Reference no: EM132225527

1. What is the best technique for revealing the different market or competitive position that rival firms occupy in the industry?

a. PESTEL analysis

b. Strategic group mapping

c. Competitor analysis

d. The value net framework

e. Five forces framework

2. Strategic group mapping is a visual technique for displaying:

a. which companies have failing business models.

b. which companies have the highest degrees of brand loyalty.

c. the different market or competitive positions that rival firms occupy in an industry and for identifying each rival's closest competitors.

d. which companies have the biggest market share and who the industry leader really is.

e. how many rivals are pursuing each type of strategy.

3. Which of the following is particularly pertinent in evaluating whether an industry presents a sufficiently attractive business opportunity?

a. An assessment of which firms in the industry have the best and worst competitive strategies, whether the number of strategic groups in the industry is increasing or decreasing, and whether economies of scale and experience curve effects are a key success factor

b. The industry's growth potential, whether competition appears destined to become stronger or weaker, and whether the industry's overall profit prospects are above average, average, or below average

c. Whether the market leaders enjoy competitive advantages and how hard it is to develop a strongly differentiated product

d. Constructing a strategic group map and assessing the attractiveness of the competitive position of each strategic group

e. Whether there are more than five key success factors and more than five barriers to entry

4. The competitive power of a company resource strength or competitive capability hinges on all of the following EXCEPT:

a. whether it available in plenty.

b. whether it is nonsubstitutable

c. whether it is really competitively valuable and has the potential to contribute to a competitive advantage.

d. whether it is rare and something rivals lack.

5. The three main areas in the value chain where significant differences in the costs of competing firms can occur include:

a. variable cost activities, fixed cost activities, and administrative activities.

b. human resource activities (particularly labor costs), vertical integration activities, and strategic partnership activities.

c. the nature and makeup of their own internal operations, the activities performed by suppliers, and the activities performed by wholesale distribution and retailing allies.

d. operating-level activities, functional area activities, and line of business activities.

e. age of plants and equipment, number of employees, and advertising costs.