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Unformatted text preview: ch4 Student: ___________________________________________________________________________ The Key Questions in Analyzing a Companies Resources and Competitive Position 1. Which of the following is not one of the five questions that comprise the task of evaluating a company's resources and competitive position? A. What are the company's most profitable geographic market segments? B. How well is the company's present strategy working? C. Are the company's prices and costs competitive? D. Is the company competitively stronger or weaker than key rivals? E. What strategic issues and problems merit front-burner management attention? 2. Which of the following is not a component of evaluating a company's resources and competitive position? A. Evaluating how well the present strategy is working B. Scanning the environment to determine a company's best and most profitable customers C. Assessing whether the company's costs and prices are competitive D. Evaluating whether the company is competitively stronger or weaker than key rivals E. Pinpointing what strategic issues and problems merit front-burner management attention 3. The spotlight in analyzing a company's resources, internal circumstances and competitiveness includes such questions/concerns as A. Whether the company's present strategy is better than the strategies of its closest rivals based on such performance measures as earnings per share, ROE, dividend payout ratio and average annual increase in the common stock price B. Whether the company's key success factors are more dominant than the key success factors of close rivals C. Whether the company has the industry's most efficient and effective value chain D. What are the company's resource strengths and weaknesses and its external opportunities and threats E. What new acquisitions the company would be well advised to make in order to strengthen its financial performance and overall balance sheet position Question 1: How Well Is the Company's Present Strategy Working? 4. Which of the following is not pertinent in identifying a company's present strategy? A. The key functional strategies (R&D, supply chain management, production, sales and marketing, HR and finance) a company is employing B. Management's planned, proactive moves to outcompete rivals (via better product design, added features, improved quality or service, wider product lines and so on) C. The company's mission, strategic objectives and financial objectives D. Moves to respond and react to changing conditions in the macro-environment and in industry and competitive conditions E. The strategic role of its collaborative partnerships and strategic alliances with others 1 5. One important indicator of how well a company's present strategy is working is whether A. It has more core competencies than close rivals B. Its strategy is built around at least two of the industry's key success factors C. The company is achieving its financial and strategic objectives and whether it is an above-averageC....
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- Fall '09
- Supply Chain Management, E. Company, Companies Resources and Competitive Position