Description : The VRIO framework can be used to identify: a) a firm's resources and external opportunities. b) the organizational structure of multinational firms. c) a firm's technical resources. d) a firm's core competencies
Last Answer : a firm's core competencies
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.
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 : ________________ is a set of competitive moves to achieve organizational objectives? A. Competitive Analysis B. Strategy C. Management D. None of the above
Last Answer : Strategy
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 : 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 : 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 : All of these, except__________, are part of Porter's competitive forces in industry analysis. a. potential entry of new competitors b. bargaining power of suppliers c. development of substitute products d. bargaining power of union
Last Answer : bargaining power of union
Description : As per the VRIO framework, organizational resources must be…. A. Valuable, Rare, In-imitable and Organized. B. Variable, Reusable, Important and Organized. C. Volatile, Representative, Internal and Operational. D. None of these options is valid.
Last Answer : Valuable, Rare, In-imitable and Organized.
Description : As per the VRIO framework, organizational resources must be…. A. Valuable, Rare, In-imitable and Organized. B. Variable, Reusable, Important and Organized. C. Volatile, Representative, Internal and Operational. D. None of these options is valid
Last Answer : Valuable, Rare, In-imitable and Organized
Description : The concept of core competencies was originally devised by: Select one: a. Michael E. Porter b. C. K. Prahalad and Gary Hamel c. John Dunning and John Child d. Jay B. Barney
Last Answer : C. K. Prahalad and Gary Hamel
Description : Imitability of resources, capabilities & competencies are linked with how far they are: Select one: a. All of these b. Transparent c. Replicable d. Transferable
Last Answer : Replicable
Description : Various Organizational routines & processes that determines how efficiently and effectively the Organization transforms it’s inputs into outputs is called: A. Strength B. Core Competencies C. Capabilities D. Customer Value
Last Answer : Core Competencies
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 : 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 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 : 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 : 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 : 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 : 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 : 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 : What is NOT a ‘Critical Tasks of Strategic Management? A. Formulate the company’s mission B. Select a set of short-term objectives that will achieve the most desirable results C. Conduct an internal analysis D. Assess the external environment – competitive and general contexts
Last Answer : Select a set of short-term objectives that will achieve the most desirable results
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 : 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 are the four industry globalizing drivers? a) Market drivers, cost drivers, government drivers, and localization drivers b) Market drivers, cost drivers, government drivers, and ... drivers, bargaining drivers d) Market drivers, cost drivers, competitive drivers, regionalization drivers
Last Answer : Market drivers, cost drivers, government drivers, and competitive drivers
Description : Like root of a tree ____________ of a organisation is hidden from direct view a. All of the below b. Mission Statement c. Strategy d. Core Competance
Last Answer : Core Competance
Description : The primary focus of Strategic Management is : A. Strategic Analysis B. The total Organization C. Strategy formulation D. Strategy implementation
Last Answer : The total Organization
Description : The Competitive Intelligence Officer a. thinks like the competitor by determining how that competitor measures success, looks to the future as to what the competition will do in the next year ... . c. monitors the competition on the production analysis portion of the Courier and evaluates the
Last Answer : a. thinks like the competitor by determining how that competitor measures success, looks to the future as to what the competition will do in the next year to two years, and evaluate how the competition can undercut your company’s performance.
Description : What three broad factors determine global strategy of multinational firms? a) Local globalizing drivers, industry globalizing drivers, internal globalizing drivers b) Cultural globalizing ... orientation d) Macro globalizing drivers, industry globalizing drivers, internal globalizing drivers
Last Answer : Macro globalizing drivers, industry globalizing drivers, internal globalizing drivers
Description : PESTLE analysis is: a) a broad framework to help managers understand the environment in which their business operates. b) a checklist to ask how political, economic, strategic or ... strategic or technological factors. d) a framework for strategic analysis of internal and external environment
Last Answer : a broad framework to help managers understand the environment in which their business operates.
Description : Philip Morris's strategy of cutting prices on its Marlboro cigarettes to enlarge its market share in the increasingly competitive tobacco industry is known as A)market penetration. B)market development. C)product development. D)product penetration. E)concentric integration.
Last Answer : A)market penetration.
Description : Narrow Competitive advantages but High Tradability suggest which mode of international entry? A. Export B. Franchise / Licensee C. Joint Venture D. Wholly owned subsidiary
Last Answer : Franchise / Licensee
Description : Broad Competitive advantages but Low Tradability suggest which mode of international entry? A. Joint Venture B. Franchise C. Export D. Wholly owned subsidiary
Last Answer : Wholly owned subsidiary
Description : Low Tradability and Narrow Competitive advantages suggest which mode of international entry? A. License B. Wholly owned subsidiary C. Joint Venture D. Export
Last Answer : Joint Venture
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 : 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 : A strategic gap is an un-exploited competitive opportunity. The following is an examples of a Strategic Gap. A. Opportunities in substitute industries B. Opportunities for complementary products and services C. Opportunities over time D. All of these options are valid
Last Answer : All of these options are valid
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 : Once a Company acquires a competitive advantage, they are usually able to sustain the competitive advantage indefinitely
Last Answer : False
Description : Anything the Firm does especially well compared to rival Firms could be considered a Competitive Advantage
Last Answer : True