ocean
Description : Which of the following sentences best summarizes the differences between the red and blue oceans strategies? A. Red oceans are about avoiding head-to-head competition while blue oceans are ... occasionally created well beyond existing industry boundaries. D. All the above options are valid
Last Answer : In the red oceans, industry boundaries are defined and accepted and the competitive rules of the game are known. Blue oceans are occasionally created well beyond existing industry boundaries
Description : What metaphor is used to describe the competitive space where products are not yet well defined, competitors are not structured, and the market is relatively unknown? A. Blue ocean B. Red sea C. Blue lagoon D. Red ocean
Description : A strategy that is best regardless of what rival players do is called a. First-mover advantage b. A Nash equilibrium strategy c. Tit-for-tat d. A dominant strategy
Last Answer : d. A dominant strategy
Description : Google.com is an example of a firm that: a) adapted well to the business environment within its industry. b) changed the business environment within its industry. c) applied the VRIO framework in global strategic planning. d) applied the SWOT Analysis in global strategic planning
Last Answer : changed the business environment within its industry.