Core of blue-ocean strategy

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Reference no: EM13781471

Question 1: An entrepreneurial mindset is:

Seeing things from a customer's perspective
Noticing a problem that exists
Being able to state the problem clearly
Finding opportunities
All of the above

Question 2: Which of the following cannot be deduced from a strategic-group map?

Competitors that are strategically similar
Market shares of individual competitors
Areas of unserved demand
Competitors that are not really competitors
Entry barriers of different strategic groups

Question 3: Strategic thinking is best done during the annual strategic-planning process.

True
False

Question 4: Which of the following is not an industry driving force?

Changes in the industry growth rate
Increasing pace of technological change
Increasing globalization of the industry
Developing a core competence
Rising energy costs

Question 5: Finding a "blue ocean" or "situational monopoly" is a legitimate part of strategic thinking.

True
False

Question 6: A company that is not actively pursuing opportunities won't be in business very long.

True
False

Question 7: A situational monopoly is one of the following:

An instant monopoly
Something no other competitor has
An ownable space for a useful period of time
An opportunity to charge more than competitors
None of the above

Question 8: What is at the core of blue-ocean strategy?

Satisfying customers
Being differentiated
Value innovation
Industry repositioning
None of the above

Question 9: Which of the following is not a barrier to entry?

Distribution channels all tied up
Ability to forge strategic alliances
High capital investment
Developing a brand reputation
Competitors with lower costs

Question 10: Which factor is typically not included in an industry-attractiveness analysis?

Size of potential market
Industry growth rate
Size of entry barriers
Financial strength
Degree of competition

Reference no: EM13781471

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