quiz 41748804-Chap-4-MCQ - 1 Evaluating a company's...

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1 Evaluating a company's resources and competitive position does not include developing answers to which one of the following questions? How good is the company's value chain? Is the company competitively stronger or weaker than key rivals? What are the company's resource strengths and weaknesses and its external opportunities and threats? Are the company's prices and costs competitive? What strategic issues and problems merit front-burner managerial attention? 2 Which one of the following is not helpful in identifying the components of a single-business company's strategy? The company's moves to respond to changing conditions in its macro-environment and in industry and competitive conditions The scope of the company's geographic coverage The company's resource strengths and weaknesses The company's key functional strategies The company's planned, proactive moves to outcompete rivals and its efforts to build competitive advantage 3 Which one of the following is not a good indicator of how well a company's present strategy is working? Whether its sales are growing faster than, slower than, or about the same pace as the market as a whole, thus resulting in a rising, falling, or stable market share. How well the company stacks up against rivals on such factors as technology, product quality, customer service, product innovation, delivery time, speed in getting new products to market, and other factors on which buyers base their choice of brands Whether the firm's profit margins are increasing or decreasing and how well its margins compare to rival firms' margins Whether the company's resource strengths and competitive capabilities outnumber its resource weaknesses and competitive vulnerabilities The firm's image and reputation with its customers and whether the company's overall financial strength and credit rating are improving or on the decline 4 SWOT analysis: consists of three steps (as shown in Figure 4.2): identifying a company's resource strengths and weaknesses and its opportunities and threats, drawing conclusions about the company's overall situation, and translating the conclusions into strategic
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actions to improve the company's strategy and business prospects. provides a quick overview of where on the scale from "alarmingly weak" to "exceptionally strong" the attractiveness of the company's overall business situation ranks. helps provide a basis for matching the company's strategy to its internal resource capabilities and its external opportunities and threats. helps identify a company's core competencies and competitive capabilities and the seriousness of its resource weaknesses and competitive deficiencies. All of these. 5 A core competence: is a more durable company resource than a "distinctive competence." usually resides in a company's technology and physical assets (state-of-the-art plants and equipment, attractive real estate locations, modern distribution facilities, and so on) whereas a company competence usually resides in a company's human assets. is typically knowledge-based, residing in people and in a company's intellectual
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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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quiz 41748804-Chap-4-MCQ - 1 Evaluating a company's...

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