565 G&T-1 PPt Ch 1-9 version 1

565 G&T-1 PPt Ch 1-9 version 1 - TGS2ch1-4sum07...

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TGS2ch1-4sum07 Version #1 Student: ___________________________________________________________________________ Instructions: 1. Please select the most correct response. 2. Pick up the answer key when you turn in your answer sheet, and hang on to your question booklet--make sure you mark your answers in the question booklet. 3. Please make sure your name and test version number are on your answer sheet. 4. Please don't even give me reason the think you are cheating. 1. Industry conditions change A. because of such powerful driving forces as swings in buyer demand, changing interest rates, ups and downs in the economy, and higher/lower entry barriers. B. because of newly-emerging industry threats and industry opportunities that alter the composition of the industry's strategic groups. C. because new industry key success factors emerge. D. because important forces are in motion that create pressures or incentives for industry participants (competitors, customers, suppliers) to alter their actions. E. chiefly because of changes in the barriers to entry and the degree of competition from substitute products. 2. Calculating competitive strength ratings for a company and comparing them against strength ratings for its key competitors helps indicate A. which weaknesses and vulnerabilities of competitors that the company might be able to attack successfully. B. how costly it will be to defend against a competitive attack from rival companies. C. the strategic intent of major competitors and their capabilities for launching a competitive offensive. D. which competitor has the most efficient value chain. E. what the industry's key success factors are. 3. The most powerful of the five competitive forces is usually A. the competitive pressures that stem from the ready availability of attractively-priced substitute products. B. the competitive pressures induced by the market maneuvering and jockeying for buyer patronage by rival sellers in the industry. C. the benefits that emerge from close collaboration with suppliers and the competitive pressures that such collaboration creates. D. the potential entry of new competitors. E. the bargaining power and leverage that large customers are able to exercise.
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4. In which one of the following situations does a company's pursuit of a broad differentiation strategy generally not work very well? A. When there are many ways to differentiate a product or service and many buyers perceive these differences as having value. B. When buyer needs and uses of the product are diverse. C. When few rival firms are following a similar differentiation approach. D. When buyers are prone to shop the market for the lowest price. E. when technological change is fast-paced and competition revolves around rapidly evolving product features. 5. Value chain analysis
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This note was uploaded on 02/23/2012 for the course MGMT 6359 taught by Professor Wang during the Fall '11 term at University of Houston-Victoria.

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565 G&T-1 PPt Ch 1-9 version 1 - TGS2ch1-4sum07...

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