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第ä¸�ç« ä¹ é¢� - Chapter 1Strategic...

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Chapter 1—Strategic Management TRUE/FALSE 1. Globalization has had a strong negative effect on General Motors chiefly because of the liability of foreignness it encounters when attempting to compete with Japanese manufacturers. 2. Alligator Enterprises has earned above-average returns since its founding five years ago. Since no other firm has challenged Alligator in its particular market niche, the firm’s owners can feel secure that Alligator has established a competitive advantage. 3. Average returns are returns in excess of what an investor expects to earn from other investments with a similar amount of risk. 4. If a firm can earn at least average returns it will be able to survive. 5. Wal-Mart is trying to achieve a boundaryless retailing empire by implementing global pricing, sourcing, and logistics. 6. The rate of technology diffusion has been steadily increasing over the last two decades. 7. The value of patents on inventions is increasing because of the competitive edge organizations gain by constant innovation and creation of new products. 8. The value of tangible assets such as land and capital equipment are losing their value as sources of competitive advantage in comparison to intangible assets. 9. The I/O (industrial organization) model assumes that a firm's unique resources and capabilities are its main source of above-average returns. 10. Five forces model suggests that firms should target the industry with the highest potential for above-average returns and then either implement a cost-leadership strategy or a differentiation strategy. 11. The resource-based model assumes that if firms have resources that are rare or costly to imitate, this is sufficient to form a basis for competitive advantage. 12. The assumptions of the industrial organizational model and the resource-based model are contradictory. Therefore, organizational strategists must choose one or the other model as the basis for developing a strategic plan. 13. Organizational vision and mission serve as emotional tools for the firm, and, as such, have little impact on firm performance. 14. Organizational stakeholders are the firm's internal resources, capabilities, and core competencies that are used to accomplish what may at first appear to be unattainable goals in the competitive environment. 15. The needs and desires of organizational stakeholders are inherently contradictory. 16. Customers, suppliers, unions, and local governments are examples of capital market stakeholders. 1
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17. Six years ago Colette Smith founded a successful catering company that specializes in providing a wide assortment of miniature cheesecakes for corporate and social events. Although Ms. Smith is no longer active in the actual production of the cheesecakes, she continues as president of the catering company. Ms. Smith could be considered a strategic leader of this firm. 18.
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This note was uploaded on 04/10/2011 for the course SM 1 taught by Professor Maria during the Spring '11 term at BC.

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第ä¸�ç« ä¹ é¢� - Chapter 1Strategic...

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