第�章习�

第äº�ç« ä¹ é¢� - Chapter 2Analysis of the...

Info iconThis preview shows pages 1–3. Sign up to view the full content.

View Full Document Right Arrow Icon
Chapter 2—Analysis of the External Environment TRUE/FALSE 1. The final result of successful strategic competitiveness is above-average returns. 2. Demographic, economic, political/legal, sociocultural, technological, and global are the six elements comprising the industry environment. 3. External environmental analysis should be conducted annually. 4. The objective of assessing the external environment is to determine the timing and significance of the effects of environmental changes and trends on the strategic management of the firm. 5. Without monitoring, a firm is left with a mass of data of unknown relevance. 6. The political/legal segment of the general environment is the arena in which organizations and interest groups compete for attention, resources and a voice in the laws and regulations guiding interactions among nations. 7. Differences in work attitudes between French and American workers are categorized in the demo- graphic segment of the general environment. 8. The five forces model of competition focuses on the segments of the general environment. 9. Suppliers are powerful when no satisfactory substitutes are available, the selling industry is relatively more concentrated than the purchasing industry, and switching costs are high. 10. If one uses the five forces model to analyze U.S. airlines’ industry, one would conclude that although the industry is currently undergoing turmoil, the basic indicators are that the industry will be an attract- ive one for investment in the next five years. 11. An attractive industry is one that is characterized by high entry barriers, suppliers and buyers with strong bargaining power, low threats from substitute products, and low rivalry among firms. 12. The strengths of the five competitive forces are similar across strategic groups within an industry. 13. The process of competitor analysis should examine the competitor's future objectives, current strategy, assumptions, and capabilities. 14. Eavesdropping is an ethical way to obtain information about competitors' actions. 15. Any competitor intelligence practice that is legal is also ethical. MULTIPLE CHOICE 1. The ____ environment is composed of elements in the broader society that can influence an industry and the firms within it. a. general b. competitor c. sociocultural d. industry 2. Which of the following is NOT an activity used in the external environmental analysis process? a. Scanning b. Decrypting c. Monitoring d. Assessing 1
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
3. When analysts develop feasible projections of what future events and how quickly they will occur based on observed changes and trends, they are engaged in a. scanning.
Background image of page 2
Image of page 3
This is the end of the preview. Sign up to access the rest of the document.

Page1 / 5

第äº�ç« ä¹ é¢� - Chapter 2Analysis of the...

This preview shows document pages 1 - 3. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online